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29

2023

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06

Huaxia Jianlong Held a Team Building Exchange and Sharing Meeting in June

In order to consolidate the achievements of team building, benchmark learning, and promote improvement, the Human Resources and Administration Department of Huaxia Jianlong organized a team building sharing meeting for June at 8:30 am on June 24. Yuan Zhanyong, Chairman and General Manager of Huaxia Jianlong, Jin Wei, Deputy General Manager, members of the project promotion team, as well as Yang Jinxia from Beijing 89 Management Consulting Company, general managers of various subsidiaries, deputy general managers in charge of team building, person in charge of promotion and coaching team, and representatives of production team leaders attended the meeting.

In order to consolidate the achievements of team building, benchmark learning, and promote improvement, the Human Resources and Administration Department of Huaxia Jianlong organized a team building sharing meeting for June at 8:30 am on June 24. Yuan Zhanyong, Chairman and General Manager of Huaxia Jianlong, Jin Wei, Deputy General Manager, members of the project promotion team, as well as Yang Jinxia from Beijing 89 Management Consulting Company, general managers of various subsidiaries, deputy general managers in charge of team building, person in charge of promotion and coaching team, and representatives of production team leaders attended the meeting.

At the meeting, Liu Haiquan of Team Building Project Team, gave a report on the progress of team building work. Since the launch of "making improvement from six sources" campaign in March, a total of 1,1140 "six sources" had been identified and 8,807 items had been improved as of May 31, with an improvement rate of 79.06%. This has achieved the effect of the highest number of employees involved, the highest number of identified problems and improvements, and the widest coverage; it covers safety, environmental protection, equipment, the site, cost, production process, and other aspects. All employees of Huaxia Jianlong actively participate in the project, forming a work atmosphere of "Identifying problems from me and starting from scratch to achieve continuous improvement". All employees are practicing the corporate spirit of "striving for the first, starting from scratch" with practical actions.

After listening to the report on the progress of team building, each subsidiary conducted "making improvement from six sources" case sharing from number of identified problems and improvements to quality management tools. With representatives from the team leaders of each subsidiary providing case sharing, the form of case sharing this time is different from the previous forms. The project is no longer reported by the subsidiary's leaders. The purpose of this form is to enhance the team leader's ability to analyze and solve problems, and promote quality improvement. A total of 11 team leaders from various subsidiaries shared their basic situation, achievements of making improvement from six sources, and their reflections on carrying out team building work. Meanwhile, they shared and exchanged case studies with the "Five Whys" and fishbone diagram analysis method.

Yang Jinxia from Beijing 89 Management Consulting Company offered instructions at the meeting. In her opinion, the Huaxia Jianlong team building has formed "three forces" , namely, "systematic organizational driving force, full staff participation atmosphere, and quantifiable performance", achieving the planned promotion goals; in the later stage, four improvements should be made: continuously improving employee involvement, enhancing the depth of problem solving, increasing the breadth of replication and promotion, and enhancing the strength of coach support.

Jin Wei, Deputy General Manager of Huaxia Jianlong, delivered a speech. Ms. Jin pointed out that because of the nationwide pandemic, team building has been affected to a certain extent, but all personnel involved in promoting team building have made greater efforts to ensure the progress and quality of the planned project, and promote the improvement of all staff members in terms of mental outlook, meeting process, activity content of "making improvement from six sources", and work standards; at present, the activity of "making improvement from six sources" is in the foundation stage, and most of it is "on-site". In the future, it should be promoted in the direction of "on-sitestandardindicator", and strengthen the level of coaches with tools and methods, so as to solve practical problems in future work; it is also necessary to collect and organize archival materials, laying a solid foundation for the implementation of informatization.

Yuan Zhanyong, Chairman and General Manager of Huaxia Jianlong, summed up the conference. Mr. Yuan affirmed the current promotion of team building and pointed out that the purpose of team building is to enhance employees' abilities and provide them with a sense of well-being. Several requirements have been put forward for how to perform well in team building by Mr. Yuan: firstly, make good use of professional coaches, awaken the inner power, truly understand the purpose, unleash potential, and form a team culture that can be implemented; secondly, enhance value, stimulate vitality, be aware of "I am the root of all problems", change one's own behavior, and enhance cognitive ability; thirdly, summarize and improve the work, solidify the process, so that the working methods and practices of team building can be promoted, summarized, and sustained; fourthly, make good use of tools, enhance data awareness, and make work standardized and process-oriented, more specific, and effective in implementation; lastly, continue to enhance the depth and breadth of team building, strengthen organizational promotion, truly respect and care for employees, enhance their abilities, introduce new culture and ideas, and promote the continuous growth of the enterprise. As one of the four key tasks of Huaxia Jianlong in 2020, team building is responsible for grassroots work safety, cost reduction and efficiency improvement, and management ability improvement. Various measures and plans of the company are carried out by the teams. Therefore, introducing new management concepts and models, which can effectively solve the problems and deficiencies in safety, production, operations, team composition, stability, and other aspects of the teams, can improve the comprehensive quality of employees, stimulate the vitality of the company in reform, innovation, and development.