LongXi

Machinery
Works – Quality
Improvements
GROUP 10
3 6 B M 1 0 : - A M A N S I S O D I YA
3 6 B M 5 0 : - S H O B H I T A G A R WA L
3 6 B M 3 8 : - S U N I L M U RT Y
36BM12 :-ANTIRIKSH
B A R T H WA L
3 6 B M 4 4 : - R AV I G O Y A L
 Overview
• Introduction to LongXi Machinery Works and the quality
challenge

• Changchai : LongXi’s Primary Competitor

• Focus on quality improvement initiatives specifically

targeting the duo- gear shaft (DGS) & its production
process

• Exploration of the impacts of quality management on

operational efficiency and customer satisfaction & future
directions
 Company
Background
• Founded in 1957 , LongXi Machinery works is a state-owned enterprise located in Zhangzhou , China

• Specializes in manufacturing single & multi-cylinder diesel engines primarily for agricultural use.

• Most popular multi-cylinder diesel engine produced is SL2100 (28HP) in competition with S295 (24HP).

• Recently new technologies such as group processing centers had been acquired from Germany , Britain , Japan &
Taiwan to bolster both company’s component & machine manufacturing capabilities.

HISTORICAL CONTEXT
• Growth influenced by China’s economic reforms and increasing demand for agricultural machinery.

• Transition from primarily single-cylinder engines to more complex multi-cylinder models.

IMPORTANCE IN AGRICULTURE

• Engines are crucial for powering a range of agricultural equipment , directly impacting agricultural productivity.

• Strategic importance in supporting China’s rural economy and food security.

 Changchai: Longxi’s Primary Competitor
• World’s largest producer of single cylinder diesel engine in 1993.
• Offers high quality products at prices less or similar to competition.
• Has the popular S195 model which became ISO 9002 certified.
• Domestic market was serviced through a network of 275 service
centres located throughout 26 provinces.
• Having a capacity to produce 60000 units but it could sold only 3000
multi-cylinder units in 1995.
Reasons for becoming successful : -
 Invested in 2 joint ventures with engine component manufacturers in
a move to backward integrate & better control the supply of parts.
 It licensed its better known brand name to the small domestic diesel
engine manufacturers (incurring losses or operating at
undercapacity) in an effort to increase its sales .
 Outsourcing non-critical components while retaining control over
production of key items such as cylinder heads & engine blocks.
 The Quality Challenge
Duo – Gear Shaft Description
• A critical component used in multi- cylinder engines to transfer power between gears.
• Failure of this part can lead to engine seizure causing significant operational disruptions.

Impact of Quality Issues

• Recurring failures have led to increased customer complaints & costly warranty services.
• Past difficulties in identifying the root causes of these failures prompted a strategic shift
towards improved quality control.

Initial Steps taken by LongXi

• Establishment of new quality group dedicated to addressing quality issues of DGS.
• Reviewing manufacturing processes and historical quality data to identify root cause of failure
targeting the most critical areas for immediate improvement.
•
The Duo-Gear Shaft (DGS)
Production involved four basic sets of operation across 3 different
departments that are :-

First Process Second Process Third Process Fourth Process

Raw material Machining Heat Treatment Final Machining
preparation

.
 1 Step :- Raw material preparation
st

Approximately 130 inspectors are responsible for scrutinizing quality throughout

the Works which periodically perform 3 types of Professional inspection during
sawing operation that are

a) Initial Inspection :- Here after first unit of each batch (125 parts) was
produced , this is performed to confirm that unit conformed to specifications .
Also the inspector would give a standard plate for comparison.
b) Patrol Inspection :- During the remaining production of that batch (done twice
per shift), the inspector would return to conduct this inspection to ensure that
production was continuing according to specification.
c) Final Inspection :- This inspection is being done to authorize the release of the
batch to the next department.

Also workers were inspecting the quality of their own production termed “Self
Inspection”.
In addition , workers examined the quality of parts received from upstream
operations called Mutual Inspection which relied on visually checking the parts.
 2 Step :- Machining process
nd

 Upon arrival from 1st process , raw material were stacked beside lathes & the
operator of the lathe signs a material receipt.

 Each operator could produce up to 350 DGS parts per month & only 1 shift is
scheduled.

 Lathe operation :- It involves cutting the steel rod into three different
diameters along its cylindrical axis.

 After final inspection, the material handler moved the batch of DGS part on a
hand cart to the next operation that is Drilling.

 Drilling Operation :- In this two 9mm holes , parallel to the cylindrical axis
were drilled completely throughout the part & several other holes were
drilled partway into the part.
 3 Step :- Heat Treatment process
rd

• In this process, 3 workers were assigned to work on DGS parts 2 shifts per day.
• There are four main processes used in this process that are as follows :-

2 3 4
1 Quenching
After that, DGS
Tempering
It is being done
for two hours .
parts are quenched The purpose was
Main Furnace
using adjacent vat of here to stabilize
Preheat Furnace Here the DGS parts are water such that the parts material
heated to 850°C & data temperature drops structure
This furnace preheats on the heating times & to 200°C to 300°C. reducing chances
the DGS parts to 200°C cycles are automatically of cracks &
to 300°C for 10 minutes. recorded . premature
failure.
Process Vats :-
 Here after removal from tempering furnace , the parts are washed.
 After it has been approved for proper hardness , the parts are placed into a hot
alkalized water cabin for about 10 min to remove any contaminants from surface .
 Next , again the parts are dipped into hot acid bath for coating with a thin anti-
oxidant to prevent rust.
 After this , the parts are again washed with water bath & coated with oil.
 Finally , the hardness & thickness of anti-rust layer was visually inspected.
Challenges & Solutions in Quality Improvement

Specific Challenges:
 High defect rates and inconsistent production outputs.
 Limited availability of high-quality raw materials and reliable component suppliers.

Implemented Solutions:
 Introduction of advanced machining technologies and improved thermal treatment
techniques.
 Rigorous staff training programs on quality assurance and control.
 Establishment of effective reward system based on the combination of spiritual and
material rewards.
 Top management is now more involved in QC group activities.

Impact of Changes:
 Significant reduction in defect rates and improvement in overall part quality.
 Enhanced production efficiency and reduced operational costs due to fewer disruptions
and recalls.
 Quality Management Initiatives
Formation of QC Group:
• Initiated by Mr. Lin, an Assistant Engineer, focusing on enhancing DGS quality.
• Multidisciplinary team formed to tackle quality from various technical perspectives.

Strategic Decisions and Actions:

I. Longxi accepting the Ministry’s invitation of sending managers to attend a formalized TQM training programme
& in next year it established a Quality Management Department (QMD) later called as Office of TQM.
II. The Office of TQM gradually developed plant wide quality control systems for many of production activities.
III. Quality reward system was changed such that now employees were rewarded according to product quality in
their respective department & it varies by the severity of quality problem .
IV. Implementation of enhanced inspection procedures and quality control checkpoints.

Role of 'The Method’ (Management Methods of Quality Improvement Activities)

V. Adoption of a manual inspired by ISO 9000 standards, customized for Longxi's specific operational needs
 Guidelines governing systematic change of working routines
 Rules for establishing quality improvement targets
 Implementation of brainstorming techniques
II. Provided systematic guidance on quality improvement, from employee training to process re-engineering but
technical support remained inadequate for many employees particularly production line workers.
Results and Outcomes
Quality Improvements:
a) Stabilization of the DGS production line with
marked improvements in reliability and
durability.
b) Reduction in customer complaints and
increased satisfaction rates.

Operational Benefits:
c) Achieved cost savings through improved
efficiency and reduced waste.
d) Strengthened market position by delivering
higher quality products.

Reputational Gains:
Enhanced company reputation for reliability
and quality, leading to increased trust among
distributors and end-users.
 Future Directions

Strategic Plans:
I. Continued focus on advancing quality control measures and
adopting cutting-edge manufacturing technologies.
II. Plans to explore new markets and expand product lines with
higher quality standards.

Market Challenges and Opportunities:

i. Navigating a highly competitive market with increasing
demands for technological sophistication and cost efficiency.
ii. Opportunities for growth in international markets, requiring
adherence to global quality standards.

Innovation and Adaptation:

Commitment to ongoing innovation in product design and
manufacturing processes to stay ahead of industry trends.
Thank you