Process Control in Pursuit of Excellence
Lishen Battery convened battery manufacture process control index seminar, an effort to further focus on its “14th Five Years” strategic planning, comprehensively uplift production process quality control and accomplish high quality development and marketing objectives. The seminar was held in the pattern of “report+ discussion" and problem-oriented. It is intended to further unify mind, clarify ideas, grasp key issues, ensure implementation, ensure product quality, and set quality control awareness for upper and lower processes.
Tong Laiming, the secretary of the Party committee and managing director, pointed out four requirements. The first is to uphold high-quality development goal, rely on manufacture characteristics of production base production lines, develop standard management models, improve comprehensive capabilities, building more efficient management structure, and improving product quality and competitiveness. The second is to set unified indicator control and measurement standards after in-depth discussion and develop rules and regulations for normalization and long-term effect. The third is to advocate internal reform, establish internal accountability system and enhance responsibility transfer strength. The fourth is to lead the team by medium to high level managers, play the spirit of mentoring, step up levels and enable team members to be multi-talents on fast track.
Zhang Qiang, the deputy secretary of the Party committee and general manager, said that the many constructive and guiding management ideas were put forward in the seminar. He stressed that the seminar should be taken as an opportunity for the company’s growth. The first is to unify common sense, build cross-departmental and cross-process "joint combat unit", take project system as the start point, realize sharing of resource elements, and jointly promote high quality various tasks. The second is to raise and put in pace manufacture research process and control indicators and further identify tasks. The third is to intensify Pareto principle, emphasize weight of management methods, formulate optimum management strategy and allocate resources according to the time and place, and improve work efficiency and quality. The fourth is to follow up and inspect tasks after they are assigned. The general managers of subsidiaries should take the responsibilities and put them in place.
Heads of Lishen Battery management and heads of administrative office, R&D, process, equipment, quality, supply and digitalization departments attended the seminar.