Xiangyu Salt & Chemical Holds a Meeting to Promote Extreme Cost Reduction Through Lean Management

In the afternoon of August 6, the meeting on promoting extreme cost reduction through lean management at Xiangyu Salt & Chemical was held in the third-floor conference room. The meeting was chaired by Cai Zhenglin, Director of the Lean Promotion Office. Peng Jianqiang, Deputy Secretary of the Party Committee, General Manager, and Chief Engineer of the company, along with representatives from relevant functional departments and heads of various business divisions, attended the meeting.

At the meeting, the Technology Planning Department reported on the progress of ongoing cost-reduction and efficiency-enhancement technical renovation projects slated for completion in 2025. The Lean Promotion Office presented updates on lean improvement initiatives and employee-led proposal submissions. In accordance with the list of extreme cost-reduction and efficiency-enhancement tasks for the first half of the year, each department reported on its progress, actual results, and any coordination issues encountered. The meeting clarified the key milestones for all unfinished projects and approved two new projects aimed at further cost reduction and efficiency enhancement. Based on the meeting’s outcomes, the Lean Promotion Office updated the list of extreme cost-reduction and efficiency-enhancement tasks and assumed responsibility for monitoring their implementation.
At the conclusion of the meeting, Peng Jianqiang emphasized three key points: First, attach great importance to lean management and strive for maximum cost reduction. Department heads must personally oversee and coordinate the implementation, ensuring that all projects meet the required targets by 2025. Second, conduct practical benchmarking and improvement efforts. Each business unit should comprehensively benchmark against industry leaders such as Jindadi, learning from their best practices through external study and exchanges. By thoroughly analyzing gaps in energy consumption, resource utilization, and equipment performance, we can develop targeted and feasible solutions using lean methodologies. Third, start planning early for the 2026 maximum cost-reduction initiatives. Maximum cost reduction is an ongoing process that builds on daily management practices, further exploring and tapping into untapped potential. This includes small-scale improvements, operational optimizations, efficiency enhancements, and other related areas. All departments should harness the collective wisdom of every employee. The production system should focus on process optimization and equipment upgrades to achieve energy savings and reduce consumption; the supply department should concentrate on improving material quality and lowering prices to reduce procurement costs; and the sales and logistics teams should strengthen coordinated management to control logistics expenses effectively.