At 15:30 on April 14, 2025, the company convened a "Summary Meeting on General Manager Zhou of Jingsheng's Guidance Visit to the Factory and Departmental Rectification" in the conference room on the second floor. Hosted by Wang Yangbo, the meeting was attended by 15 department heads and relevant personnel, including Zhou Yongfei, Tao Le, and Yu Minghui. The aim was to implement General Manager Zhou's on-site guidance and deploy factory management optimization.
I. On-Site Inspections Focus on Practical Operations, accurate Identifying Management Pain Points
During this guidance visit, instead of reviewing paper materials, General Manager Zhou conducted a 2-hour on-site inspection in the production frontline, focusing on on-site management and quality control. Two core issues were pinpointed:
Inadequate Refinement in On-Site Management: Problems such as vague division of work areas, cluttered material pile up,and irrational equipment flow planning restricted operational efficiency and increased potential safety hazards. General Manager Zhou emphasized the need to systematically optimize workshop functional zones, material storage areas, and passageway signage guided by "6S management," achieving "maximum space utilization and standardized operation processes."
Lack of Nonconforming Product Traceability Mechanism: In some links, the processes for identifying, isolating, and disposing of nonconforming products were non-standard, with a lack of traceable electronic or paper records, failing to meet the closed-loop requirements of quality control. He required the establishment of a full-chain traceability system from "detection - labeling - isolation - analysis - disposal - archiving," enhancing management efficiency through information technology.
II. Multi-Dimensional Deployment of Rectification Tasks, Compacting Departmental Collaboration Responsibilities
In response to General Manager Zhou's rectification suggestions, the meeting deployed measures in three aspects: system improvement, implementation, and cross-departmental collaboration:
System Benchmarking and Process Optimization
Departments must complete a benchmarking analysis between existing management systems and on-site issues within 3 working days, focusing on sorting out documents such as the On-Site Management Specifications and Nonconforming Product Control Procedures. They should supplement and refine functional zoning standards, material fixed-location management requirements, and nonconforming product disposal flowcharts to ensure system content aligns deeply with actual operations.
Special Campaign for Refined Management
The production department will take the lead in establishing an "On-Site Optimization Team" to complete a factory layout plan by April 20, clearly dividing functional areas such as production work areas, qualified product areas, to-be-inspected areas, and nonconforming product areas, with clear visual signage. The equipment management department will simultaneously optimize equipment inspection routes and formulate equipment fixed-location management standards in conjunction with the TPM (Total Productive Maintenance) system.
Quality Traceability System Construction
The quality inspection department, together with the technology department, must establish an electronic traceability ledger for nonconforming products by April 30, covering key information such as product batches, defect types, disposal measures, and responsible positions, achieving "scannable queries and full-process traceability." Meanwhile, a cross-departmental quality analysis meeting mechanism will be established to review nonconforming product data monthly and promote root-cause problem-solving.
Cross-Departmental Collaboration and Progress Control
The meeting specified that the administrative department will take the lead in establishing a rectification work ledger, implementing a "weekly briefing and ten-day follow-up" mechanism. Each department must designate a dedicated person to oversee rectification tasks, ensuring phased optimization goals are met by April 30. Departments that delay or fail to implement measures will be included in the negative performance evaluation list.
III. Using Rectification as an Opportunity to Upgrade Management Efficiency
In his concluding remarks, Wang Yangbo emphasized: "General Manager Zhou's guidance has alerted us to the need for refined management. Departments must use this rectification as an opportunity to shift from 'reactive response' to 'proactive optimization,' making on-site management and quality control routine priorities." After the meeting, the company distributed materials such as the On-Site Management Improvement Guidebook and Compilation of Quality Traceability System Construction Cases to provide theoretical and practical references for rectification work.
The convening of this meeting signals the company's determination to address problems and strengthen management foundations. With the implementation of rectification measures, the factory is expected to achieve standardized on-site environments and precise quality control in the short term, laying a solid foundation for subsequent production capacity upgrades and customer factory audits.
