Company Achieves Successful “First Quarter Off to a Flying Start”

2016 was the starting year of the 13th Five-Year Plan. The company adhered to development as its top priority, optimized the production structure, expanded competitive advantages, and accelerated the cultivation of new growth drivers for economic growth. It also adhered to the lean development concept, continuously promoted internal reforms, vigorously advocated innovative management, and effectively improved production efficiency. In the first quarter, it completed 26.5% of the annual tasks, an increase of 24.17% compared with the same period last year, achieving a good start and laying a solid foundation for the successful completion of the half-year targets. The specific measures are as follows:

Firstly, we have refined the assessment policies to enhance the enthusiasm of all units. The company's leadership took the lead, and the Production and Operation Department organized the formulation of an incentive policy based on the principle of "variety determines salary, efficiency determines rewards". This policy also included the four functional departments of Production and Operation Department, Quality Management Department, Technical Engineering Department, and Material Supply Department in the special project for assessment.

Secondly, we will strengthen the AOS lean training to enhance the professional skills of the staff. The Production and Operation Department, in collaboration with the Lean Office, has invited various lean experts to conduct training for all production and process system personnel. The aim is to enable them to learn advanced lean tools, combine them with their own work realities, reflect on their own shortcomings, and seek solutions to the problems.

Thirdly, promote the use of information communication cards to enhance horizontal communication. The Production and Operation Department has formulated the "Information Communication Card System", aiming to stimulate horizontal communication among various units. Additionally, by implementing assessment and reward/punishment measures, it encourages each unit to actively address problems.

Fourthly, refine the production plan and clarify urgent order requirements. The company has changed its previous plan-issuing mode and divided the plan into overdue plan, current month contract plan, and next month contract plan, etc. This clarifies the plan requirements and ensures that the urgently needed components are delivered to all relevant units.

Fifthly, hold hierarchical regular meetings to accelerate the resolution of internal issues within the factories. Each production unit holds hierarchical regular meetings every day to speed up the resolution of internal issues, serving as a bridge connecting the process, production, and production support.

Sixthly, strengthen information communication and feedback.Sixth, strengthen information communication and feedback. All functional departments and production service workshops cooperated closely, minimizing unreasonable delays in the processing of parts and product assembly tests to the greatest extent. Any identified problems were promptly reported and addressed, striving to ensure that urgent tasks were not stalled, thereby facilitating smooth production. Additionally, the Materials Supply Department collaborated with the Technical Engineering Department to integrate inventory information with the production management system, achieving the sharing and query of information on purchased components from non-existent to existing, taking a significant step towards electronicization.