近日，班超集團(tuán)精益管理第四期輔導(dǎo)總結(jié)會(huì)議在盛鎂鎂業(yè)三樓會(huì)議室舉行，各車間負(fù)責(zé)人、精益骨干及員工代表齊聚一堂，以“復(fù)盤成果明方向、規(guī)劃目標(biāo)定路徑、表彰先進(jìn)樹(shù)標(biāo)桿、部署任務(wù)強(qiáng)執(zhí)行” 四步走流程，為精益管理進(jìn)階按下“加速鍵”，凝聚起全員推動(dòng)高質(zhì)量發(fā)展的共識(shí)與力量。
精益管理推行辦主任侯先亮以數(shù)據(jù)為核心復(fù)盤第三期精益管理實(shí)效，用詳實(shí)的指標(biāo)、清晰的對(duì)比，直觀呈現(xiàn)三期推行以來(lái)在各方面的突破。隨后，梅林林老師在全面總結(jié)三期成效的基礎(chǔ)上，錨定第四期工作方向，聚焦“專項(xiàng)改善 + 深度延伸”，從單一環(huán)節(jié)優(yōu)化轉(zhuǎn)向全流程精益，從試點(diǎn)經(jīng)驗(yàn)復(fù)制轉(zhuǎn)向體系化落地，讓精益思維滲透到生產(chǎn)運(yùn)營(yíng)的每一個(gè)細(xì)節(jié)。會(huì)上,還對(duì)第三期優(yōu)秀樣板區(qū)團(tuán)隊(duì)進(jìn)行了表彰，以激發(fā)全員精益熱情。
集團(tuán)常務(wù)副總裁劉古鋒強(qiáng)調(diào)，一是要把三期成果“用到底”，確保落地?zé)o偏差；二是要把四期目標(biāo)“扛起來(lái)”，精益推行辦公室每月跟蹤數(shù)字化試點(diǎn)進(jìn)度，及時(shí)解決落地難題；三是要把精益文化“傳下去”，通過(guò)“優(yōu)秀團(tuán)隊(duì)”評(píng)選、樣板區(qū)觀摩等活動(dòng)，讓“持續(xù)改善”成為班超人的工作習(xí)慣。
從三期成果的深度復(fù)盤，到四期目標(biāo)的清晰規(guī)劃；從先進(jìn)典型的隆重表彰，到長(zhǎng)期戰(zhàn)略的系統(tǒng)部署，此次會(huì)議既是對(duì)過(guò)往精益實(shí)踐的“回頭看”，更是開(kāi)啟精益深耕新征程的“動(dòng)員會(huì)”。班超集團(tuán)將以此次會(huì)議為新起點(diǎn)，持續(xù)以精益賦能生產(chǎn)、以管理驅(qū)動(dòng)效能，讓“降本、提效、優(yōu)品質(zhì)”的精益成果，切實(shí)轉(zhuǎn)化為企業(yè)在行業(yè)競(jìng)爭(zhēng)中的核心優(yōu)勢(shì)，為高質(zhì)量發(fā)展筑牢堅(jiān)實(shí)根基。
Recently, the fourth-phase lean-management coaching wrap-up meeting of the BanChao Group was held in the third-floor conference room of Shengmei Magnesium. Workshop heads, lean champions and employee representatives gathered to follow a four-step agenda—“review results to clarify direction, set targets to map the path, honor pioneers to erect benchmarks, and assign tasks to hard-wire execution”—pressing the “accelerator” on the next level of lean management and forging a company-wide consensus and momentum for high-quality development.
Hou Xianliang, director of the Lean Promotion Office, used hard data to replay the impact of Phase III, presenting detailed metrics and clear before-and-after comparisons that highlighted breakthroughs in every area. Building on this full review, instructor Mei Linlin anchored Phase IV work in “specialized improvements + deep extension,” shifting from single-point optimization to end-to-end leanness and from pilot replication to systematic rollout, so lean thinking will seep into every production detail. Outstanding model-zone teams from Phase III were also recognized on the spot to fuel company-wide lean enthusiasm.
Liu Gufeng, the group’s executive vice-president, stressed three imperatives: first, “run the full course” with Phase-III gains to ensure zero deviation in implementation; second, “shoulder” Phase-IV targets—the Lean Promotion Office will track digital-pilot progress monthly and remove roadblocks in real time; and third, “pass the baton” of lean culture through activities such as “excellent-team” selection and model-zone tours, making “continuous improvement” a daily habit for every BanChao employee.
From a deep dive into Phase-III achievements to a crystal-clear blueprint for Phase IV, from honoring role models to rolling out a long-term strategy, the meeting served as both a retrospective on past lean practice and a launch ceremony for the next leg of the journey. BanChao Group will use this gathering as a new starting point, continually empowering production with lean principles and driving performance through management, so that the lean dividends of “lower cost, higher efficiency, better quality” become a core competitive edge and a solid foundation for high-quality growth.
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