Blog_Jinbang– Manufacturer of PVC rigid calendered sheets

Qingming memorial ceremonies at the Martyrs’ Cemetery and spring outings

Qingming Commemoration at the Martyrs’ Cemetery and Spring Outings A nation and a people cannot exist without a soul! — Xi Jinping To promote the fine traditional culture of the Chinese nation and carry forward the noble traditions of our revolutionary martyrs, our company’s Party branch organized all Party members, along with some employees and their families, to visit the Martyrs’ Cemetery for a memorial ceremony during the Qingming Festival. On Sunday, April 14, at 8:30 a.m., all Party members, together with selected employees and their family members, gathered at the main entrance of Fengling Park in Daliang. After a light breakfast, they set off on foot toward the Martyrs’ Cemetery. Upon arrival, everyone paid their respects at the Revolutionary Martyrs’…

2019

Jinbang Company held a “Seminar on the Management Measures for Project Initiation in Technological Problem Solving”

Jinbang Company Held a Seminar on the “Management Measures for Initiating and Approving Technical Research Projects” On the morning of April 13, Jinbang Company convened a seminar on the “Management Measures for Initiating and Approving Technical Research Projects.” Attending were the deputy general manager, the director of human resources Hong, the assistant to the general manager, the deputy production manager, as well as 11 relevant department heads from the production, technology, R&D, and equipment departments. The meeting aimed to achieve the goal of developing innovative products through the implementation of technical research projects, addressing longstanding, difficult-to-solve issues in after-sales service and production that significantly affect product safety, functionality, and quality, thereby ensuring that all product specifications meet required standards and substantially elevating the company’s overall product quality and technical level. Participants had received in advance a draft of the “Jinbang Company Management Measures for Initiating and Approving Technical Research Projects” and had studied it carefully. At the start of the meeting, drawing on this draft, along with documents such as “Quality Challenges in PVC and PET” and the previous “Plan for Rewarding Technological Innovation and Process Improvements,” attendees engaged in discussions covering project initiation, implementation and monitoring, project evaluation and rewards, and project verification. A leading group and a technical team will be established for each research project. The leading group will oversee company-wide planning, feasibility studies, approval, revisions, and supervision; provide resource support and make critical decisions during the research process; and manage the acceptance and review of results. The technical team will be responsible for the specific planning, organization, execution, and monitoring of the project, bearing full responsibility for its success. Discussions also explored new approaches tailored to Jinbang’s current technical research landscape, including improving communication and collaboration, leveraging management tools, fostering an innovative spirit, and encouraging participation from frontline employees. During the meeting, participants freely shared their views and pooled their collective wisdom. In particular, they conducted thorough deliberations on aspects such as project evaluation and rewards, risk control during implementation, and interdepartmental coordination. Suggestions included inviting production-line team leaders to join projects, broadening the grassroots base of research efforts, and involving frontline workers in improvement initiatives; more effectively integrating material and non‑material incentives to encourage voluntary participation in technical teams; recognizing the significant responsibilities borne by project leaders, whose managerial skills and ability to coordinate and integrate are put to the test; ensuring fairness in material rewards to motivate those who make outstanding contributions; and clearly distinguishing between routine duties and genuine research projects to avoid turning personal responsibilities into formalized tasks. Deng Xiaoping once stated: “Science and technology are the primary productive forces”; while Xi Jinping emphasized: “Development is the top priority, talent is the primary resource, and innovation is the primary driving force.” In today’s increasingly competitive environment, where science, technology, and talent serve as pivotal factors in corporate transformation and development, this seminar holds special significance. Moving forward, Jinbang should place greater emphasis on scientific and technological innovation and the power of talent, designing more scientific and effective management mechanisms—measures that will inspire Jinbang employees to participate more proactively and proudly in the company’s transformative journey.

2019

Fire safety training: building a solid safety barrier

Fire Safety Training: Building a Strong Safety Barrier On April 11, the Administration Department organized a fire safety training session, attended by key personnel from the Planning Department, the Equipment Section of the Production Department, and various workshops. During the session, the company’s three-tiered fire management responsibility system was reaffirmed, along with the designated persons responsible for fire safety in each department, workshop, warehouse, and for all fire‑fighting equipment and facilities. To prepare for this training, the Administration Department conducted a comprehensive fire‑safety inspection of all workshops, warehouses, and other areas, photographing locations with potential hazards. At the training, an administrative specialist presented these photos via PowerPoint, identifying specific responsible individuals and proposing corrective measures. In closing, he summarized the key points as follows: (1) All fire extinguishers and fire hydrants must remain unobstructed; department heads are urged to ensure strict compliance. (2) Some areas show instances of missing or neglected fire extinguishers and emergency lights; greater awareness of their proper placement is required. (3) Fire‑safety passageways and inspection routes within the plant must remain clear at all times; access points throughout the facility must be kept unimpeded. (4) The Head of the Equipment Department shall establish a regular inspection schedule for all electrical panels, cables, and wiring, ensuring that all requirements are fully implemented; special attention must be paid to electrical equipment that poses a high risk of fire. The training also highlighted two recent major fire‑safety incidents—the chemical storage tank explosion at Jiangsu Tianjiayi Chemical Co., Ltd. and the forest fire in Muli County, Liangshan Prefecture, Sichuan—reminding all participants to prioritize fire safety at every moment.

2019

Meticulous attention to detail, with the company at heart—A record of employee Luo Jinying’s discovery and handling of a leaking fire‑hydrant pipe.

With meticulous attention to detail and a deep concern for the company, at 3:00 a.m. on March 31, employee Luo was fertilizing plants in the company’s campus when he heard the sound of dripping water coming from the sewer beneath the entrance to the original-color printing workshop. The noise was faint, yet strikingly clear in the stillness of the night. How could there be dripping from the sewer? Using the streetlight as his guide, Luo JinYing crouched down to inspect the drain; through a narrow crack in the concrete slab, he could barely make out what appeared to be standing water below. The next day, he reported the issue to Huang, a member of the company’s production department, suggesting a thorough inspection. Huang lifted the concrete cover over the sewer and discovered that a fire‑fighting pipe had corroded, developing a hole from which water continuously leaked. During the day, with the factory bustling and the noise of production masking everything, no one had noticed the leak. Over time, this persistent leakage not only resulted in property losses but also posed a serious safety risk by depleting the fire‑water reserves. Luo described the scene at the time. His thoughtful, attentive spirit—always mindful of the company’s interests—is truly worthy of emulation. We applaud Luo’s sense of responsibility and hope that every employee will share this commitment, keeping the company’s overall interests at heart and prioritizing its welfare in all their work, dedicating themselves wholeheartedly to serving the company’s success.

2019

A Comprehensive Guide to the Cafeteria and Meal Cards

A Complete Guide to the Cafeteria and Meal Cards Every grain of rice and every bowl of soup should remind us how hard they are earned. Every word and deed reflects the spirit of Jinbang, and every action embodies the fine virtues of the Chinese nation. There are two ways to dine at Jinbang: 1. Swipe Your Meal Card Jinbang Company has standardized meal‑card check‑in management, implementing a “one person, one card, one meal” system. 2. Fill Out a Dining Application Form If any department has temporary staff or special circumstances requiring meals, diners must complete a Dining Application Form and submit it to their department head for approval. Upon approval, present the form at the cafeteria to collect your meal. Wang Xiaowu is leaving—let’s grab a bite together. Oh my gosh, so many people!!! Li Xiaonan isn’t afraid—don’t worry, we’ll line up in order and eat our meals.

2019

2018 Rationalization Proposal Improvement Report

The Rationalization Proposal Improvement Report for 2018 indicates that the rationalization proposal program has been in effect since September 2018, and half a year has now passed. In 2018, a total of 130 proposals were accepted, resulting in the completion of 109 improvement initiatives, with 21 ongoing projects currently under implementation. The table below summarizes the submission, acceptance, and implementation status of rationalization proposals from September to December 2018. As shown, the initiative was launched in September, during which 35 proposals were received and 34 were accepted; 30 have already been completed, while the remaining 4 are currently being implemented. October marked a surge in submissions, with 48 proposals received and 44 accepted, of which 37 have now been completed.

2019

Embracing Change, Moving Forward Together — Jinbang Company’s 2018 Transformation Journey Memo

Embracing Change, Advancing Together—A Memoir of Jinbang Company’s Transformation Journey in 2018 In southern China, after several days of persistent drizzle, the region finally welcomed gentle breezes and bright sunshine, heralding a radiant spring. The year 2019 marks the 40th anniversary of China’s reform and opening-up policy, as well as the 24th year since Jinbang Company was founded. With the arrival of spring, Jinbang Company is taking another step forward in its development and innovation. Over the past year, the company introduced the Advantage‑Driven Management approach, initiated institutional reforms, and clarified its strategic direction. Internally, it encouraged all employees to offer suggestions and ideas, promoted lean manufacturing, and steadily advanced optimization efforts across production operations, logistics and warehousing, marketing and sales, corporate culture, recruitment, and talent development. Riding on the favorable winds of profound change, we are poised to meet even greater challenges and seize new opportunities. 1. [Proactively Seeking Change, Launching Institutional Reform] Today, external competition has become extremely fierce. New economic concepts such as Internet Plus, intelligent manufacturing, green environmental protection, and big data are gaining momentum, placing mounting competitive pressure on traditional labor‑intensive manufacturing industries. The plastics industry is gradually becoming more standardized; the government places increasing emphasis on environmental protection; raw material prices continue to rise; and labor costs are climbing ever higher. If companies fail to adapt to these changes and promptly transform and upgrade, they risk being eliminated by the market. As the saying goes, “Change brings progress; progress ensures longevity.” Proactively seeking change and adapting to evolving circumstances is the inevitable choice for traditional plastics manufacturers in today’s economic climate. To align with the new economic and social landscape and enhance the company’s competitiveness, Jinbang hired Mr. Wu Guangchen, the founder of the Advantage‑Driven Management method and a renowned management expert, as a consultant, thereby introducing this innovative approach. Chairman Luo Fuxing, drawing on the company’s current situation, presented the “Twenty‑Eight Recommendations” to core executives, officially kicking off a comprehensive management transformation at Jinbang. In May 2018, the company established a Management Transformation Leadership Group, formed a Human Resources team directly overseen by the Board of Directors, and launched the Jinbang Business School. This reform aims to fundamentally stimulate individuals’ initiative and creativity, primarily by boosting employee motivation, cultivating a corporate culture that maximizes both organizational and individual strengths, and establishing modern management systems that effectively leverage the advantages of both employees and the company. Ultimately, the goal is to fully inspire, nurture, and harness human initiative and enthusiasm, unlock latent potential, and achieve the scientific, rational, and harmonious development of both people and the enterprise. 2. [Encouraging All Employees to Offer Suggestions, Promoting Lean Production] To encourage employees to apply their ingenuity, voice their ideas, and make the most of their talents, guiding the company’s production and management toward deeper refinement, Jinbang implemented a Rationalization Suggestion Program starting in September 2018. During that year, the company adopted 130 suggestions, completed 109 improvements, and currently has 21 ongoing improvement projects. Practical recommendations from frontline staff were duly valued and put into practice, enhancing the effectiveness of on-site management and strengthening employees’ sense of involvement. Meanwhile, the production workshops carried out the following modifications to machinery: Machine No. 1 upgraded its conveyor belt, resolving difficulties in cleaning rollers 2 and 3; replaced the main roller, reducing crystal spots on sheets and improving product quality; and installed a metal detector to prevent damage to rollers caused by metal contamination. At the base of the double rollers of Machines No. 1 and No. 3, collection trays were added to minimize material waste; Machine No. 3 also had its laminating unit redesigned, making film changes easier and cutting down on waste. On the auxiliary equipment of Machine No. 4, baffles were installed to prevent oil droplets from landing on the sheets. Machine No. 5 received an enlarged hopper, significantly lightening workers’ physical burdens. The slitting machine was modified to solve the technical issue of whitening in finished products, enabling the company to meet the requirements of certain high‑end customers. The production workshops continuously upgraded their equipment, aiming not only to improve product quality but also to boost production efficiency. 3. [Expanding Overseas Markets, Strengthening Brand Building] Enhancing the development and nurturing of premium clients. To better serve customers, the sales and customer service teams refined their workflows, optimized team structures, clarified responsibilities, and gradually defined performance‑based incentives, thereby stimulating employees’ autonomy and professionalism. The sales team, together with the Technical Quality Department, focused on analyzing pain points among key clients, examined annual cases of quality anomalies, gathered customer feedback, and formulated plans for operational optimization and market expansion over the coming year. To support the company’s strategic growth, broaden business channels, and expand its customer base, the Sheet Sales Department, building on its existing import‑export license, added value‑added processing and re‑export services. Through the concerted efforts of the Production, Finance, and Planning Departments, the re‑export business has been running smoothly, allowing the company to tap into overseas markets. To further strengthen the company’s brand influence, Jinbang joined the National Sheet Industry Association, engaging more closely with industry information; revamped its website to present a fresh image in response to market demands; participated in national learning‑project competitions, earning the title of “Pioneer Model Group”; updated all employee badges and refined corporate identity recognition; and aligned the company’s core values, unifying its vision for the future. 4. [Embarking on Intelligent Manufacturing, Elevating Corporate Governance] To achieve digital management of enterprise production, the company’s leadership introduced a more efficient and advanced ERP system, further elevating and reinforcing overall management standards, integrating sales, production, technology, after-sales service, and finance into a unified platform. In October 2018, the new ERP system’s production and sales modules officially went live, signaling Jinbang’s imminent transition toward an intelligent manufacturing enterprise. In 2018, Jinbang upgraded its quality credit rating from “A” to “AA.” To meet customers’ increasingly stringent expectations, the company successfully passed the re‑certification audits for ISO 9001:2015, ISO 14001:2015, and OHSAS 18001:2007—covering quality, environmental, and occupational health and safety standards. In response to these heightened quality requirements, the company further advanced the internal standardization and systematization of its quality management processes, marking a solid yet challenging step toward modern corporate governance. 5. [Strengthening Corporate Culture, Prioritizing Employee Training and Development] Strategically, the company envisions becoming the benchmark for plastic sheet and film products in China. Guided by this vision, all levels of the organization must work in concert, unify thinking, and reinforce cultural development. In 2018, Jinbang established the DingTalk internal communication platform, launched its official WeChat account in July, published the first issue of the corporate newsletter “Jinbang Home” in August, and created the Jinbang Enterprise WeChat account in September. By now, DingTalk, the WeChat account, and “Jinbang Home” have become vital channels for conveying company information and facilitating employee interaction. The company emphasizes continuous learning among management, having set up the Jinbang Business School. It has systematically reviewed employee onboarding and in‑service training, deepened management training for workshop team leaders, organized micro‑course competitions in technology and management, built an internal team of instructors to share cross‑functional expertise, arranged study tours and visits to model enterprises, and encouraged employees to apply what they learn. The father of the Advantage‑Driven Approach, management consultant Mr. Wu Guangchen, has visited the company numerous times to conduct management training and thematic meetings. Annual internal training courses totaled 24 sessions, with a cumulative participation of 417 person‑times. The company is actively working toward becoming a learning organization. At the end of 2018, Jinbang held its first annual awards ceremony for outstanding employees, publicly recognizing top performers at the company-wide assembly, setting exemplary role models, and inspiring others to strive for excellence. 6. [Optimizing Management Structure, Strengthening Talent Development] Midway through 2018, the company refined its management structure, subdivided functional departments, and recruited talented professionals in management and R&D. It also intensified efforts in workplace discipline, personnel incentives, and related areas, establishing a series of supporting policies and procedures to create a more efficient and competitive work environment. After the 2019 New Year, the company successfully completed the recruitment of a large batch of new production staff, securing the workforce needed to launch new production lines. It also advanced warehouse department integration and optimization, implementing precise data management to ensure the accuracy of ERP system inputs. Furthermore, it fostered closer, more frequent cross‑departmental communication and collaboration. A comprehensive inventory of talent across all departments and positions was conducted, bringing to light high‑performing individuals with strong potential. Targeted incentive and retention programs were designed to cultivate a core group of change agents. Managers and employees alike were urged to strengthen their sense of responsibility, boldly embrace challenges, and take calculated risks. 7. [Learning from Strengths, Making Up for Weaknesses, Carrying Forward the Legacy] Looking back, various reform initiatives have already been launched, and the company is steadily moving toward profound transformation. While we should celebrate our achievements, we must also acknowledge our shortcomings. In areas such as aligning reform philosophies, building leadership capacity, embedding the Advantage‑Driven concept internally, advancing R&D, and developing premium clients, there remain aspects that fall short of expectations, posing significant challenges. As the saying goes, “It takes more than one cold day to freeze three feet of ice; forging ahead requires perseverance and determination.” Throughout the transformation process, misunderstandings, lack of cooperation, and insufficient initiative may arise—demands that call for ample patience and confidence to overcome obstacles. The year 2019 is a pivotal moment for us to realize our dreams and set sail. Dear colleagues, let us, guided by Jinbang’s grand vision—to become the benchmark enterprise in China’s plastic sheet and film industry—march forward with unwavering resolve, broad foresight, and steady pragmatism, building an even brighter future for Jinbang!

2019

Strength-Based Talent Assessment

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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