From July 15th to 17th, our company's 2016 Mid-Year Performance Review and Reflection Meeting was held grandly at Hualihua Hotel in Changshu, Jiangsu. The meeting was presided over by the general manager, and middle-level deputies and above attended the meeting. The company also specially invited Deputy Director Lu Junhua from the Yuyao Bureau of Economy and Information Technology and Teacher He Qiqing from Yuyao Jianfeng Training School to participate in the meeting.

On the afternoon of the 15th, the manager of the administrative department first summarized the company's strategic operation for the half year. Then, department heads presented summaries of their respective departments' work for the half year. Following that, the Human Resources Department of the Integrated Management Center presented its half-year work summary and proposed a draft adjustment plan for the company's systems, processes, and organizational structure for the second half of the year. On the morning of the 16th, participants discussed and exchanged ideas on systems, processes, and resource allocation. In the afternoon of the 16th, based on the discussion opinions, the final revised draft resolution was completed and formed the final meeting resolution.

After carefully listening to the discussions and exchanges of the participants, Deputy Director Lu pointed out that, firstly, most of the participants talked more about macro-level issues and less about implementation, more about problems and less about solutions, and more about others and less about themselves. They basically did not grasp the key points of the issues for analysis. Secondly, the ability to effectively use data still needs to be improved. Data should be used to find patterns, analyze problems, and apply them to solutions. Data should be converted into value. In the future, we should tap into the potential of data, formulate a digital strategy, and use data to solve key issues in the enterprise. Deputy Director Lu stated that the main purpose of the meeting is to form a plan for the second half of the year through discussions and analyses. To this end, Deputy Director Lu proposed the following three aspects and emphasized that the latter point in each of the three is what we need to focus on:

Efficiency improvement is better than innovation. To meet the constantly changing market demands, all companies need to continuously adapt and make changes. Some companies overly pursue high efficiency while ignoring market demands and changes. By excessively considering performance factors, they often overlook the value brought by innovation. Therefore, we should think more about how to mobilize everyone's enthusiasm for innovation, especially in terms of performance evaluation for innovation. In the long run, only innovation can bring new value to the company.

Product-level improvements are better than management improvements. Management is difficult to measure, and many issues cannot rely solely on performance, processes, and systems as the basic rules of the company, which must be implemented. We cannot ignore management-level improvements while strengthening product-level improvements.

Departmental improvements are better than company-wide action improvements. Currently, the basic performance evaluations of enterprises are department-focused. However, we should know that the development of an enterprise relies more on its corporate culture, vision, mission, core values, and the entrepreneurial spirit of senior management.

In addition, Deputy Director Lu, based on the current industrial situation in Yuyao and combined with our company's actual situation, put forward some suggestions for the company's future development: 1. Under the background of transformation and upgrading and the "integration of informatization and industrialization," Industry 4.0 has become an inevitable trend of personalized development. Enterprises should rely on sensors, big data, and deep learning capabilities, be guided by informatization, centralize production, enhance their competitiveness, thereby achieving corporate benefits and promoting enterprise development. 2. Accelerate the pace of informatization development. Fully leverage information technology, develop and utilize information resources, promote information exchange and knowledge sharing, and drive enterprise development and transformation. 3. All cadres and employees of the enterprise should cultivate the spirit of craftsmanship and apply it to their work, focusing on creating specialized, refined, and detailed products. Deputy Director Lu said that a good enterprise and a good product rely heavily on craftsmen for support. Many craftsmen in the enterprise are in front-line positions, and they have played a leading role in the development of the enterprise, driving the improvement of enterprise benefits.

Deputy Director Lu also emphasized that in the next step, we should reflect our corporate positioning in products and customers, accelerate the pace of innovation based on market changes, and make innovation the core driving force for enterprise transformation and upgrading.

Finally, the general manager delivered an important speech. He first expressed gratitude to all participants for their efforts over the past two days and congratulated them on the successful conclusion of the meeting. This mid-year performance review meeting basically achieved the expected results, and the work plan established by all participants after discussions and exchanges is effective and feasible. To ensure the effective implementation of the final meeting resolutions, the general manager analyzed the current situation of the enterprise in terms of concepts and deep-seated phenomena:

Firstly, what is the current situation of the company in the industry? The general manager stated that through the efforts made by the company in recent years for transformation and upgrading, its value has been demonstrated in the following aspects: 1. The product brand and specifications are becoming more and more complete; 2. Product quality is improving rapidly on a stable basis, and the measures and methods for improving quality are becoming increasingly evident; 3. There are more and more loyal customers, and as time goes on, there will be even more loyal customers; 4. The investment-to-output ratio has basically met expected targets, and there will be more room for improvement in the future; 5. The supply chain is becoming more and more complete, and corporate image and brand are gradually becoming benefits for the enterprise; 6. Various elements such as personnel, finance, and materials are becoming more and more complete, and the structure is becoming more and more reasonable, generating increasing value. Currently, our enterprise has basically achieved and leveraged these resources, and has established its advantageous position and leading scale in the industry. Although there are still many problems, we are constantly reflecting, identifying shortcomings, and improving them. We should believe in ourselves, and our ability to meet the needs of stakeholders is also continuously improving. Similarly, the company's reputation and recognition in the industry will also increase.

Secondly, what are the company's issues in the industry? While seeing the positive aspects of the company's development, there are also deficiencies, and many problems and phenomena coexist: 1. Profitability is single, and some products are still loss-making; 2. Product upgrades are still in the initial stage. The journey from imitation to excellence is long, and there is no specific model to follow in the future. We can only convert customer needs into our production capabilities, and continuous independent innovation is the only way out; 3. From demand introduction to implementation and delivery, the effectiveness of the entire system and solution method is not strong; 4. In the information age, with diversified ideas, many people do not agree with each other, leading to increasing management and communication costs. Currently, there is no effective solution, and the enterprise is becoming more and more like a government, with more talk and less action; 5. The strategy has not truly been implemented. Departmental strategies have not been detailed, often leading to a lack of focus and failing to achieve overall goals. The general manager stated that these issues are currently difficult to resolve, which involves not only factors related to the overall social environment but also factors such as corporate culture, industry characteristics, and employee quality. Therefore, we must recognize the essence of the problems in order to better solve them.

Thirdly, how to cultivate the company's core dominant force in the industry? In today's society, whether it is society, the economy, enterprises, or individuals, the stronger the systemic nature, the stronger the core competitiveness. In our company, the macro system is already relatively complete, but the shortcomings within the system are evident. If we do not pay attention to and address these shortcomings, it will be difficult to form core competitiveness. Regarding how to address these shortcomings, the general manager proposed the following solutions: 1. Proactively face and solve problems, accumulate experience, and trade time for space; 2. In terms of ideology, we must consider market-oriented issues as the direction for our improvements. Currently and for some time to come, introducing and addressing demands is the direction we must adhere to and the foundation for all operations and management support; 3. Address visible shortcomings and proactively identify and discover future shortcomings; 4. Develop the industrial chain and pay attention to upstream and downstream aspects such as finance, politics, and trade. The general manager stated that a company's core competitiveness is accumulated over the long-term development process, concentrating the company's main advantages.

Finally, the general manager encouraged everyone to have confidence, determination, and perseverance. He emphasized that opportunities are always for those who are prepared. As long as we strive towards our strategic goals, innovate independently, and strive to be a craftsmanship-oriented enterprise, every employee can truly integrate into Changzhen, face the present and the future together, and achieve a win-win situation for both the company and employees.