Leveraging lean principles to break through developmental bottlenecks and empower the company’s high-quality growth.

On August 29, Dalian Jinzhong held a seminar to advance improvement proposals (rationalization suggestions). The meeting focused on reviewing the current state of work, identifying issues in the implementation process, and fostering a strong lean management culture through the sharing and exchange of best practices. It aimed to align thinking, clarify direction, and further institutionalize and refine the lean improvement cultural system of “everyone identifying problems and collaboratively solving them,” ensuring that improvement proposals truly serve as a powerful driver for enhancing production and operational efficiency and for achieving high-quality enterprise development. Cai Hongguang, Party Secretary and Chairman, along with other members of the leadership team, heads of various departments, and dedicated lean management specialists attended the meeting.

Cai Hongguang emphasized that implementing lean management is of great significance: it is essential for enterprises to achieve high-quality development, to meet the challenges of today’s competitive market, and to cultivate versatile talent. Over the past three years, lean management has brought about “four major transformations”: a shift from being “invisible” to becoming “tangible”; a transition from “half‑hearted skepticism” to “wholehearted commitment”; and a move from “empiricism” to “applying learning in practice.” As a result, a lean‑management culture characterized by “genuine belief, genuine learning, genuine understanding, and genuine application” is taking shape.
 

Cai Hongguang emphasized that lean management has no end; only continuous improvement can ensure the replication of success. He urged everyone to remain steadfast in their confidence and resolve, and to firmly integrate lean management into every stage and link of the entire production and business process, with particular focus on:

First, the breakdown of performance targets must be “practical”: the “Dual Five” metrics should be cascaded down to every work team and each individual employee, ensuring that “everyone has a target and everyone has a task.” The achievement of these targets will be directly linked to year-end bonuses and recognition for outstanding performance, with zero tolerance for egalitarianism or mere token compliance.

Second, support and guidance must be meticulous—providing hands-on instruction and helping employees identify clear pathways forward. We will effectively disseminate the practical experience shared by top-performing staff and experts from sister units, while the company’s leadership team conducts regular on-site inspections and provides direct guidance, offering in‑person training and case‑by‑case analysis.

Third, ensure that guidance is “precise,” rewarding tangible results without losing focus. Grounded in our core responsibilities, we identify pain points and unlock potential through everyday operations. For high‑value proposals that address production bottlenecks and deliver measurable benefits, we implement a “major‑award‑and‑special‑award” incentive system.