One year has passed since FAW Jiefang officially launched the “Three-Year Quality Improvement Campaign”, and this critical campaign has transformed from a blueprint into concrete practice. Standing at the new starting point of the new year, the focus of industry attention has shifted accordingly. What are the core objectives for the next stage of the three-year quality improvement campaign? How to transform quality advantages into sustainable brand premium and user loyalty? How to define new competitive standards for the industry? At the “Media Forum” of China FAW Group FAW Jiefang 2026 Global Partners Conference not long ago, journalists had in-depth exchanges with members of the Party Committee leadership of China FAW Group FAW Jiefang on the above issues.
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Wang Zhiyu, Member of the Party Committee and Deputy General Manager of China FAW Group FAW Jiefang, responded: I believe everyone is familiar with the topic of quality. If we discussed this topic a year ago, everyone might have cared about how we planned to act and whether we could succeed. But today, with the progress of work over the past year, people are more concerned about how well China FAW Group FAW Jiefang’s product quality has been improved, what achievements have been made, and how to make further efforts. China FAW Group FAW Jiefang has profound thinking on quality. In terms of the progress achieved, I believe there are two major achievements:
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The first prominent progress lies in our quality evaluation. The core of evaluating quality lies in “cost”. This cost refers to the expenses invested by the company in improving product quality, which specifically includes two aspects: one is “explicit cost”. During the entire life cycle of a truck, the cost incurred due to quality issues is usually borne by the enterprise and suppliers within the warranty period, and by users beyond the warranty period. The lower the cost in this period, the more “pure profit” it brings to users or enterprises, which is an important indicator in the evaluation system. According to current statistics, we have achieved our target of reducing the frequency of vehicle claim rate by 30% year-on-year set a year ago. Improving vehicle quality benefits not only China FAW Group FAW Jiefang, but also our partners, and ultimately our users. If an enterprise spends little on quality control and its products break down frequently, causing users to lose confidence in the products, that is the most fatal problem for the enterprise. Therefore, China FAW Group FAW Jiefang has two core indicators for quality improvement: the “frequency” of repairs and the “cost” invested, both of which have met the expected goals.
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The second remarkable achievement is the cultivation of quality culture and core performance. The company holds a weekly quality meeting, which is attended by the top leaders and management of all factories without exception every week. Once problems are identified at the meeting, an additional meeting will be held on Monday evening. Such a working mechanism has fostered a strong quality culture within China FAW Group FAW Jiefang.
The impact of quality meetings on China FAW Group FAW Jiefang can be divided into three parts. First is operational execution, which addresses people’s attitude and awareness. We always believe that poor quality is not due to insufficient competence, but to inadequate attitude and cognition. Hence, we launched the “Three-Year Quality Improvement Campaign”, with 2025 being the first year. The 30% target has basically squeezed out the “defects” in quality management.
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The second step is to improve systems and processes. If 2025 was problem-oriented, in 2026 we will conduct in-depth research on why these problems occur, what constraints are involved, and how to make efforts in the coming year. Therefore, China FAW Group FAW Jiefang will further upgrade and solidify the entire quality management system and process mechanism in 2026, and devote more efforts to it. If we make faster progress, the third year will also yield excellent results.
The final step is about implementation. China FAW Group FAW Jiefang is not only an enterprise, but also a representative of the industry and the nation. Jiefang trucks are also going global, so we need to elevate our cognition and develop genuine professional capabilities. For this reason, we have carried out extensive work on standard upgrading. This is our overall understanding of quality and the core three-step logic for our quality management.
In the process of quality improvement, core capabilities, standards, systems and processes are intertwined. Improving quality ultimately means satisfying users, and will help China FAW Group FAW Jiefang realize its long-standing proposition of “competing on value rather than price”. Users expect products with high cost performance and stable continuous operation. In short, the ultimate goal of China FAW Group FAW Jiefang’s quality improvement is to achieve sustained user satisfaction through long-termism.
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When asked by journalists: In 2025, we have witnessed the launch of the power domain, the completion of the Wuxi R&D Building, and the improvement of the NG engine matrix at the Partners Conference. China FAW Group FAW Jiefang has witnessed frequent moves in powertrain. How will we plan traditional and new energy powertrains to ensure the sustained leadership of China FAW Group FAW Jiefang?
Wang Zhiyu replied: I have been engaged in engine-related work since graduating from university, working from Dalian to Wuxi for nearly 30 years, and I have deep affection for Jiefang Power. The frequent moves we see today are actually the result of years of layout. China FAW Group FAW Jiefang invested nearly 1 billion yuan in the 16L traditional powertrain in Wuxi, 660 million yuan in the 13L engine in Dalian, and another 600 million yuan in its mid-term upgrade. The T-shift integrated transmission factory in Changchun has an investment of over 1 billion yuan. China FAW Group FAW Jiefang has invested nearly 4 billion yuan solely in the upgrading of traditional powertrains, a move rarely seen among enterprises. We focus more on how to maximize the value of these investments.
Journalists also asked about our view on industry trends. In terms of product routes, we are laying out both traditional and new energy vehicles. Geographically, we target both domestic and overseas markets, which are the core of China FAW Group FAW Jiefang’s strategic and product layout. Based on current investments, China FAW Group FAW Jiefang will unleash the potential of the upgrading of major platforms including engine, transmission and axle, such as 13L, 15L, 16L engines and the upgraded 440 lightweight axle, which will serve as our core strategy for the future.
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China FAW Group FAW Jiefang believes that the market space for traditional products is long-term, accounting for at least 30% to 40% of the market, not to mention half of the market. Especially in overseas markets, China FAW Group FAW Jiefang plans to achieve annual sales of over 450,000 units by 2030, with an overseas target of about 180,000 units. Overseas markets have been dominated by traditional products and supplemented by pure new energy vehicles in recent years, indicating huge potential for traditional products. Although old models of China FAW Group FAW Jiefang have a certain market share overseas, new and leading products are needed for the high-end market. Therefore, we adopt a “combination of new and old models”. We believe that traditional products, supported by large investments, will tap into greater potential and better repay users.
China FAW Group FAW Jiefang has an overall strategy for overseas powertrains, focusing on “push” and “pull”. China FAW Group FAW Jiefang leads the way to drive the development of powertrains overseas, and the overseas market is expected to become “fiercely competitive” in the future. Meanwhile, we think about how to empower China FAW Group FAW Jiefang’s complete vehicles. From the perspective of batch development of assemblies, we consider application scenarios: for example, the lowest temperature in the coldest regions of China is minus 50 degrees Celsius, and the hottest areas in the Middle East reach 50 degrees Celsius above zero, spanning 100 degrees. How can vehicle powertrains adapt to such extreme conditions? Coupled with the diverse user habits in different countries, we will make great efforts in scenario understanding from the assembly perspective to help China FAW Group FAW Jiefang develop high-quality trucks.
Finally, regarding new energy, our overall idea is to build capabilities across the entire industrial chain rather than conducting all production independently. Based on this logic, China FAW Group FAW Jiefang independently designs, develops and mass-produces electric drive, electronic control, motors, integrated electric drive boxes, electric drive axles, and even wiring harnesses. At the same time, we open our arms to accelerate cooperation with the industrial ecosystem, such as partnering with CATL on batteries. In the future, China FAW Group FAW Jiefang will launch a rich lineup of new energy products, with the goal of “taking no detours” and achieving leapfrog development in one step.
