Continuous communication, attentive transmission

On the morning of February 5, the 2014 commendation meeting titled “Comprehensive and Long-term Implementation of 5S Activity” of NGC Marine Group’s subsidiary-Nanjing High Accurate Marine Equipment Co., Ltd (hereinafter referred to as “the Marine Company”) was held in the third phase hall of the Company with more than 50 attendees from each department, office and factory. 

The meeting was chaired by Marine Company’s Deputy General Manager, Dai Guilin, who summarized the first phase work of 5S site management, sketched out the remarkable achievements made since the launch of the “Comprehensive and Long-term Implementation of 5S Activity” last October, and fully affirmed the production and office order, spiritual outlook of the staff, planning and implementation of the fixed location management, as well as the workshop blackboard newspaper. Dai noted that the purpose of the awards and prizes was to enhance awareness, improve quality, develop habits, establish typical models, and urge each department to push work forward, thus enabling the model employees to better play the exemplary and leading role in the next step of work. He said that commendation was not a summary or an end, but in fact a beginning.

At the meeting, the awards were given to 24 employees who had exhibited outstanding performance in the 4 themes of work including “work civilization”, “equipment maintenance”, “tools and toolkit arrangement”, and “5S model positions”. The Marine Company’s General Manager Chen Yongdao, Deputy General Managers Dai Guilin and Liu Xinghui, General Manager Assistants Yang Xinrong and Xie Gui awarded the certificates of honor to the prize-winners and presented them with awards. 

General Manager Chen expressed congratulations to the prize winners and affirmed the 5S achievements made over the past year as well as the work done in the first phase of deep implementation of 5S activities. He remarked that, through deep implementation of 5S activities, the image of the company could be comprehensively promoted, the management in each area could be enhanced, overall quality of the employees could be improved, and thus the company could better compete in the marketplace. 

Company leaders have laid emphasis on bringing the subjective initiative of the 5S working group to full play since the beginning of this activity in October 2014. The heads of each department, office and factory and the persons in charge of each position have taken the lead, and the 5S office has organized key employees to visit foreign-invested companies to learn their advanced managerial experience, which then has been used in the company’s actual management. Each department has developed their own plan for the promotion of 5S work and combined it closely with daily management, and those who have had outstanding performance and made significant achievements in 5S activity were granted the titles of “5S Model Positions” by the 5S leading group. 

During the 4 months of the activity, the staff as a whole exhibited wonderful teamwork, deepened and refined their tasks, and consolidated and strengthened existing achievements as they continued to explore areas of improvement, uncovered dead ends and blind spots, and optimized production flow. As a result, energy was saved, yield and quality was raised, production efficiency and economic benefits were increased and the competence of the staff and the image of the company were both improved effectively.