To thoroughly implement Guangxin Group's "Three Refinements-Driven" strategy and further advance Lean team development while strengthening Kaizen Week operations, Xingfa Aluminium is striving to enhance its Lean management standards and core competitiveness. Liu Yuntang (Executive Responsible for Xingfa’s Lean Projects) and Huang Jinyang (Deputy Director of Guangxin Group’s Operations Management Department) jointly visited the Jiangxi Branch for an on-site inspection and empowerment session focused on Lean teams and Kaizen Week activities.  

I. Strengthening Kaizen Week Operations: Driving Refined Management through Targeted Breakthroughs  

On July 7th, the review meeting for Jiangxi Branch’s two June Kaizen Week projects was successfully held. Liu Yuntang, Huang Jinyang, and Yan Xinqiao (Production Deputy General Manager of Jiangxi Branch) provided guidance, setting the direction for deepening Lean management, strengthening improvement outcomes, and accelerating talent development. Lean officers from all workshops and members of both Kaizen Week teams attended, uniting efforts to drive progress.  

Kaizen Week Review at Xingfa Aluminium Jiangxi Branch

Project 1: Casting Streak Defect Elimination (PSP) Kaizen Week  

Through root cause analysis of process parameters and on-site verification (molding, powder coating quality, runner filtration), four key improvements were implemented: standardized mold repair, optimized temperature measurement, prevention of crystallizer water shortages, and standardized runner filtration. Results: Streak defect scrap rate reduced from 0.93% to 0.15%; aluminum billet qualification rate increased to 99.07%. Expected annual benefit: RMB 130,600.  

Project 2: Returned Material Reduction (PSP) Kaizen Week  

Focusing on machine QC and process standardization, measures included assigning QC personnel to key machines, adjusting inspection scope, establishing artificial aging procedures, and promoting steel brush usage to reduce burrs. This formed a full-process quality control network. Results: Average daily returned materials decreased to 1,256 pieces, achieving the initial cost-reduction targets with improved precision. Expected annual benefit: RMB 280,600.  

Leaders Huang and Liu highly commended the Jiangxi team’s execution, emphasizing the need to deepen “precise problem definition,” “5Why root cause analysis,” and “daily implementation of standardized work.” They urged transitioning improvements from “isolated breakthroughs” to “systemic improvement” to tangibly resolve production bottlenecks.  

II. Deepening Lean Team Development: Fortifying Grassroots Management through Refined Operations  

On July 8th, Liu and Huang evaluated Lean team development and benchmark projects in workshops, focusing on “implementing the Three Refinements at the grassroots level.” They visited multiple Lean teams, including the 5000T press in the extrusion workshop, the powder booth of vertical line #2 in the coating workshop, and the heat treatment section in the mold workshop, issuing specific requirements.  

Huang Jinyang noted that Lean team development is now fully deployed across production modules, establishing Xingfa’s unique daily management model. He highlighted continuous progress in on-site Lean management and effective alignment with operational targets. Key next steps:  

1. Strengthen the "Refined Management Loop": Drive Lean teams to embed daily management routines ("Rigidify-Solidify-Activate").  

2. Refine SQDCIP Metrics: Conduct gap analysis and improvement to enhance problem review.  

3. Implement End-to-End Controls:  

     *Pre-event:* Paper card systems, preventive checks.  

     *During-event:* Escalation protocols, rapid response.  

     *Post-event:* Effective problem closure, case archiving.  

4. Enrich Team Activities: Utilize mood boards, star employee programs to permeate Lean culture into the smallest management units.  

Liu Yuntang directed the Jiangxi team to use “precision rectification” as the lever, creating action plans covering board optimization, team building, and meeting mechanisms with clear timelines and owners. The Jiangxi Lean team committed to fully implementing these steps, shifting team management from “foundation building” to “tangible enhancement.”  

Liu Yuntang and Huang Jinyang Inspect Lean Team Sites

This visit energized Jiangxi’s Lean initiatives and team development by applying the Three Refinements–Driven methodology:

 Precision Goals provide clear direction,  

 Refined Process Control ensures quality,  

 Lean Improvements enhance operational efficiency.  

With collective effort, Lean management will become firmly rooted in frontline operations, driving high-quality growth！  

Appendix: Leadership Feedback  

Project 1 Feedback  

 Mr. Yan Xinqiao（Deputy GM）: "The project shows clear logic, effective tool application, and results that exceeded expectations. It offers a replicable model for process optimization and reflects the effectiveness of refined management."  

 Mr. Liu Yuntang: "While acknowledging the positive results, he emphasized the importance of ‘Precision Goal Setting’: the 99.00% target is still conservative; the long-term goal should be a 99.9% qualification rate. Deepen standardized work and veteran experience transfer. Use robust monitoring to transition improvements from short-term Kaizen Week initiatives into daily routines, thereby embodying ‘Precision Goal Leadership’."  

 Mr. Huang Jinyang: "Problem analysis requires 'Refined Decomposition'. Quantify factor impact via fault tree analysis to shift from 'symptom treatment' to 'systematic prevention'. E.g., use data modeling to precisely control oil-powder/crystallizer variables, reducing manual intervention uncertainty – aligning with 'Refined Process Control'."  

Project 2 Feedback  

 Mr. Yan Xinqiao（Deputy GM）: "The emphasis on “meticulous execution” remains insufficient — the coverage and standardization of first-inspection and in-process inspections still need to be strengthened. It is necessary to integrate improvement measures into daily management through employee quality inspection training and clearer job responsibilities, in order to prevent a “rebound after Kaizent Weeks” and to fulfill the ongoing requirements of “meticulous process control."  

  Mr. Liu Yuntang: "Apply the 'Three Non-Acceptance Principles' (Don’t Accept/Don’t Make/Don’t Pass Defects). Focus on single-point root causes (e.g., form dedicated teams for high-frequency defects like bending/low hardness). Establish a 'Root Cause Elimination - Process Intercept - Feedback Loop' mechanism for fundamental resolution, moving beyond superficial reduction."  

 Mr. Huang Jinyang: "Sharpen 'Precision Focus' - the current scope too broad; split into sub-topics (e.g., 'Burr Prevention', 'Hardness Compliance'). Achieve breakthroughs via QC standardization (e.g., defining burr criteria) and true cause analysis (e.g., extrusion equipment issues) to boost improvement efficiency."