A New Journey, Charting a New Course, and Securing a Strong Start to the First Quarter | Jinan Commercial Vehicle Manufacturing Company Takes a Multi-Pronged Approach to Ensure a Steady Start

  Spring has returned to the earth, bringing new life to all things. To fully implement the Group’s work conference on “New Journey, New Chapter, To fully implement the arrangements outlined at the Group’s “New Journey, New Chapter, Securing a Strong Start to the First Quarter” work conference, Jinan Commercial Vehicle Manufacturing Company is seizing the momentum and capitalizing on opportunities. Adopting a determined mindset of “treating the start as a decisive battle and the beginning as a sprint,” the company is focusing on key areas such as Party-building empowerment, production organization, resource allocation, and management upgrades. With a firm commitment to the core objectives of “ensuring deliveries, reducing costs, and maintaining quality,” the company is launching a comprehensive campaign of intensive efforts, uniting its strength to secure a strong start to the first quarter.

Empowered by Party Building, Tackling Urgent, Difficult, Dangerous, and Critical Tasks

Integrating Party affairs with business operations, working in unison. The company’s Party Committee upholds political leadership, deepens the distinctive “Full Attendance · Shandeka” Party-building brand, and innovatively refines the “1234” work methodology, ensuring that the Party flag flies high on the production front lines.

 By establishing a “1+7” Party-building brand matrix, we have designated urgent, difficult, dangerous, and critical tasks in production as “Party Member Vanguard Projects.” We have organized the “Show Your Identity, Set an Example, Be a Vanguard” campaign, formed Party member task forces, and implemented Party member responsibility zones and model posts. Through a series of distinctive, practical, and effective integration initiatives, we have truly transformed the Party-building brand into a strong bastion and exemplary platform that serves the front lines, unites employees, and drives development.

  Coordinated Scheduling: Accelerating Production

 Faced with the dual challenges of surging orders and tightening delivery schedules, the company leverages digital models to precisely manage the entire process.

  We have established a production-sales coordination mechanism and implemented a “daily production scheduling meeting” system to dynamically resolve production bottlenecks; optimized resource allocation models to improve material delivery efficiency, reduce production anomalies, and stabilize production operations; conducted in-depth analysis of vehicle model data to formulate production schedules for special orders, thereby minimizing the impact on production rhythms; Coordinated production plans for components and cabs to simultaneously meet vehicle assembly demands and ensure component supply; implemented advance planning and dedicated resource allocation for special orders such as rush orders, autonomous driving models, hydrogen-powered vehicles, and overseas exports; innovated order management methods to efficiently handle material receipt, dispatch, and storage, ensuring delivery of key vehicle models. Currently, two-shift production capacity is stable at over 280 units.

  Resource Assurance: Strengthening the Supply Chain “Stabilizer”

  A stable supply chain is the cornerstone of efficient production. The company has taken a proactive approach, fostering collaboration both internally and externally.

  Daily scheduling is used to address anomalies in resource completeness rates and issues with critical materials, while real-time coordination resolves problems related to supply, product status, and quality. We have systematically optimized and adjusted delivery schedules and quantity standards for 45 major categories and over 3,000 types of materials. By reducing the frequency of multiple-batch deliveries per order, we have improved the accuracy of material input and output, thereby strengthening the foundation of lean production. Currently, the on-time delivery rate has risen to over 98.38%.

  Management upgrades to stimulate internal growth momentum

 Adhering to the principle that “problems point the way to improvement,” we will thoroughly identify gaps in foundational management and drive efficiency gains through management upgrades.

 Innovative Workforce Early Warning System: Establish a manual monitoring and early warning mechanism, and create a rapid response system for production staffing. Collaborate with over 60 staffing agencies and partner with more than 100 educational institutions to build a dynamic talent pool, ensuring comprehensive support for workforce needs across two-shift production operations.

  Strengthening Talent Pipeline Development: We have established a tiered and categorized training system to enhance the development of highly skilled personnel, technical experts, and management successors, driving the transformation of training from a “task-completion” approach to a “strategic support” model.

  Redesigning the Performance Evaluation System: We have implemented a company-wide PPC and KPI evaluation system to foster a culture where “everyone has targets and everyone takes responsibility,” thereby forging a reserve force that understands production, masters operations, and is capable of tackling tough challenges.

  With banners flying high, our journey begins anew. All cadres and employees are throwing themselves wholeheartedly into the battle for a strong start to the first quarter, driven by boundless enthusiasm, high morale, and a pragmatic work ethic. Jinan Commercial Vehicle Manufacturing Company will continue to maintain strategic resolve, strengthen execution efficiency, ensure that all decisions and deployments take root, and contribute even more to the Group’s high-quality development!