The Case Study On Quality Management Of SL Tire Company

At the end of 2009, the case of special safeguard Sino-US tire declared the end of the golden years of Chinese tire industry, and thus formally opened the prelude of China's tire industry structure adjustment. In order to make foreign trade more secure and reduce dependence on the United States market, Chinese tire enterprises have successfully expanded the Nordic, Russia, South America, Central Asia, Africa and other countries or regions of the export channels. From the second half of 2011, the export market fragmentation strategy has begun to take effect and the rebound in the tire export situation happened. At the same time, because of the huge allure of the Chinese market which was brought by the recovering auto industry and sustainable growth of sales volume, domestic and foreign tire plants have started to create or expand production capacity from the end of 2010, the purpose is to capture the market one step ahead. The Statistical data from 2011 to 2014 shows that the radial tire production average growth rate is over 6%, however, automobile production growth is far less than the tyres production growth, therefore, To build a new factory or expand production capacity blindly can only bring the excess production capacity. From the first half of 2012, Chinese tire market began to be a heavy market and even some tire plants have to shut down to deal with the backlog of inventory pressure.SL tire company is one of the Chinese tire company which is representative in the industry, although holds highly the banner "Quality is more important than the Yield" and the slogan "Vying for industry benchmark", but due to the lack of standardization and advanced quality management methods, also the development technology is relatively backward, and therefore it is relatively weak competitiveness of their products, high-end products are difficult to enter the international market and can not compete with other international brands even going out, they can only rely on to reduce the price of exports in the low-end products to get market and profit. Faced with the arrival of the tire industry structure adjustment, and increasingly stringent export market access threshold, SL tire company need to realize the importance of quality management to enterprise development and increase the cost of quality management, learning advanced quality management methods, really stand the point of customer to carry out the job with the goal of 100% custome satisfaction. And open up the product diversification on the basic of tire quality assurance. Only in this way, we can improve the product quality competitiveness step by step, enhancing brand awareness, to get rid of the serious homogenization issue as soon as possible.Based on the SL tire company quality management case study, and make deeply analysis of the typical quality management problems per references on a lot of quality management theories (TQM, Six Sigma management philosophy, etc.), the aim is to analyze to identify fundamental problems causes and propose a range of solutions, providing decision support to the tire companies so that they can identify the correct way in the fierce competition.