Since the launch of the Lean Production Site Management Improvement Project, company leadership has attached great importance to the initiative, establishing a promotion team led by directors from each business unit, plant managers, and department heads. A project office has been set up, and dedicated evaluators have been appointed to conduct acceptance assessments at the end of each training week. In addition, professional consulting firms have been engaged to help the company establish benchmark demonstration areas, enabling a comprehensive, step-by-step rollout of Lean Production site management improvements. Each business unit has responded enthusiastically, thoroughly implementing the company’s policies for advancing Lean Production site management and ensuring steady, effective execution. Meanwhile, all functional departments have provided strong support, ensuring the smooth implementation of the Lean Production site management improvement efforts.

Since the launch of the first “6S” model zone, full participation has taken root across the entire workforce. Workshop supervisors and team leaders have spearheaded improvement initiatives, and through the concerted efforts of all employees, the establishment of this model zone has resulted in a more orderly production environment, further standardized the company’s operational processes, and boosted overall work efficiency. By rationally organizing work areas and implementing visual management, operational standards have been refined and elevated. With every employee actively engaged in line marking, painting, sorting, setting in order, and cleaning, “6S” management has become deeply embedded in the collective mindset, fostering greater appreciation for its achievements. This has laid a solid foundation for subsequent lean‑improvement efforts and initiated a virtuous cycle that supports the sustainable development of PuliSi’s smart factory.

In 2024, the company will continue to uphold the guiding principle of “task‑centricity and results‑orientation,” benchmark against world‑class best practices, and expand the scope of lean production and on‑site management improvement initiatives. We will comprehensively implement 6S-based site and equipment management, concentrate our efforts on overcoming key challenges, simultaneously introduce 6S visual management, refine our systems and standards, and steadily elevate our level of on‑site management. Furthermore, we will strengthen accountability, focus on capability development, cultivate 6S‑oriented on‑site management talent, and lay a solid talent foundation for future self‑sustaining improvements and higher‑quality performance.

On-site improvements are ongoing, and progress in lean manufacturing is steadily advancing. Through this special sharing session on lean improvement, participants will be able to better… Earth By gaining a deeper understanding of lean manufacturing improvements, let us join forces to continuously explore and put lean principles into practice, contributing to Puli’s growth and creating a bright future together!