Advancing scientific management is essential for optimizing customer service, delivering superior products, and driving progress throughout the cleanroom industry. On March 31, the Cnsterilezoom 2021 TPS kick-off meeting was held in the third-floor auditorium at the corporate headquarters.

Under the TPS (Toyota Production System) model, automation and just-in-time production represent the two core pillars of lean manufacturing. With automation serving as the tool and just-in-time acting as the methodology, these elements work in tandem to eliminate non-value-adding steps and foster continuous improvement rooted in respect for people. In essence, lean manufacturing functions as a comprehensive operational philosophy dedicated to eliminating manufacturing and operational waste.

Built around the theme "Deep reflection, welcome change, lay the foundation, and practice internal skills," the conference outlined clear upgrading routes, practical strategies, and critical execution measures. This program is designed to thoroughly advance organizational reform, establish a structured lean improvement talent system, and motivate personnel at all levels to embrace ongoing optimization. To guarantee the successful rollout of TPS goals, a dedicated implementation committee was established, led by the general manager as director, the lean management department manager as deputy director, and first-level department heads as lean committee members.

Jiafu Wang , head of the Lean Management Department, hosted the meeting, delivering an in-depth overview of TPS and emphasizing the practical benefits of adopting lean production. Utilizing benchmark Toyota practices, he performed a detailed data comparison and assessment across four key dimensions: labor costs, personnel training, man-hour management, and foundational management. This analysis effectively pinpointed current operational gaps and clarified the strategic priorities for upcoming lean initiatives.

In alignment with current development goals, the Lean Management Department focused on reducing costs and increasing efficiency to systematically eliminate waste across the manufacturing cycle. The department introduced a three-year development plan covering personnel training and on-site operational optimization, specifying targeted tasks for every stage alongside long-term performance objectives. This structured approach builds a strong foundation for sustainable growth while improving product quality and client satisfaction.

To encourage broad employee engagement, ensure the smooth implementation of all measures, and strengthen process control, the Lean Management Department officially selected skilled specialists from multiple divisions to serve as lean improvement experts, consultants, and mentors, awarding each an official appointment letter.

Driven by the guiding principle that "everything will be made beautiful by our hands," the company utilizes automated intelligent manufacturing, digital management, and standardized workflows to achieve specific performance targets: lowering unit labor costs by 10%, shortening CT (single cycle time) by 10%, and achieving a 100% pass rate in core staff training. These initiatives accelerate product technology upgrades and foster continuous innovation across the clean room enclosure systems sector, solidifying the vision of becoming the most reliable enterprise in the clean room enclosure systems industry.