Dongfeng Cummins: Where Does Reliable Quality Come From

"Quality is the lifeblood of a company." This slogan is well-known among most Chinese companies. However, for many, the real challenge isn’t in establishing a quality mindset—it’s about consistently delivering high-quality and reliable products and services throughout the entire production and operational process. In September, Dongfeng Cummins Engine Co., Ltd. launched a series of quality improvement initiatives. By closely observing these efforts, we can better understand where reliable quality truly comes from. **The pursuit of quality must be driven by user needs** When people think of Dongfeng Cummins engines, they often associate them with a big brand and top-notch quality. Among truck drivers, it's practically synonymous with stability and reliability. On the harsh Qinghai-Tibet Plateau, long-haul vehicles equipped with Dongfeng Cummins engines are often the preferred choice for tourists. These positive reputations are directly linked to the company’s strict quality standards. Many assume that once a product passes quality inspection on the assembly line, it’s considered good enough. But with increasingly fierce industry competition, merely meeting factory pass rates no longer satisfies customers. In the engine industry, after passing initial quality checks, the product must be assembled at the vehicle manufacturer. The adaptability and compatibility during this stage are also critical quality indicators. Dongfeng Cummins believes that quality concerns should shift forward, ensuring that products don’t cause issues for either the OEM or end-users. This translates into focusing not just on the factory pass rate, but on the OEM RPM (Rejection Per Million). OEM RPM measures defects found at the customer’s site, such as loose nuts or improperly sealed air cushions. By addressing these issues and improving performance at the user’s location, Dongfeng Cummins has built a strong reputation over the years. It is reported that the average OEM RPM for Dongfeng Cummins is 2813, meaning only 0.2813% of units are rejected—far below the industry average. **The system must be built around customer issues** Liu Xiaoxing, General Manager of Dongfeng Cummins Engine Co., Ltd., believes that quality work is more than just a set of procedures—it’s a scientific approach and execution method. Only through advanced management practices, systematic processes, and strong implementation can quality assurance be effectively achieved. At Dongfeng Cummins, there are two key committees: the Product Improvement Executive Committee (PIC) and the Product Quality Decision Committee (PQC). These bodies standardize quality improvement activities and use process power to quickly eliminate obstacles. Drawing from Cummins’ management model, this structure not only provides organizational support for quality management but also ensures top-down resource allocation for quality projects. Unlike other companies that focus primarily on manufacturing improvements, the PQC process at Dongfeng Cummins focuses on resolving quality issues that arise on the client side. By addressing problems before shifts change, the company has refined its internal quality control processes. Additionally, Dongfeng Cummins has adopted the Cummins Seven-Step Work Method. Based on logical problem-solving, this approach includes steps like identifying the issue, analyzing potential causes, implementing temporary fixes, collecting data, testing solutions, executing changes, and evaluating results. This method streamlines problem-solving, targets the root cause more accurately, and ultimately improves customer satisfaction. **Execution is the cornerstone of quality assurance** As the saying goes, "The system is well-designed, but implementation is tough." If a company only has systems, methods, and policies without effective execution, the results will inevitably fall short. To ensure these methodologies are implemented across all departments involved in production, management, and operations, Dongfeng Cummins has established regular meetings, such as weekly product improvement meetings, monthly quality decision-making meetings, and daily quality review sessions. Managers simply input unqualified data into the system, which automatically analyzes it and triggers open discussions. This allows for quick identification and resolution of quality issues during the information flow process. Furthermore, Dongfeng Cummins has strengthened execution in four key areas: First, it enhanced the quality management system to ensure the effective operation of the quality process. Second, it used error prevention technology and statistical process control to identify and resolve manufacturing issues rapidly. Third, it leveraged the quality information management system to streamline communication and track down issues efficiently. Fourth, it improved employee quality awareness through training and encouraged full participation in quality initiatives. As Han Yudi, Manager of the Quality Department at Dongfeng Cummins, puts it: “Good quality is created, not checked.” No matter how thorough the inspections are, some defects will still slip through. Only by strengthening process monitoring and building a quality chain focused on customer satisfaction can overall product quality be truly elevated.

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