The Yongning’er Group’s Lean Management Mentorship Practical Training Program has been successfully concluded.

Continuously deepen lean management.

Promote high-quality development of enterprises.

——The Yonninger Group’s Lean Management Mentorship Practical Training Program Has Successfully Concluded.

Continuously and comprehensively deepening our commitment to “lean management” is an inevitable choice for Yongning’er Group as it embarks on a path toward high-quality development. To achieve self-training, self-planning, self-execution, and self-improvement in lean management, it is crucial to build and nurture a “lean management talent team” that boasts strong professional skills and formidable combat effectiveness. Under the personal guidance of Chairman Li Yongshui, the practical training program “Yongning’er Lean Management Mentor,” led by Shenzhen Lizheng Management Consulting Co., Ltd., was successfully concluded on August 10.

A scene from the “Yongning Er Lean Improvement Results Release Conference” held on the morning of August 10 at the Yongning Er Anji Base.

This project is divided into two parts: a hands-on training program for “6S Site Management Instructors” and a hands-on training program for “Lean Management Instructors.” Over the course of nearly two months, participants engaged in three intensive, 12-day residential training sessions combining theory and practical exercises, as well as extensive research and improvement initiatives focused on lean management topics. Seven teams carefully selected seven actionable, highly feasible projects from among 1,211 identified waste phenomena. Each team followed a structured process—“research—project selection—current-state diagnosis—root-cause analysis—re-research—improvement implementation—data validation—standardization”—using lean management’s mindset, methods, procedures, and tools to thoroughly analyze and present their respective projects at the “Yongning’er Lean Improvement Results Presentation Conference,” showcasing their findings to the participating management and operational teams.

The first round of “6S” on-site management instruction and practical training is underway.

The second round of "Lean Management" instruction and practical application is underway.

The judges carefully listened to and evaluated the quality of the project improvements, assigning scores accordingly. Chairman Li Yongshui and other relevant judges provided timely commentary and engaged in interactive exchanges with the project presenters. The press conference thus fostered a vibrant atmosphere characterized by openness, sharing, learning, and integration.

Chairman Li Yongshui personally attended the launch event for the Lean Improvement initiative, providing insightful comments on each team’s achievements and areas for further improvement, and delivered an important speech on the “deep cultivation and meticulous refinement” of lean management.

          Chairman Li Yongshui delivered an important speech on the topic options, taking into account the company’s current operational status and the key priorities for the next phase of lean management. He began by thanking the consultants and experts from Shenzhen Lizheng Company’s “Yongning’er Project Team” for their hard work and dedication. He also expressed his appreciation for the commitment, efforts, changes, and progress demonstrated by all Yongning’er colleagues who participated in the “Lean Management Mentor” training. Chairman Li stated that we will further strengthen the practical training in “6S” and “lean management” based on our existing foundation, with the goal of continuously implementing higher-level lean management across the entire industrial chain and throughout the entire production process. Among these, “6S” site management serves as the cornerstone; without properly implementing “6S,” it is impossible to talk about true lean management. The Anji base must refine its lean management organizational structure, clearly designate responsible persons for different areas, and publicly display the names, mobile phone numbers, and assigned responsibility zones of these individuals under a standardized labeling system. Those responsible must feel a profound sense of honor and mission toward “6S” site management and lean management—focusing more on actual actions than on superficial displays—and genuinely and effectively carrying out on-site improvement initiatives. If we cannot even achieve visual orderliness along the “two points and one line,” it indicates that our efforts in employee awareness campaigns, behavioral norm training, and SOP procedure training still have significant gaps. We must address this deficiency as soon as possible.

The judges carefully listened to the presentations of each group’s findings.

Director Li said, “We should learn from Japan’s lean management approach. Outstanding workshop directors who excel in lean management will be selected by the company in the future as a reward to visit and study in Japan.” What people fear most is “lying flat” and “lacking ideas.” Only when we have ideas do we create the possibility of turning those ideas into reality. Director Li instructed all workshop directors to each choose a specific lean-management improvement project tailored to the actual conditions of their respective workshops, to be included in their year-end performance reports. These projects must be unique and cannot be copied from others. In the future, a significant portion of the annual performance-based bonuses for managers at branch offices will be tied to their success in implementing lean management. As Yongning’er continues its journey toward higher standards in lean management, the criteria will become increasingly stringent, and the requirements will grow ever more rigorous. We must quickly foster a widespread atmosphere and situation characterized by “full participation, continuous improvement, and relentless pursuit of excellence,” as well as a spirit of healthy competition—where everyone strives to outdo the others. Yongning’er’s journey toward even higher standards in lean management has only just begun; there is no end in sight.

At this Lean Improvement Results Presentation, after fierce competition among the seven teams, Team One, with its project “Improving the Efficiency of DTY Inspection for Elongation,” and Team Two, with its project “Optimizing the Management of Shuttle Looms and Healds,” placed first and second, respectively.

The presenters from each team are enthusiastically showcasing their respective achievements.

Project consultants from Lizheng Company provide guidance, feedback, knowledge sharing, and project summaries.

Hu Ying, Project Director of Yongning’er at Shenzhen Lizheng Company, and Yang Renfang, Lean Management Project Consultant, delivered speeches and provided project reviews and summaries. Consultant Lei Xiaogang chaired the project launch conference. Representatives from the Group headquarters, relevant officials from the Anji base, specialized directors, and general managers from various branch offices attended the meeting to share and learn from the experience.

Group photo of trainees, project consultants, and some judges.