Editor’s Notes
As the main star product of Inner Mongolia Jianlong, H-beam has refreshed various economic and technical indicators again and again since it was put into production in November 2021.
While both production capacity and quality reached the standard, the quality qualification rate of H-beam steel rose to 99.6% in May this year, reaching the advanced level in the industry.
Three months later, good news came from the product – the quality qualification rate was further improved to 99.8%. This has provided strong support for Inner Mongolia Jianlong to unswervingly promote product transformation and upgrading.
01 Solving the Edge Crack of Structural Steel
To improve the quality qualification rate of H-beam, Inner Mongolia Jianlong should first solve the edge crack of H-beam. To this end, the company has set up a special technical research team to focus on solving the edge crack quality problem.
In view of the edge crack defects that are easy to appear in the rolling of Q235B and Q355B steel grades, the technical research team systematically combed the process through metallographic analysis, focusing on the oxygen content control of molten steel, the low quality control of billets, and the temperature control during the rolling of structural steel that may lead to edge cracks.
After repeated research and tests by the technical research team, the incidence of edge crack of H-beam steel was significantly reduced. In August, the quality defects caused by edge crack in Inner Mongolia Jianlong dropped to 0.10%, and the edge crack of structural steel was effectively improved, reaching the advanced level of the industry.
02 Decompose Quality Responsibility Motivate Workers to Improve Quality
In order to make the quality qualification rate of section steel in the forefront of the industry, Inner Mongolia Jianlong quickly promoted the management mode of excellent steel, and took the level by level decomposition of quality responsibility as the general handle for quality improvement. The quality responsibility shall be implemented to everyone, including factor director, operation director, team leader, and other workers.
At the same time, Inner Mongolia Jianlong has also carefully combed all relevant processes in the production process of H-beam steel, refined and quantified all operation areas, established the quality management responsibility system of “specially-assigned persons responsible for key processes; quantitative assessment of key indicators”, constantly enhanced the control ability of the steel process, continuously improved the quality of the steel production process, and promoted the steady improvement of the steel quality.
In order to improve the driving force of product quality work, Inner Mongolia Jianlong also continues to improve the team quality evaluation and construction work. It gives cash rewards to the team ranking first in week comparison and month comparison, giving play to the demonstration and driving role of “comparing, learning, catching and helping” among teams, enabling each employee to compete for the first place, stimulating every team’s awareness of striving for quality benchmarking, and constantly promoting the improvement of product quality.
03 Taking the Quality Month Activity as an Opportunity to Promote Quality Management to Achieve a New Leap
Inner Mongolia Jianlong also took advantage of Quality Month as an opportunity to firmly promote quality reform and innovation, promote the construction of a quality strong enterprise, and strive to promote quality management to a higher level, enabling the high-quality development of the company.
Improve customer service quality and make every effort to improve customer experience. By strengthening quality management, process control, objection rectification, etc., Inner Mongolia Jianlong has made every effort to promote the “end customer visit” activity to go deeper and more practical; has carried out service activities for key customers and the next process by combining online and offline to fully meet customer needs. In accordance with the requirements of the Group’s “transformation to an operational enterprise”, the company has established the concept of “customers are enterprise assets”, carried out customer demand research and visits, customized professional solutions for customers at the first time, so as to improve customer loyalty and market trust.
Carry out benchmarking rectification to comprehensively improve quality and efficiency. Inner Mongolia Jianlong has deeply carried out quality benchmarking to solve various key quality problems from the source; carried out self-inspection on the operation of the quality management system to further consolidate the foundation of quality management. By learning and communicating with advanced enterprises, the company can find gaps, complement weaknesses, and promote the continuous improvement of quality indicators. At the same time, it carried out quality indicator competitions and quality technology competitions between internal processes, and improve quality benefits through “learning from others and assimilating the learned knowledge”.
Inner Mongolia Jianlong has deeply carried out mass quality activities such as the independent proposal of “I offer a plan for improving quality” to improve the enthusiasm and initiative of all staff to participate in quality work. It also comprehensively organized and carried out activities such as quality improvement, quality training, cost reduction, quality papers and collection of reasonable suggestions, to continuously promote all staff to actively participate in quality management, and fully mobilize the subjective initiative and work level of front-line staff to improve product and service quality.
Quality management has no end. It is a long way to promote the innovation of quality management and the construction of enterprises with strong quality. Inner Mongolia Jianlong will adhere to the concept of high-quality development, combine with the actual production and operation of the enterprise, make careful deployment and detailed implementation, take the construction of quality infrastructure such as measurement, standards, certification, inspection and testing, quality management as the core, take intellectual property protection and operation, and the cultivation of the “Jianlong boutique” brand as the extension, to fix shortcomings, break bottlenecks and build a good quality atmosphere in which all staff adhere to standards and make high-quality products, so as to help enterprises develop in high quality.
Post time: Oct-11-2022