"How to set up an effective monitoring system to ensure the continual development of refined management is a primary important problem to be resolved after I return." On April 18, after three days "intensive training" on refined management, Li Muchun, a production supervisor from production line of Hainan Sinochem Rubber Company, already "upgraded" his thinking when talking about refined management.
Like Li Muchun, over 60 key staff members from all business divisions and subordinate industrial companies received training on refined management. In order to achieve the best training results, the Company conducted a great deal of preliminary surveys, and carried out the training on refined management from two key aspects of stress on production and stress on service, by adopting a number of methods including theory lecturing, case analysis, group discussion, as well as scenario games.
Sinochem International actively implemented the strategic deployment of "Introduce the concept of refined management, implement refined management in an all-round way" required by the Group company, and steadily promoted refined management strategy. Since the launching meeting on March 12, under the unified guidance of leading team for refined management of Sinochem International led by General Manager Zhang Zenggeng, the Company step by step carried out and implemented whole year refined management promotion plan, organized training among key staff members, popularized refined management knowledge among all staff members, initiated rapid refined improvement, and constructed sharing platform for refined management.
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