Dalian Jinzhong made its debut at the 33rd National Urea Plant Technology Exchange Conference.

On September 18, the 33rd National Technical Exchange Conference for Urea Plants was grandly held in Dalian. More than 200 participants—including senior executives from urea plants nationwide, renowned industry experts, key technical personnel from design institutes, and representatives from well-known domestic and international technology providers—gathered to map out the future, share insights, and learn from one another, injecting strong momentum into advancing technological innovation and industrial upgrading in the urea sector.

As representatives of the manufacturer of core high-pressure equipment in the urea industry, Chairman Cai Hongguang and General Manager Wei Dalong of Dalian Jinzhong were invited to attend. At the opening of the conference, Cai Hongguang delivered the opening address, followed by Wei Dalong, who presented a keynote report titled “Management Innovation Ushers in a New Journey; the ‘Five New’ Strategy Lays the Foundation; Building an International First-Class Supplier of High-End Ammonia and Urea Synthesis Equipment.”

            Cai Hongguang first, on behalf of Dalian Jinzhong, extended warm congratulations on the successful convening of the Urea Plant’s Technical Exchange Annual Conference! He extended a sincere welcome to all the leaders and guests in attendance, and expressed heartfelt gratitude to friends from all sectors of society who have long been concerned about and supportive of Dalian Jinzhong’s operations and development!

Cai Hongguang stated that the urea industry is an important foundational sector vital to both the national economy and people’s livelihoods, directly impacting national food security and green, sustainable development. In recent years, thanks to the concerted efforts of industry experts, China’s urea sector has achieved high-quality development and remarkable accomplishments that have drawn worldwide attention. In serving the urea industry, Dalian Jinzhong has consistently benchmarked against leading practices to identify gaps and formulated strategies from a high-level perspective to drive progress. As a result, the company’s three core capabilities—market responsiveness, customer service, and value creation—have been comprehensively strengthened, and it has realized “three new breakthroughs.”

First, operational quality has achieved a new breakthrough. Since May 2022, Dalian Jinzhong was restructured and integrated into Dalian Heavy Industry Equipment Group, implementing “four-core” specialized aggregation and catalyzing the “three major synergies,” thereby delivering a comprehensive strategy of “strategic restructuring, specialized integration, synergistic operations, integrated management, and high-quality development.” This approach has effectively addressed four major bottlenecks hindering business growth—rigid institutional mechanisms, heavy historical burdens, operating losses, and cash flow constraints—resulting in a year-on-year revenue increase of 119% over the past three years, a reduction in losses and an increase in profits totaling RMB 240 million, and achieving a remarkable transformation—a true “rebirth from the ashes.”

Second, we have achieved new breakthroughs in the hard‑power capabilities of our equipment and facilities. By benchmarking against world‑class enterprises, we relocated and built a state‑of‑the‑art domestic R&D base for high‑end heavy‑duty and extra‑large petrochemical and coal‑chemical equipment, boosting annual production capacity to the 100,000‑ton level—a 160% year‑on‑year increase. We have also established seamless logistics channels for the outbound shipment of large‑scale, high‑end equipment, acquired in‑plant manufacturing capabilities for containers weighing up to one thousand tons, and raised the levels of equipment intelligence and automation to over 80%.

Third, we have achieved new breakthroughs in foundational management and soft‑power capabilities. By staying committed to strengthening our fundamentals and creating value, while consistently engaging in constructive criticism and self‑criticism, we launched six major management transformation initiatives—“Quality Excellence,” “Lean Production,” “Integrated Supply Chain,” and others—thereby continuously enhancing our ability to deliver products and services that are timely, accurate, high‑quality, and cost‑effective.

Cai Hongguang stated that the intellectual exchanges at this year’s conference will undoubtedly ignite a new engine for the industry’s development. He looks forward to engaging in in-depth dialogue with experts and colleagues, listening to insightful perspectives, gauging cutting-edge trends, and drawing on the essence of wisdom, so as to continuously elevate the professional standards of the service sector and pool powerful momentum to drive technological innovation across the industry.

            Wei Dalong stated that over the past three years of restructuring, Dalian Jinzhong has achieved a new breakthrough in “unconventional” growth against the trend, with its scale, operational efficiency, and overall strength all reaching new heights. Standing at a brand-new starting point for development, Dalian Jinzhong will firmly adhere to the dual‑drive approach of technological innovation and market demand, deeply advancing its “Five New” strategy—new quality, new fulfillment, new management, new technology, and new services—while committing to providing customers with timely, efficient, and high‑quality products and services, and striving to become an internationally first‑class supplier of high‑end synthetic ammonia and urea equipment.

First, we implemented the “New Quality” strategy. Treating quality as the lifeblood of the enterprise, we launched the “Quality Excellence” enhancement initiative and a dedicated “Lean Quality” transformation, focusing on building a new‑generation quality management system and forging a distinctive brand‑based competitive edge. In step with the times, we revised our quality policy and established clear quality “red lines” and prohibitions.

Second, we are implementing a “New Compliance” strategy. We are accelerating the adoption of intelligent manufacturing by introducing new equipment such as automatic header hole‑drilling machines, vision‑guided tube‑sheet welding robots, and 90° elbow intelligent overlay‑welding machines, achieving an equipment intelligence and automation rate exceeding 80%. Furthermore, we are deepening lean management reforms to establish an integrated, coordinated production management system that seamlessly links continuous flow lines, pull‑based planning, and a delivery‑oriented logistics model.

Third, we are implementing a “New Management” strategy. We have launched six major management transformations—integrated supply chain, organizational restructuring, and digital‑intelligence transformation—continuously strengthening our ability to deliver products and services that are timely, accurate, high‑quality, and cost‑effective.

Fourth, we implemented a “New Technology” strategy. We continued to deepen industry–university–research collaboration, established pilot‑scale testing and industrialization platforms for research outcomes, maintained R&D intensity above 6%, and successfully developed dozens of new technologies and products, including the first million‑ton‑per‑year high‑pressure urea production unit and advanced deep‑sea titanium alloy pressure vessels.

Fifth, we implemented a “New Services” strategy. We shifted from a “selling individual machines” model to a “selling services” approach, adopted an account‑management system for key clients, and focused on providing customers with comprehensive, end‑to‑end solutions. We also enhanced our after‑sales service infrastructure by establishing installation subsidiaries and dedicated service departments, and systematically set up five regional service centers covering Xinjiang, Inner Mongolia, Southwest China, Southeast China, and the Central Plains.