To further enhance the company's innovation management capabilities, delve deeper into its strengths, effectively address weak management areas, improve profitability, and ensure the achievement of the company's annual business objectives, in the golden autumn of September, the company held two special meetings on "technical research, cost reduction and efficiency improvement, and strengthening basic management work" at Huangshan Hotel on September 3rd and September 10th. The meetings were attended by the Vice President of the group and the Executive Director of the company, Xu Yuelin, the General Manager, Ma Jianping, along with the entire leadership team, department heads, and all members of the company's four task forces, totaling more than 130 people.
The meeting reviewed the key work summaries of the Spinning, Polymerization, Equipment, Research and Development Task Forces, Cost Reduction and Efficiency Improvement Task Force, and Strengthening Basic Management Work Task Force for the period from January to August. Company leadership fully acknowledged the achievements made in the previous phase regarding technical research, cost reduction, and efficiency improvement, and strengthening basic management work. They also outlined important requirements for future work.
The meeting made several key requirements:
1. Technical research and R&D efforts should closely align with production and operations. This involves improving the ability to identify problems and collect market information, strengthening collaboration with research institutions, utilizing external resources, and continually identifying new research topics for breakthroughs.
2. Emphasize benchmarking, cost reduction, and efficiency improvement to uncover untapped potential. Regularly self-assess, acknowledge areas of lag, and work to eliminate them to unlock potential and achieve improvement. Focus on adopting new processes, equipment, and technologies to accumulate experience while reducing costs and improving efficiency, especially in support of the new district's development.
3. Quality management must be responsibility-driven, optimizing assessment mechanisms. Balancing the relationship between the double-A rate, customer complaint frequency, quality indicators, and compliance is crucial. Prioritize the difference between doing things and doing them well.
4. Place a strong emphasis on safety management at the team level. Implement position-specific safety responsibilities, conduct risk assessments, and clarify localized management responsibilities. Prioritize the development of an information-driven, digitized, and intelligent monitoring system and work mechanism to establish a safety management model unique to the company.
5. Enhance the management of processes, equipment, and other areas with top-level design. Start from the basics and gradually work towards establishing the goal of an information-driven, digitized, and intelligent factory.
6. Focus on building a core team during the process of technical research, cost reduction, and efficiency improvement, and strengthening basic management. Develop and establish a robust incentive mechanism.
The meeting emphasized that all departments and task forces should make "technical research, cost reduction, and efficiency improvement, and strengthening basic management" their main focus. They should further enhance internal management, increase work efficiency, and adhere to a clear direction of "focusing on targets, addressing root causes, and pursuing solutions." This approach should steadily advance innovation management in the areas of operations, production, research and development, finance, and basic functions. As a result, the company has achieved stable and healthy development and delivered a strong and successful annual report, even in the face of challenging circumstances.
