Blog_Jinbang– Manufacturer of PVC rigid calendered sheets

Training Report: “Advanced Excel Skills”

Excel Training Course — Boosting Efficiency Has Never Been Easier Excel may have tested my patience countless times, yet I still treat it like my first love. Are you still struggling with spreadsheets? Do you keep repeating the same tasks over and over? From Excel beginner to expert—there’s just one training session standing between you and that leap. To drive the company’s efficient growth and enhance employees’ skills and productivity, on May 24, 2019, the Human Resources Department organized an advanced Excel skills training course titled “Excel Operational Skills (Advanced Edition).” This session was built around real-world case studies and led by an Excel expert and the HR Department supervisor. The instructor focused on addressing common workplace challenges and sharing practical Excel techniques, covering topics such as creating and mastering pivot tables, key functions, data analysis, and nested formulas. During the training, the Excel guru emphasized the importance of leveraging various learning resources—such as books—to acquire more useful tips. He encouraged participants to combine theoretical knowledge with hands-on practice, so that Excel proficiency would soon become second nature. Thanks to this training, every attendee walked away with a wealth of practical Excel techniques. Many participants noted that the content was highly applicable to their daily work and would significantly improve their efficiency. **Key Knowledge Shared in Class:** - **Mathematical and Trigonometric Functions** - SUM: Calculates the sum of values in a range. - SUMIF: Sums values in a range that meet specified criteria. - COUNTIF: Counts the number of cells that meet given conditions. - **Text Functions** - LEFT: Extracts a specified number of characters from the beginning of a text string. - RIGHT: Extracts a specified number of characters from the end of a text string. - MID: Extracts a specified number of characters starting from a designated position within a text string. - **Logical Functions** - IF: Returns one value if a condition is true and another if it’s false. - **Pivot Tables: Three Core Principles** - Rule 1: A pivot table must be based on a data source. - Rule 2: Header rows and data rows must correspond one-to-one without ambiguity. - Rule 3: The data source must adhere to strict formatting standards; merged cells are not allowed.

2019

The Production Department has strengthened training on production-related knowledge.

Production Department Strengthens Training on Manufacturing Knowledge To disseminate knowledge about PVC and PET sheet production across all departments, on May 17, the Deputy Production Manager delivered a lecture titled “PVC and PET Sheet Production Processes and the Functions of Each Piece of Equipment.” During the training session, Manager Chen covered three key topics: the concepts of PVC and PET, the PVC production process, and the PET production process. He brought numerous photos of equipment and finished products, drawing on his many years of hands-on experience on the production line and his managerial expertise to explain PVC and PET manufacturing processes and related equipment in a clear and accessible manner. Following the presentation, he allocated more than ten minutes for interactive Q&A, during which participants raised questions based on their own work contexts and the course content, all of which Manager Chen addressed thoroughly. A total of 16 employees from the Production, R&D, Technical, Administrative, and Human Resources departments attended the training. Knowledge Brief: PVC PVC is the English abbreviation for polyvinyl chloride. It appears as a white powder with excellent acid–alkali resistance, wear resistance, and electrical insulation properties; it is non‑flammable but has poor thermal stability and light resistance. At around 140°C, it begins to decompose, releasing hydrogen chloride, so stabilizers must be added during processing and molding. Plastic sheets made from PVC are primarily used in hardware, toys, cosmetics, pharmaceuticals, and food packaging. While PVC itself is non‑toxic, its slow degradation means that incineration can release environmentally harmful gases such as HCl. PET PET is the English abbreviation for polyethylene terephthalate. It is a milky white or pale yellow, highly crystalline polymer with a smooth, glossy surface. PET sheets are resistant to puncturing during thermoforming, exhibit excellent flexural durability, and possess superior electrical insulation properties. They also have hygroscopic characteristics, so they must be thoroughly dried before use. PET boasts high transparency, blocks ultraviolet radiation, maintains a glossy finish, and resists aging. It is non‑toxic, odorless, and meets strict hygiene and safety standards, making it suitable for direct contact with food packaging.

2019

Workshop One is exploring feasible measures to reduce headcount while boosting efficiency.

The First Workshop’s exploration of a feasible plan to reduce headcount while boosting efficiency is constrained by the current overall labor market situation, as more and more enterprises face recruitment difficulties. Starting in December 2018, with management support, the workshop experimented with reducing one worker per shift on two adjacent production lines, allowing staff from both shifts to cross‑support each other and work together. The trial involved Shift 2 on Line 3 and Shift 4 on Line 4. They reduced one roll‑coiling position per shift, with the resulting workload shared among extrusion operators, batching personnel, coiling assistants, and crushing workers, depending on the situation. Naturally, with one fewer person, the workload increased considerably. Cen Chun and Cui Qingrong reported that despite the reduction, production over the past six months has not been affected. They repeatedly emphasized that successful staffing adjustments hinge on close teamwork across the entire shift, maintaining stable team composition, fostering a strong sense of responsibility at every post, diligently completing tasks on time, and promptly preparing for production—only then can a solid foundation be laid for smooth operations. Addressing issues right on the shop floor: At the First Workshop, even with one fewer worker, production continues in an orderly manner; the only noticeable change is that employees’ pace has subtly quickened. The author observed that Cheng Yonghua, a new extrusion operator, would sprint to the roll‑coiling station after finishing his extrusion duties to assist with unrolling and packaging, then dash back to his extrusion post. Both shift leaders noted that filling vacancies relies heavily on proactive coordination and employees’ self‑discipline; simply resorting to reprimands will not work. So how can collaboration among team members be strengthened? The two shift leaders concluded that leveraging the skills and experience of veteran employees is key. Cui Qingrong stated that the expertise and experience of seasoned workers are irreplaceable; a newcomer cannot reach the technical proficiency of a veteran without at least six months of growth. On Line 3, Zhang Gui, who has worked in the batching position for eight years, skillfully prepares various mixtures according to production requirements and now also takes on the task of locating core tubes. Each time he searches for a core tube, he coordinates closely with the coiling assistant, ensuring batching and coiling tasks are arranged in advance. When organizing production on Line 4, Cen Chun specifically stressed the importance of having skilled workers in the crushing position. Although crushing work is irregular and not particularly demanding, having a proficient operator saves time and effort, enabling timely support for roll‑coiling tasks. Working together to ensure sufficient capacity in the roll‑coiling area also hinges on proper job‑person fit. Assigning roles based on employees’ personalities and strengths allows them to fully leverage their advantages. For example, Zhou Qingdao, who is small in stature and lacks great physical strength but excels in meticulousness and care—qualities essential for batching—was assigned to that role by Cen Chun. With his strengths fully utilized, Zhou can comfortably handle his primary responsibilities and still take on additional tasks. Collaboration between the two production lines is equally crucial: when one line faces staffing shortages and cannot fill vacant positions, it must borrow workers from the neighboring line. Although piecework is calculated collectively per production line, within the same workshop and under the Jinbang Company umbrella, the two shift leaders keep the broader workshop’s production picture in mind. They frequently hold pre‑ and post‑shift meetings to promptly address operational issues and make advance arrangements for staffing needs. Likewise, reducing one employee places higher demands on staff quality, which in turn raises standards for recruitment. How can we build a workforce that is both highly capable and deeply committed? We can look to historical military models renowned for their fighting spirit. During the mid‑Ming dynasty, Qi Jiguang’s army, and in the late Qing, Zeng Guofan’s Xiang Army, were celebrated worldwide for their tenacity, discipline, and organizational prowess, often achieving maximum results with minimal resources. The Xiang Army primarily recruited from mountain farmers, while Qi Jiguang’s forces drew mainly from hardworking miners. Cui Qingrong remarked that employees who are resilient, possess a broad perspective, and avoid petty calculations are precisely the kind most welcomed in the workshop. This serves as a reminder to recruiters: manufacturing has its own rules. Candidates should be simple, hardworking, and willing to put in the effort; priority should be given to those born in the 1980s, who have families and some financial pressures—such individuals tend to offer greater stability. By contrast, those who are superficial, evasive, or prone to dishonesty should be firmly excluded—even if they initially join the workforce, they must be swiftly removed. The workshop supervisor emphasized that reductions in headcount should not be viewed in isolation; performance evaluations and product quality must remain uncompromised. Deputy Production Manager Chen Zhouyang added that as workloads increase, employees’ compensation should also rise, with wage coefficients adjusted according to individual performance. Currently, monthly wages for Shifts 2 and 4 have generally increased by 350–400 yuan. Thus, through cooperation between the two lines and the reduction of one worker, both the company and its employees benefit—a win‑win outcome. The First Workshop’s exploration of a viable strategy to cut headcount while enhancing efficiency touches on a complex interplay of management, technology, and corporate culture. Recruitment practices, job‑person matching, drawing on veteran expertise, maintaining a stable workforce, coordinating pre‑ and post‑shift meetings, prioritizing skilled workers in the crushing position—these are all lessons learned through practical experience by Shifts 2 and 4. Management is now planning to extend this collaborative approach—reducing one worker per shift—to other shifts as well. We look forward to more summaries of managerial insights and further innovations in management. Thank you to our frontline managers and workers for their dedicated efforts!

2019

Jinbang Company organized a training session on the use of DingTalk office software.

Jinbang Company organized a training session on using the DingTalk office software. DingTalk is a free, multi-platform communication and collaboration tool specially developed by Alibaba Group for China, designed to make work simpler, more efficient, and more secure. To help employees use DingTalk more effectively, Jinbang Company held a training session on May 10th. The main instructor was Ms. Wu from the Human Resources Department, who covered topics such as an introduction to DingTalk, registration and settings, and an overview of its features, with particular emphasis on the software’s functionalities. You’d never know unless you listened—turns out DingTalk has so many practical features, such as Task DING (Task DING will help you keep track of…

2019

Firmly build a cybersecurity defense line.

Jinbang Company Strengthens Cybersecurity Training Recently, Jinbang Company experienced a network system failure, suspected to have been caused by a virus attack. After calling in experts who worked tirelessly to resolve the issue, the problem was finally fixed. To raise cybersecurity awareness and reinforce cybersecurity efforts, the company organized a cybersecurity training session on May 3rd. The training was led by Mr. Hu from the Administration Department, who presented on the topic “Computer Culture and Network Defense.” During the course, he covered the history of computer development, network defense, and computer hardware, explaining the evolution of computers, common methods used in computer virus attacks, and best practices for ensuring cybersecurity. Among the topics discussed were the Sino-Japanese hacker war,

2019

Breakthrough! Jinbang Company’s production on lines 1 and 2 in March hit a new record!

Jinbang Company’s production on Lines 1 and 2 reached record highs in March. In March 2019, Line 1 of Workshop No. 2 achieved a monthly output of 424.679 tons, up 26% year over year, while Line 2 produced 485.199 tons, a 12% increase compared to the same period last year. Throughout the entire month, there were no returns due to production issues. Since Line 1 began operation in 2004 and Line 2 in 2011, both lines have consistently exceeded 420 and 480 tons respectively, with zero production-related returns—marking the first time such outstanding results have been attained. How did they deliver this performance? Walking into Workshop No. 2, one is greeted by a scene of bustling activity: machines rumble, products flow smoothly along the assembly line; batching, blending, extrusion, winding, and coiling—all stages are handled efficiently and orderly by dedicated staff, painting a harmonious and beautiful industrial picture. Within lies the wisdom of the employees, their hard work, and their unwavering dedication—and hidden too is the secret behind record-breaking output and zero returns. Equipment department technicians meticulously maintain the machinery, ensuring its high‑efficiency operation. Production is the harmonious union of people and machines; with production equipment running nonstop around the clock, proper machine functioning is the cornerstone of smooth operations. During March, Line 1 required only two maintenance stops totaling less than ten hours, while Line 2 needed two repairs lasting under two hours. This success owes much to the technicians’ conscientiousness and thorough upkeep of the equipment. The Planning and Production departments strengthened their coordination. Previously, the planning team provided only a day‑by‑day workload schedule, but engineer Chen Kaitian suggested issuing a three‑day plan in advance. Following this recommendation, production staff could group tasks of similar specifications together, significantly reducing the number of times they had to switch between grades, thereby boosting efficiency. This upgrade in management practices was another key factor behind March’s improved output. Team leaders organized and coordinated effectively, conducting timely on‑site inspections to ensure efficient production. Leaders of Lines 1 and 2—including Wang Qinming, Bai Xiaobo, Xian Rixin, Tang Qiaoru, Fan Fuping, and Huang Hongxiang—are among the company’s core personnel. As frontline supervisors, they play a pivotal role in guiding their teams. Just as soldiers charge forward under the leadership of platoon and squad commanders, so too must team leaders act decisively, delivering quality and quantity on schedule. They must constantly patrol their assigned areas, closely observing each worker’s actions, using both eyes and feet to build a robust defense of quality and safety for their teams. Team leaders also place great importance on pre‑ and post‑shift meetings, promptly communicating information with their staff and addressing any emerging issues without delay. These meetings typically take place on Tuesdays and Fridays, though they are not limited to those days—whenever problems arise on the production line, immediate communication with team members follows. They focus on tackling issues at their source. Product quality is closely tied to raw materials; if the materials contain impurities, the final product suffers accordingly. That’s why Huang Hongxiang, leader of Line 2, emphasizes rigorous checks at the batching and blending stations, ensuring that workers accurately measure ingredients according to the recipe and thoroughly clean packaging before loading materials. Japanese management guru Kazuo Inamori once said, “The gods reside in the field; the answers always lie where the action takes place.” Such on‑site oversight reflects the meticulous attention to detail that characterizes both management and technology. With years of experience, several team leaders report being able to spot potential problems at a glance, enabling them to issue timely instructions for adjustments. Deputy Production Manager Chen Zhouyang and Production Supervisor Tan Renzheng, summarizing why there were no production‑related returns that month, repeatedly highlighted the strong sense of responsibility among workshop team leaders, who address quality concerns right on the shop floor. Production staff performed admirably. After hot mixing and processing through twin rollers and conveyor belts, the material transforms into finished products—but this process requires seamless collaboration across all positions. Only highly responsible employees can identify issues and adjust the production rhythm accordingly. To keep things running smoothly, many workers bring their meals into the workshop, eating while monitoring changes in the materials. We cannot help but express our gratitude to these frontline laborers! Regarding employee management, under the guidance of the deputy production manager, the production supervisor balances strictness with encouragement: when problems arise, criticism and even salary reductions may follow, yet at the same time, the supervisor seeks to highlight each employee’s strengths, assigning tasks appropriately and promptly praising progress. A new hire from Liangshan, though less educated, brings considerable strength and a willingness to endure hardship, so he was placed at the blending station. Within less than a month, he was already working independently. Combining firmness with flexibility, emphasizing motivation, and basing rewards and punishments on actual performance—this approach is the foundation of the workshop’s fighting spirit. The achievements of March are the result of the collective efforts of all company employees. We see ample staffing on the production line, the sales department ensuring steady order fulfillment, and warehouse and logistics teams cooperating seamlessly—each link reinforcing the others—to drive improved performance. As market competition intensifies, cost reduction and efficiency gains remain long-term priorities for the company. While March’s results fulfilled interim goals, the road ahead remains long: we must continue to cut costs, boost revenue, increase output, and enhance efficiency without letting up for a moment. By focusing on production, expanding markets, keeping pace with the times, and comprehensively elevating operational management, as long as everyone stays united and strives diligently, Jinbang will forge an even brighter future, further improving its economic performance and making tomorrow even better!!

2019

The Rationalization Proposal Award Ceremony Was Held

A ceremony was held to recognize and award employees for their rationalization proposals. Due to the intensive pace of the company’s various operations, the 2018 December awards event was postponed until April 26. On that day, the deputy general manager, the deputy production manager, the deputy cultural affairs manager, along with the award recipients and members of the human resources department, attended the meeting. The session was chaired by the head of the Technical Department. In his opening remarks, the deputy general manager emphasized that the rationalization proposal initiative should prioritize improvements in production processes and equipment, fostering a company-wide culture of continuous efficiency gains. He also stressed that once suggestions are submitted, strong execution is essential to ensure tangible results. Award Presentation Ceremony At the conclusion of the meeting, the deputy cultural affairs manager summarized the proceedings. From the perspective of corporate culture, he noted that the rationalization proposal program supports the company’s move toward more refined production and management practices. He encouraged all employees to actively participate, contributing to enhanced company performance. Between September and December 2018, a total of 136 proposals were received, of which 130 were adopted, and 109 were successfully implemented, addressing numerous longstanding issues within the organization. Over four months of comprehensive rollout, a wide range of improvement and optimization measures were fully put into practice. Moving forward, the company will maintain this ongoing, steady‑stream approach, holding such initiatives every two months, and warmly invites all employees to continue participating and thoughtfully identifying opportunities for operational enhancement. Appendix: First Prize Winner of the December 2018 Rationalization Proposal Competition The first prize winner of the December 2018 rationalization proposal competition is Li Qixian, whose winning proposal was titled “Clarify Workshop Material Usage Standards.” Previously, inadequate coordination between workshop teams and warehouse management had led to disorganized material usage. The proposed solution outlines specific, practical corrective measures: 1. Strengthen communication between production and warehouse departments, closely monitor inventory levels, and systematically manage surplus materials and leftover quantities. 2. Establish clear guidelines for workshop material issuance to standardize employee procedures. 3. Implement a penalty system to hold accountable those who fail to adhere to prescribed material‑use protocols, thereby minimizing losses to the company.

2019

2019 First Quarter Employee Birthday Celebration

2019 First Quarter Employee Birthday Celebration Today is your birthday—and also our birthday! In April, at the cusp of spring and summer, the weather is gently cool, with a soft breeze and fine rain—truly a season that warms the heart. Promoting corporate culture and offering collective warmth and care to employees has always been a priority for Jinbang Company. Today is your birthday—and also our birthday: on April 18, the first-quarter 2019 collective employee birthday celebration was held as scheduled in the company cafeteria. Happy birthday Previously, the Administration Department worked closely with all other departments to ensure that every employee celebrating a group birthday received notification, while also meticulously preparing…

2019

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Contact phone number

86-757-22213007/22227324

Contact Email

18807652601@163.com

Contact Address

No. 38, Fengxiang Road, Fengxiang Industrial Zone, Daliang, Shunde District, Foshan City, Guangdong Province

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