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Focus on problems to achieve breakthroughs; collaborate to overcome challenges and promote development.
2025-04-16
From April 11 to 13, 2025, the company successfully held the Q1 2025 Performance Briefing. This meeting was themed with “ Summarize the gaps 、 Anchor the target 、 Collaborative Problem-Solving The meeting, themed around the first-quarter business performance and core issues, featured an in-depth analysis and laid out key priorities for the second quarter. Senior company leaders, heads of all subsidiaries and departments, and personnel in key positions attended the meeting. Through reports, inquiries, and discussions, the path to achieving the “65500” strategic goals was further clarified.
On the first day of the meeting, Ewedi Company, the Import-Export Company, HuaLi Company, and Huaxin Company—acting as the first batch of entities subject to questioning—each delivered reports from various perspectives, including production and sales data, cost control, and delivery rates. Ewedi Company, by comparing budgeted figures with actual data, focused on analyzing how insufficient supply-chain efficiency and significant fluctuations in component quality compliance were impacting order deliveries, and proposed an improvement plan aimed at optimizing logistics collaboration. Meanwhile, the Import-Export Company, addressing the cost pressures brought about by tariffs, put forward a customer-tiering management strategy, which was endorsed by the questioning panel.
The next day’s agenda focused on enhancing internal management effectiveness. The Technology Center, the Operations Management Department, and the Human Resources Department each presented reports on the rate of R&D成果 commercialization, material turnover efficiency, and pain points in cross-departmental collaboration.
On the final day of the meeting, the production workshop presented optimization plans for shift scheduling, focusing on capacity bottlenecks. The inquiry team requested that all departments refine their target breakdown tables, clearly designate responsible persons and set specific timeframes, ensuring that “every task has a dedicated person monitoring it and every milestone receives timely feedback.”
In his summary of the meeting, Chang Dingjun, Party Secretary and General Manager of the company, pointed out: “We must focus on two core areas—product delivery rate and cost control—and turn the outcomes of this meeting into concrete actions.” General Manager Chang emphasized:
First, we must recognize the potential impact of changing international circumstances on product exports, cultivate a sense of crisis, enhance our adaptability, and ensure that enterprises remain proactive in market competition.
II. In the process of replacing core components with domestically produced alternatives, we must strengthen our awareness of risk prevention, ensure the autonomy and controllability of both technology and the supply chain, and firmly keep the initiative in our own hands.
III. Further refine the “Agent Open Day Event Plan,” orienting it toward customer needs to enhance the event’s relevance and effectiveness, and strengthen the stickiness of channel partnerships.
Fourth, uphold the consistency among accounts, cards, and physical inventory, ensuring the completeness and timeliness of the inbound and outbound processes. At the same time, strengthen quality control over suppliers to eliminate potential risks.
5. Cost-reduction efforts in procurement must adhere to the principle of “not compromising product quality and facilitating on-time product delivery,” and we must firmly prevent any behavior that neglects process standards and regulations in the name of cost reduction.
Six, adopt an open mindset to acquire new knowledge and master new tools, advance the implementation of the PLM project, refine the drawing review process, and strengthen the meticulous management of the R&D and production processes.
7. Employee training efforts should actively respond to the actual needs of employees, emphasize practicality and targeted approaches, enhance training effectiveness, and support both employee growth and enterprise development.
8. To address the suboptimal performance in product delivery rate and per capita labor productivity, we will rationally allocate resources through mechanisms such as "posting challenges and appointing leaders," thereby unlocking the team's full potential.
9. Vigorously promote a culture of learning within the company, foster positive and uplifting values, firmly combat negative energy, and create a healthy and highly efficient corporate cultural atmosphere.
This meeting not only provided a comprehensive review of the first-quarter work but also sounded the clarion call to tackle the year’s goals with determination. By directly addressing challenges, building consensus, and firmly assigning responsibilities, the company is steadily moving toward its annual target of “65,500” with a clearer roadmap and more efficient collaboration.
Contributed by: Operations Management Department
2025
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04-16
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