Customer as focus, meeting and exceeding customer expectations as our primary guideline

We actively learn from our advanced experience in the field of quality, both in China and overseas, in order to adapt to our international development strategy. Following the company's development needs and the quality requirements of our customers, and based on the ISO9001 quality management system, we have introduced a number of our own quality management systems to lay a solid theoretical foundation for the development of quality work.

We actively learn from our advanced experience in the field of quality, both in China and overseas, in order to adapt to our international development strategy. Following the company's development needs and the quality requirements of our customers, and based on the ISO9001 quality management system, we have introduced a number of our own quality management systems to lay a solid theoretical foundation for the development of quality work.

Driven by our corporate vision of “becoming a leader of the global power transmission field”, we have been aiming at creating a world-leading quality management system for many years, improving and optimizing our systems and processes. In this way, we have avoided risk, pursued excellence, and gradually developed a customer-centered NGC quality management system (NGCQS).

We have refined our process quality control, monitored the whole process of product design and development, supplier management, manufacturing and product warehousing with our outstanding quality assurance system, focused on strengthening the monitoring and measurement of raw materials, heat treatment, grinding and other key quality factors and processes, and integrated hardware facilities and software conditions to manufacture products that satisfy our customers.

Under the planning of our overall strategic framework, we have put forward the management concept of “carrying forward the spirit of the craftsman and leading the quality benchmark”, along with a long-term strategic quality planning strategy of taking technological innovation and management promotions as the twin engine to drive our quality construction process from four dimensions.

The company separates and implements its quality planning and objectives according to the quality plan at all levels. This includes advocating the “Zero Defect” quality culture concept, emphasizing “Doing it Right Once”, and fully mobilizing and motivating the initiative and creative quality behavior of employees. In addition, it involves maintaining long-term Elite 6 Sigma training programs, guiding the thinking of engineering and technical personnel, carrying out CIP improvement activities by all staff members, and fostering an enthusiasm for constant improvement among front-line personnel.