On January 26th, the company held the 2025 annual summary meeting for basic management improvement work and the commendation conference for lean improvement project selection. Relevant leaders of the company, heads of various departments, lean improvement liaisons, employee representatives, professional judges, and lean improvement project leaders attended the meeting.
At the meeting, presentations were made on 24 lean improvement projects and 3 special reports on basic management improvement. Lean improvement projects were selected and commended, and a comprehensive summary of the basic management improvement and lean improvement work in 2025 was provided. Arrangements and deployments were made for the basic management improvement and lean improvement work in 2026.
Wang Xin, member of the Party Committee, Secretary of the Discipline Inspection Commission, and Deputy General Manager of the company
Awarding the third prize for the lean improvement project
Zhu Licheng, Deputy Secretary of the Party Committee and Chairman of the Labor Union of the Company
Awarding the second prize for the Lean Improvement Project
Wang Chengqiang, Deputy Secretary of the Party Committee and General Manager of the Company
Awarding the first prize for the lean improvement project
The meeting pointed out that lean improvement is not a "multiple-choice question", but a "compulsory question" for addressing market competition, breaking development bottlenecks, and enhancing core competitiveness.
Meeting requirements:
Firstly, we should deepen our understanding of concepts, lay a solid ideological foundation for lean improvement, and guide every employee to transform from a "bystander" to a "participant" and from "passive acceptance" to "active exploration".
Secondly, we should focus on core pain points, enhance the effectiveness and quality of improvements, and establish a closed-loop management mechanism encompassing "project initiation, implementation, review, and solidification", ensuring that improvement outcomes are measurable, replicable, and scalable.
Thirdly, we should strengthen collaborative linkage, build a lean ecosystem, and form a lean promotion pattern featuring "up-down linkage, left-right coordination, and full participation".
Fourth, we should improve the system mechanism, stimulate the vitality of all employees to improve, and create a relaxed and inclusive atmosphere conducive to everyone participating in lean improvement.
The meeting emphasized that lean improvement is a long-term battle, but also a self-revolution. It tests our determination, patience, and execution ability. Let us work with a sense of urgency and a sense of responsibility, taking practical and effective actions, so that lean improvement can take root and bear fruit in all aspects of the company, injecting momentum into the high-quality development of the enterprise!
