HTEC Manufacturing Center 2025 Year-End Work Report & Lean Summary Conference

As the year comes to an end, we review the past and start anew.

On January 21st, the 2025 Year-End Work Report & Lean Summary Conference of HTEC Manufacturing Center was successfully held. Company leaders, heads of all factories and core members of lean projects attended the meeting to summarize achievements, sort out deficiencies and deploy future work.

Heads of each factory reported the completion of 2025 performance indicators in turn. Work such as cost control, quality control and EHS (Environment, Health and Safety) management was steadily implemented:

Wuxi Factory overcame process difficulties and put into use a high-pressure kettle cleaning device;

Chongqing Factory was awarded the title of "Lean Factory", with many indicators ranking among the top in the group;

Guangzhou;Foshan Factory optimized production capacity and energy-saving projects, realizing synchronous improvement in benefits;

Shandong Factory set an industry benchmark for on-site management, focusing on refined management and further advancing the implementation of 5S and visualization;

Changxing Factory optimized workshop layout and energy consumption control, with the production capacity of colored materials hitting a new high;

Tongling Factory exceeded its production and sales targets, achieving dual improvement in energy consumption and production capacity;

Mexico Overseas Factory deeply cultivated the overseas market, completed the targets with guaranteed quality and quantity, and achieved new achievements in overseas business.

In the lean work report session, lean leaders of each factory detailed the progress of promotion: four lean training sessions were carried out throughout the year, with 200 person-times participating, focusing on improving the capabilities of front-line managers. Through the combination of theory, cases, practical operation and discussion, tools such as Ohno Circle, Red Card Campaign and visualization were solidly applied to ensure the mastery of lean concepts and implementation tools.

Focusing on core projects such as the number of invalid kettles, output increase per kettle and waste rate control, combined with practical improvement measures, key issues such as product quality and production efficiency were solved, promoting the integration of lean concepts into daily production.

At the meeting, Mr. Zhu affirmed the achievements of all centers and required strengthening cross-departmental collaboration and upper-lower linkage to build a pragmatic team.

Mr. Wan emphasized the need to carry forward the spirit of ownership, eliminate formalism, and focus lean improvement on safety, quality and efficiency.

Mr. Chen clarified that in 2026, the center's work should simplify complexity, gather cohesion, and focus on the "Five Dimensions and Two Wings" strategy: consolidate the core with stable quality, promote delivery with supply resilience, improve efficiency through continuous improvement, strengthen the foundation with five-star teams, and solidify safety with risk pre-control; empower work through lean tools and drive progress with data-driven decision-making to ensure the achievement of goals!

The meeting also commended the advanced collectives and individuals for their outstanding performance in lean work:

Chongqing Factory was awarded the title of "Lean Factory";

Eight employees, including Zhang Lei (Wuxi), Chen Le (Chongqing), Chen Ruifeng (Guangzhou), Wu Jianfeng (Foshan), Liu Xi (Shandong), Zheng Kai (Changxing), Qin Zuochuan (Tongling) and Yu Gangfeng (Wanji), won the title of "Annual Lean Model".

In 2026, all members of HTEC Manufacturing Center will gather their strength, pursue practical work with steadfastness, deepen lean management, improve quality and efficiency, and strive to achieve greater achievements!