Recently, the company’s general manager convened a special training session for middle-level managers, focusing on key themes such as workplace safety, management effectiveness, and quality improvement and efficiency enhancement, thereby laying a solid foundation for achieving the year’s objectives.

The meeting began by conveying the spirit of the special conference on metallurgical and industrial enterprises convened by the Pingyao County Emergency Management Bureau. In light of the company’s current safety situation, it underscored the critical importance of ensuring safe production following the spring holiday and the resumption of work and production, and reminded all cadres to earnestly assume their safety responsibilities and implement them effectively.

The Executive Vice President made clear arrangements for several key management initiatives. With regard to safety management, photographs of safety hazards identified during inspections were presented, and all departments were instructed to translate safety efforts into concrete actions, promptly organize corrective measures for non-compliant issues, and integrate this work into performance appraisal and management. Concerning the management of slow-moving inventory, sales, design, scheduling, procurement, production, R&D, and other relevant functions were reminded to attach great importance to materials management and to thoroughly study the company’s “Regulations on Preventing Materials from Becoming Slow-Moving.” As for performance management, the gradual implementation of performance appraisals for administrative personnel was emphasized, with the completion of key performance indicators linked to monthly evaluations. It was also stressed that managers should prioritize work efficiency and lead their teams in continuously enhancing overall effectiveness.

The General Manager’s Assistant focuses on “ Response speed, sunk costs, and efficiency enhancement and empowerment ” A training session was conducted on this topic, during which, in light of the recent inspection of stagnant inventory, all cadres were reminded to adopt a proactive, prevention-first mindset. By addressing inefficiencies at the source, we can minimize sunk-cost losses and drive continuous quality improvement and efficiency gains through agile responsiveness.

During his address and training session, General Manager Liu Changsheng emphasized and outlined plans for several key priorities:

1. Safety Management: Requirements for Middle-Level Managers to Achieve “ Safety is always on the lips. ” , strengthen safety inspections and clearly define on-site safety standards as “ Clean, tidy, and free of safety hazards ” Nonconformities and the effectiveness of corrective actions shall be incorporated into performance evaluations; the Production Manager shall implement localized management.

2. Administrative Management: Promote the standardization of factory-out management, with the Vice President of Administration and the Office responsible for implementing performance evaluations; ensure that quota-based feedback is conducted in accordance with established procedures, and provide timely responses and follow-ups to all work requests.

3. Management of Slow-Moving Inventory: Requires that the creation of new slow-moving inventory be eliminated at the source, encourages the utilization of existing inventory through borrowing, substitution, and modification, and treats cost control as a key priority.

4. Special Task Force Management: Requires the development of specific metrics, measures, and performance evaluation criteria for each special task force, with rigorous implementation to ensure 2026 The annual target was successfully achieved.

5. Appearance Management: Product appearance quality is designated as a key annual priority, requiring proactive control at every stage and consistent attention throughout the entire process.

6. The importance of learning: sharing learning experiences and philosophies, emphasizing “ Age is no excuse for not learning; only by continuously learning can we live a more meaningful life. ” , encouraging cadres to continuously improve themselves.

7. Training on Cultivating a Sense of Reverence: This training guides all cadres to respect institutional rules, prioritize safety, and uphold their respective roles, fostering a strong sense of responsibility and mission to steadily advance all tasks and provide robust support for the company’s high-quality development.

This training further aligned thinking and clarified the direction, paving the way for the company. 2026 This has injected strong momentum into the smooth achievement of all annual work objectives. Moving forward, all departments will promptly convey the spirit of the meeting, refine and implement specific measures, and drive the company’s development to a new height through concrete actions and tangible results.