News
Striving forward with determination and courage | Phase-wise summary of the Pharmaceutical Group's 6S management initiative released!
Date:
03 Nov,2022
Since the launch of Wanbangde Pharmaceutical Group’s Lean 6S management initiative in June, employees across the board have actively participated in improvement efforts, sparking a wave of transformative change. After more than four months of implementation, 63 areas have now successfully completed the acceptance process, achieving a completion rate of 71.59%.
Blending learning with practice: Training and action bloom simultaneously.
To ensure the site maintains a consistently clean and organized environment, four sessions of the "555 Maintenance Management Training" have been conducted as of the end of October, training a total of 116 participants. According to the 555 maintenance standards, each area is required to tidy up and sweep thoroughly 5 minutes before the end of the workday every day. Additionally, on Fridays and Saturdays, employees carry out comprehensive area-wide cleanups based on specific themes. A checklist is also shared weekly in the work group chat, prompting team members to report their progress. As of the end of October, three sessions of "6S Basic Knowledge" training have been conducted, with a total of 180 participants trained. Following the training, an on-the-spot test was administered; so far, 134 people have taken the exam, among whom 64 scored above 90 points and 50 earned between 80 and 90 points. The overall pass rate stands at 97.0%.
Lean consolidation, monthly check-up trial run
Persevere and stay committed to long-term success. To solidify the achievements of lean initiatives and ensure the consistent implementation of 6S management standards, on the afternoon of October 26, Company General Manager Chen Jun, Deputy General Manager Lin Hong, CFO Wang Tianfang, and Deputy General Manager Ma Jian, accompanied by members of the 6S Promotion Office and their advisory consultants, conducted a monthly inspection of the areas that had recently completed the acceptance process. Overall, the inspection revealed satisfactory performance; however, the audit team promptly provided targeted guidance on specific areas where improvements were needed, urging the relevant departments to conduct self-assessments, identify issues, and implement timely corrective actions.
In "competition," we boost motivation; in "learning," we strengthen our skills; in "racing ahead," we strive for first place; and in "surpassing ourselves," we address areas for improvement. For the top-performing region, the 6S Promotion Committee awards the "Antelope Flag" as a token of encouragement, while regions that haven’t yet met the required standards receive the "Snail Flag" to spur them toward progress. During the first monthly inspection in October, all regions achieved scores above 90—proof that the initiative is already delivering impressive, sustained results.
Antelope Award
Production Area: Injectable Dosage Form Workshop No. 2
Antelope Award
Office Area: Administration Department (Archives)
Riding the momentum, Phase 4 of the expansion area continues to move forward with renewed momentum.
In October, the fourth phase of the 6S management expansion continued to gain momentum. On the morning of October 29, Lin Hong, Deputy General Manager; Ye Jianguo, Deputy General Manager; and Hu Gensheng, Assistant to the General Manager, accompanied by members of the 6S Promotion Office and their consultant instructors, visited six expanded areas one after another: the Finance Department, Marketing Center, Equipment Department (Auxiliary Workshop No. 2, Boiler Room on Floor 1F), Injection Preparation Workshop No. 1 (Clean Area), Injection Preparation Workshop No. 2 (General Area), Solid Dosage Form Workshop No. 1, and Office Building No. 2. After completing the inspections, General Manager Lin personally presented certificates confirming that all six fourth-phase expansion areas had successfully passed the 6S assessment.
On the afternoon of October 29, the Phase 4 summary meeting for the expanded area of the 6S Management "Two Weeks, One Benchmark" initiative was held in the first-floor training room. The meeting reviewed the improvement journey, provided a brief recap of this phase's progress and outlined plans for the next phase, featured outstanding teams presenting their improvement reports, included a flag-awarding ceremony to recognize top-performing teams in the 6S competition, and concluded with a training session led by consultant teacher He Yongjian on "The 555 Maintenance Management Activities."
Focus on the goal, and strengthen execution. Moving forward, the pharmaceutical group will deeply implement the normalized 6S management system, using on-site improvements as a starting point and refined management at its core. With unwavering enthusiasm and a spirit of continuous challenge, we’ll steadily advance toward establishing new standards, reshaping our brand image, and setting innovative benchmarks!
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