Spring is beautiful and the scenery is splendid, bringing about a fresh start for everything. On March 28th, the launch conference for the company's key lean projects and the 2025 annual lean production summary and commendation meeting were grandly held. This conference not only served as a systematic review and achievement assessment of the lean production work in the past year, but also was a work deployment and all-staff mobilization for the future. It aimed to gather consensus and point out the direction for the company to continuously deepen lean management and promote high-quality development.

The conference officially kicked off with the release of key lean projects. After rigorous multi-dimensional selection, 8 outstanding improvement projects that combined frontline wisdom and focused on production pain points stood out among the numerous applications and entered the on-site presentation stage. Each project leader vividly demonstrated the significant achievements of lean improvement in cost reduction, efficiency enhancement, and quality improvement through methods such as data comparison, process demonstration, and benefit analysis. After intense competition, the "Capacity Efficiency Improvement on Line T41" project of the Temperature Controller Division won the first prize with its innovative solution of "bottleneck process optimization + automation transformation". The conference held a grand awarding ceremony to commend the units and individuals who performed outstandingly in lean production in 2025.

The deputy general manager of the company, Zhang Xianwei, represented the company to deliver a summary speech. He first fully affirmed the achievements of lean production in 2025, emphasizing that "lean production is not just a slogan; it is a conscious action integrated into daily operations." At the same time, he precisely pointed out the shortcomings in the current work and proposed clear improvement directions: First, establish a "efficiency creation competition platform" to stimulate the innovation enthusiasm of process and equipment personnel through quantitative evaluation; second, incorporate "horizontal promotion of improvement highlights" into the management system as a core assessment indicator to promote the normalization of experience sharing; third, strengthen the cultivation of lean management talents and establish a "theoretical training + project practice" growth channel; fourth, rely on the "Temb Academy" team leader training program to systematically enhance the application ability of lean tools for front-line managers; fifth, lead by the Lean Office, establish a dynamic supervision mechanism for 5S management to ensure that basic work is "constantly pursued". At the same time, in light of the automotive industry situation in 2026, the general manager particularly emphasized: "Lean production must actively adapt to industry changes, upgrading from 'cost reduction and efficiency improvement' to 'value creation', and deeply integrating technological innovation with lean management." He called on all employees to adopt an attitude of "no end to lean production", integrating lean thinking into every aspect of research and development, production, and management, and finding their positions in the changes and achieving breakthroughs through innovation.