Students from the University of International Business and Economics Conduct Social Practice Activities at a Company

On July 17, a nine-member summer social practice team from the University of International Business and Economics visited our company for a practical activity. As the backbone of the country’s future development and construction, today’s college students are highly valued by our company, which extended a warm welcome to the team. In response to the students’ research interests, Ren Wenyuan, the company’s CFO, provided a detailed introduction and shared his experience. He thoroughly outlined the company’s development history and its investment and financing situation, capturing the students’ full attention. Subsequently, Mr. Ren led the students on a tour of several workshops and production lines, during which he also discussed the industry’s current state and compared our company’s strengths and weaknesses with those of international firms. He encouraged the students to study diligently while in school, develop into versatile professionals in their fields, and contribute to the nation’s development after graduation. The students pledged to work hard and repay the country in the future. The half-day visit flew by, and the students from the University of International Business and Economics expressed that they had gained a great deal—deepening their understanding and reflection on relevant policies and investment and financing—and sincerely wished ASIMCO Camshaft continued success!

General Manager of Beijing Foton Cummins Visits ASIMCO Camshaft

Visit by the CUMMINS Team

Record—Party Member Activity Day Commemorating the 98th Anniversary of the Founding of the Party

On June 28, 2019, the Party branch of ASIMCO Camshaft (Yizheng) Co., Ltd. organized a group of Party members to visit the Maoshan Revolutionary Base Area under the theme “Stay True to Our Original Aspiration and Keep Our Mission Firmly in Mind.” The Southern Jiangsu Maoshan Anti-Japanese Base was one of the earliest and longest-lasting anti-Japanese base areas established nationwide, and it is also a national model base for patriotic education. The group first visited the Monument to the Victory of the Southern Jiangsu War of Resistance. Built with donations from 313,000 Communist Party members in Zhenjiang City to commemorate the 50th anniversary of the victory of the Southern Jiangsu War of Resistance, the 31.3-meter-tall monument stood under the blazing sun, as all Party members solemnly listened to the stirring bugle calls echoing before the monument—calls that were both mournful and resounding, as if they were about to

Women Are No Less Than Men: Showcasing Excellence in Ordinary Roles — Zhou Luling, Team Leader of the Gold-Processing Finished-Products Section

Unite and Strive to Win the Future

I joined the Yizheng Camshaft Factory (the predecessor of ASIMCO Camshaft Company) in 2000, and I was fortunate to witness the camshaft business evolve from a small enterprise serving the mid- to low-end aftermarket into a “young” company whose primary customers are leading domestic and international mid- to high-end engine manufacturers. Here, I’d like to share a brief story that looks back on our team’s journey of hard work and perseverance. On April 7, 2007, thanks to the efforts of the company’s senior management, we received a global project development assignment from Cummins: DEP plant was tasked with developing an AVALON 3.8L engine and sourcing Chinese suppliers, with projected annual sales of 150,000 units by 2015. Prior to this, we had no experience collaborating with international clients on new-product development. The customer required that a sample be shipped from China to the UK plant by June 8, yet as of April 7, the engineering drawings had not yet been finalized—there were more than twenty outstanding issues that needed to be discussed and confirmed by both parties. However, these challenges did not deter us; instead, they ignited an unwavering spirit of determination within the team. First, the project team compiled a comprehensive list of issues identified in the drawings. To stay on schedule, we obtained approval from Cummins’ SQI department and engaged directly with the product designers, thoroughly preparing for the task. We presented the design engineers with two clear options—YES or NO—and over the course of two weeks, we resolved the major outstanding issues through mutual agreement, then moved on to planning the mold design, manufacturing, machining process, tool selection, and procurement—tasks that naturally require considerable time. Second, before commencing production, we identified potential risk points in the manufacturing process and conducted a process FMEA analysis. Engineers used physical models of the product to simulate each operation on the relevant equipment, checking for interference, verifying the suitability of cutting tools and grinding wheels, assessing compatibility with existing tooling, and ensuring that machine travel distances were adequate. Every single risk was meticulously documented, reviewed by the project team, and discussed to develop appropriate solutions. Third, in early May, the mold components arrived, but the chills had not yet been delivered. After deliberation, the team decided to use trial machining to validate whether the previously planned processes, tools, equipment, and tooling were effective. We used 20 raw blanks that had not undergone chill treatment and ran a trial run of the machining process. During this trial, several new issues emerged—for example, the AVALON camshaft features a through-hole in its middle section, which could not be machined using the initially prepared tools; even after switching to carbide tools, the problem persisted. We promptly communicated with the design engineers, explained the current difficulties and proposed follow-up measures, and worked together with the customer to formulate a solution. During product assembly and inspection, we encountered various other challenges as well. By tapping into our internal resources and leveraging our collective expertise, we ultimately resolved all these issues. At the same time, we maintained seamless communication with the design engineers and SQI, while also seeking external support when necessary. Throughout the project, team members worked around the clock, day and night, tirelessly. On June 7, 2007, Cummins’ SQI personnel visited the factory to conduct an on-site quality inspection and approve the release of the first batch of samples, which were successfully delivered. Subsequently, after more than a year of preparation, leveraging existing resources and making only a modest investment, our team established a Cummins AVALON production line that passed the customer’s PPAP audit. In November 2008, the production line entered SOP, and the company officially began supplying finished products to Cummins on a large scale. In 2011, Cummins praised our company, stating: “Using second-hand equipment that would normally be considered obsolete, you have produced world-class products.” Through this project, our company has consecutively won eight years of awards from the customer, including Best Supplier, Best Quality, Best Continuous Improvement, and Best Lean Production, bringing great honor to the company. Moreover, the success of the AVALON project has enabled our team to accumulate valuable experience, laying a solid foundation for the company’s sustained, high-quality development. This story demonstrates our team’s indomitable spirit in the face of adversity, highlighting the boundless potential and entrepreneurial drive of the entire camshaft team—qualities that are truly invaluable assets for our company. As the enterprise continues to grow and thrive, it is precisely this spirit that will ensure our continued success and enable us to eventually become a company respected by both customers and the market.

Delivery of the first batch of Cummins 6C blank samples

Pang Jinjun, Executive Deputy Director of the Hualing Automobile Engine Research Institute, and his delegation visited ASIMCO Camshaft.