Ningbo Juhua Chemical & Science Co., Ltd.
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General Manager Li Jun of Juhua Group and his delegation visited Ninghua Company for research
Release Time:
2025-03-04
On February 28, Li Jun, Deputy Secretary of the Party Committee and General Manager of Juhua Group, led a delegation to Ninghua Company for an inspection. Wang Xiaoyu, member of the Party Committee and Deputy General Manager of the Group, Hu Xiaowen, Director of the Group's Marketing Department, and others accompanied the inspection.
On February 28, Li Jun, Deputy Secretary of the Party Committee and General Manager of Juhua Group, led a delegation to Ninghua Company for research. Wang Xiaoyu, member of the Group Party Committee and Deputy General Manager, Hu Xiaowen, head of the Group Marketing Department, and others accompanied the research.
At the meeting, Zhou Qiang, Party Secretary, Chairman, and General Manager of Ninghua Company, introduced the company's key work for 2024 and the work plan for 2025.
After listening to the report, General Manager Li Jun fully affirmed the work carried out and achievements made by Ninghua Company. He pointed out that under the pressure of the overall economic downturn, Ninghua Company faces a three-front battle of production, construction, and technical transformation simultaneously. By promoting three spirits and maintaining three states, the company has completed annual business targets and key tasks well. It features safety and environmental protection, improved production operations, effective technological innovation, highlights in enterprise management, breakthroughs in project construction, and innovations in party building work.
General Manager Li Jun's requirements for Ninghua Company are:
Strengthen party building leadership to guide high-quality development of the enterprise with high-quality party building.
Under the guidance of Juhua culture, Ninghua Company should adhere to seeking stability through change and promoting stability through change, firmly grasp the theme of high-quality development, focus on three main lines of work, carry out three major style constructions (diligent and simple style, strict and meticulous style, scientific and rational style), promote three major cultures (striver culture, engineer culture, technology supremacy culture), and promote mutual advancement and improvement of party building and business work, providing strong political guarantee for promoting high-quality development of the enterprise.
Firmly uphold the bottom line and red line to ensure the company's safety, sustainability, and stability.
Safety is the greatest political priority, the greatest economic concern, the highest dignity, and the strongest competitiveness. Without safety and stability, nothing can be discussed. Given the diversity and concentration of hazardous chemicals in the company, safety risk management and control must be further strengthened. Basic-level, foundational, and fundamental work must be enhanced. Professional management and regional safety responsibility systems must be reinforced. We must adhere to cautiousness from start to finish, firmly uphold the bottom line, further enhance risk awareness, establish bottom-line thinking, focus on improving the ability to prevent and resolve major risks, and build a solid barrier for high-quality development.
Strengthen lean management to continuously improve management level and business quality.
Always believe in the power of lean management; it is the greatest certainty in effectively responding to uncertain market changes and an important part of the four-wheel drive including innovation. We must insist on seeking benefits from the market, production, and management, strengthen accounting-based operations, promote business efficiency, and practice frugality. We must fully promote the "Three Zeros and Two No's" project (zero manual operation, zero standby machines, zero distance, no sample devices, no changed devices), comprehensively improve the intelligent, green, and efficient operation level of devices.
Strengthen talent support and strive to build a high-quality talent team.
Firmly establish a clear orientation of recognizing, loving, and valuing talent, work hard on loving, retaining, and utilizing talent, and effectively stimulate the vitality and potential of various talents. Deepen the talent communication project, improve the construction of six key roles in teams, accelerate the cultivation of expert employees, select a batch of skilled talents, cultivate a batch of potential talents, and drive a batch of seed talents. Build a high-quality talent team that is politically firm, structurally reasonable, of excellent quality, practical and dedicated, and striving forward, to support the high-quality development of the enterprise.
Strengthen openness and innovation to effectively stimulate the company's endogenous motivation and vitality.
Adhere to market orientation and value creation, strengthen innovation-driven and new quality productivity leadership, promote the construction of innovation platforms, increase R&D investment, continuously improve independent innovation capabilities, accelerate research on advanced, precise, cutting-edge, and special technologies, accelerate extension to the industrial chain, advancement to the high end of the value chain, and climbing to the peak of technology and processes, continuously enhance the company's influence and core competitiveness, and strive to become an internationally first-class high-tech enterprise with outstanding products and leading technology.
General Manager Li Jun and his delegation also participated in the T2 meeting of the Second Device Department and fully affirmed the JES sharing of the Second Device Department. He emphasized always believing in the power of tools; JES essentially represents systems theory and methodology. We must persistently use the JES management philosophy and tools to promote work; always believe in the power of persistence. JES is easy to understand but hard to practice; only by persistent adherence can JES become the resilient backbone of Juhua's development and embody the corporate culture and values. We must unswervingly push JES work forward, deepen it, and treat JES as a competitive weapon, using JES lean power and management tools to help Juhua achieve steady and long-term development.
During the research, General Manager Li Jun and his delegation also visited the construction site to understand the situation of new projects and extended greetings and condolences to the cadres and employees.
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