In August, the sun was scorching and the heat wave was rolling outside the warehouse. There was a long line of vehicles picking up goods and waiting for goods at the door. In the workshop, the sound of machines roared, and the staff worked hard to operate Each subsidiary presents such a busy scene. In particular, Hunan Xiangda and Jingzhou Xiangda, in strict accordance with the group's "three strong and one key" work policy and the spirit of Nanyue conference, conscientiously operated and implemented in place. The sales volume of the two companies increased steadily and reached a new record.
Hunan Xiangda, as an old company for more than 20 years, has made great achievements through three months' mobilization action of "fighting high temperature, ensuring quality and ensuring supply". Each department should take strict measures to reduce the staff's attendance and work attendance, and ensure that all departments are strict with the staff's attendance and work time. In August, the attendance rate of front-line employees was as high as 98%, and some even went on duty continuously. Second, continue to implement the concept of "quality first", and encourage all employees to find potential quality hazards, participate in quality supervision, and reward employees who find quality hazards. The third is to strengthen the communication with customers, improve the accuracy of customer demand plan, and grasp the delivery time and rhythm of customers. At the same time, in terms of production, it is clear that the internal operation takes production as the center, integrates the strength of the whole base to ensure the production and labor efficiency, and all resources are inclined to the front line, so as to ensure the stable output of single shift in the evening shift. In August, Hunan's sales volume increased by 29% year on year.
Xiangda in Jingzhou started from the three aspects of "early, dynamic and protection". The production department has done a good job of personnel reserve and training in advance. For the personnel in key positions such as central control and granulation, the training started in March in advance, and 15 new employees were gradually added in April for two shift trial operation. At the same time, in order to improve the single shift output and loading speed, equipment transformation and maintenance were strengthened, and 1100 pallets and 1 forklift were added. Based on the existing equipment capacity, daily maintenance and maintenance were done to maximize the energy efficiency of mechanical equipment. The output per shift has been increased by nearly 100 tons, and the daily delivery and unloading capacity has been increased by nearly 200 tons. In order to meet the arrival of the sales peak season, as early as April, the Department of marketing, production, procurement, quality control, formula, internal affairs and other departments proposed how to face the 610 month sales peak season; and for each process of the production department and the internal service personnel of each post, the trapezoidal incentive scheme was formulated respectively. The higher the output, the greater the reward and commission coefficient, the more energetic the employees were. The same sales volume was in August 30% more than that.
On the premise of the success of the first battle of "operation Liangjian", all the subsidiary companies have launched their swords again and made great achievements. All the staff are devoting themselves to this magnificent new campaign of creating miracles with full working enthusiasm. A number of subsidiaries with outstanding performance will emerge one after another. (Chen Pei, Hunan Xiangda, Xiangda Xiaoke, Jingzhou)