《丹纳赫模式》的价值不仅在于解构一家企业的传奇，更在于为中国企业提供一套"穿越周期的行动纲 领"。在不确定的时代，唯有倚赖战略的定力、对常识的坚持和文化的韧性，方能破浪前行。 作者：方洪波（美的集团董事长兼总裁） 02 不断延伸企业核心能力的辐射半径 01 中国企业穿越周期的行动纲领 美的集团自2004年开始学习国际先进企业的丰田生产系统(ToyotaProduction System),尝试在美的工厂推 进丰田生产系统精益改善活动，但效果一直不显著。十多年前，经高瓴资本引荐，我去美国拜访了丹纳 赫集团，对DBS（丹纳赫商业系统）有了更深入的认识。从那时起，我们开始系统地学习DBS,并聘请 了一家有DBS背景的咨询公司助力，培养精益人才。根据顾问建议，关的集团开始着手规划设计关的商 业系统（Midea Business System,MBS），设立了建立精益人才体系、打造方法论、实现工厂精益转型三 大目标。2015年底，MBS在家用空调工厂试点，2016年扩大到其他工厂，试点过程中逐步开展中高层 精益训练营，建立人才培养流程和标准，设计"改善周"模式，设定统一指标体系和精益成熟度评价标 准，效果显著。2017 ...

（来源：中曼石油） 大会明确了项目组织架构，成立专项推进组及五大执行小组，细化分工、责任到人；同步制定奖惩激励机制，设置团队奖与个人改善奖，配套精神激励， 重申工作纪律与责任追究要求，激发全员参与热情。 周克振在讲话中强调：当前行业竞争下，精益管理是企业降本增效、长远发展的关键，全体员工要转变思想、破除传统思维，坚持"先做精益、再搞数字 化"，各级管理者以身作则，聚焦价值创造，推动企业管理提质增效。 装备集团副总经理朱红亮为项目组颁发专项授权证书，各执行小组组长签订责任书，全体参会人员共同宣读《精益管理项目承诺书》，凝聚精益管理共 识。 12月3日上午，装备集团精益6S与目视化管理项目启动大会在上海临港基地召开，标志着公司迈入以精益管理驱动创新发展的新阶段。 装备集团总经理周克振、顾问公司总经理许鹏飞、项目推进小组成员及公司领导层、负责人参加会议。 装备集团总经理周克振、顾问公司总经理许鹏飞、项目推进小组成员及公司领导层、负责人参加会议。 大会明确了项目组织架构，成立专项推进组及五大执行小组，细化分工、责任到人；同步制定奖惩激励机制，设置团队奖与个人改善奖，配套精神激励， 重申工作纪律与责任追究要求，激发全员 ...

Core Viewpoint - The company has successfully implemented lean management practices to enhance operational efficiency and reduce costs, resulting in significant financial benefits and improved equipment maintenance [5]. Group 1: Operational Efficiency - The company repaired over 180 pieces of equipment in October, generating nearly 400,000 yuan in cumulative benefits, showcasing its proactive approach to operational challenges [1]. - A comprehensive hidden danger investigation mechanism has been established, allowing for proactive identification and resolution of equipment issues, thus ensuring stable operation and reducing maintenance costs [2]. Group 2: Cost Control - The company emphasizes a "tight budget" philosophy, implementing a lifelong tracking system for material usage to minimize waste and ensure accountability at every stage of material handling [3]. - A "clearing and inventory" initiative has been launched to assess and optimize the use of idle equipment and materials, enhancing resource allocation and reducing procurement costs [3]. Group 3: Resource Recycling - The company has developed a management approach for the recovery and utilization of waste materials, establishing standards and processes for effective resource recycling [4]. - In October, the repair shop successfully restored 113 pieces of equipment and revitalized 67 vehicles, generating approximately 332,400 yuan in benefits from waste material recovery alone [4].

Group 1: Company Performance - The company reported a positive performance in Q3 2025, with expectations to maintain this trend in Q4 2025 due to improved market conditions and proactive business strategies [2][3] - The main business segments are textile carding equipment and stainless steel decorative panels, with significant growth in the special steel wire and equipment manufacturing sectors [3][4] Group 2: Profitability and Margins - The comprehensive gross margin of the stainless steel decorative panel business is significantly lower than that of the textile carding equipment business, but it has maintained a substantial profit scale over the years [3] - The company aims to enhance the overall gross margin of the stainless steel decorative panel segment by developing new products and targeting high-end customer orders [3] Group 3: Capacity and Investment - The new special steel wire project is expected to bring an additional capacity of approximately 20,000 tons upon completion, which is currently in the equipment installation phase [3] - The equipment manufacturing business has shown strong growth and has achieved import substitution capabilities, driven by increasing demand in sectors like high-voltage transformers and electric vehicle motors [4][5] Group 4: Management and Strategy - The company is implementing lean management practices to optimize resource allocation and enhance customer satisfaction [5] - Future plans include pursuing mergers and acquisitions to extend the industrial chain and create new growth opportunities [6] Group 5: Financial Health and Shareholder Actions - The company has over 500 million in goodwill and conducts annual impairment tests; the decision on whether to trigger impairment will depend on evaluations by assessment agencies [7] - The original controlling shareholder has been reducing their stake based on personal financial needs and market conditions, which may impact the company's stock price [8]

Core Insights - The company focuses on external market lean management with goals of "project implementation, personnel performance, and training empowerment" [1] - The company has innovated communication methods and strengthened process control to enhance lean management levels [1] Group 1: Communication and Coordination - The company has adopted a "voice + video connection" remote supervision method to address the challenges of long distances and high offline communication costs in the Xinjiang region, effectively shortening the information transmission chain [1] - Key tasks such as problem diagnosis and difficulty discussions are integrated throughout the process to ensure precise and efficient remote supervision [1] Group 2: Performance Reporting and Experience Sharing - The company utilizes a "monthly reporting meeting" platform to include outstanding grassroots projects in special reports, promoting cross-regional experience sharing and collaborative problem-solving [1] - This approach ensures that project advancement is orderly and results are visible [1] Group 3: Data Verification and Management - The center implements a multi-faceted verification mechanism to ensure the authenticity of lean management data by cross-referencing real-time production system data, conducting random interviews with frontline employees, and comparing historical records [1] - This mechanism addresses issues of "data falsification" and "paper-based progress," making guidance more aligned with grassroots realities and focused on critical pain points [1] Group 4: Future Directions - The company plans to continue optimizing remote supervision processes and improving project reporting and communication mechanisms to deepen lean management at the grassroots level [2] - This initiative aims to support higher quality development of external market business through lean management empowerment [2]

Core Viewpoint - The company is focusing on cost reduction and efficiency improvement through innovative operational processes and management strategies, which enhance service levels for clients and optimize resource utilization [3][6]. Group 1: Operational Innovations - The company has implemented the "1+8" management model, allowing frontline teams to make real-time decisions based on actual conditions, which optimizes operational processes and reduces costs [3]. - The introduction of the "no flat car weighing" method and "curved arm crane flat car" technology has significantly reduced the number of flat cars needed, leading to a 90% decrease in time spent and a 50% reduction in vehicle fuel consumption [5]. - The company has increased the proportion of direct loading and unloading operations, which has led to a 15.2% year-on-year improvement in single-ship unloading efficiency and a 17.1% increase in single-machine unloading efficiency from January to October [3][6]. Group 2: Technological Advancements - The use of drones for inspections and real-time monitoring has improved train inspection efficiency by 25%, significantly reducing the time trains spend in the port [6]. - Regular technical skill competitions are held every two months to enhance employee skills, resulting in a 2.6% increase in operational efficiency for the crane team due to improved personnel skills [6]. Group 3: Overall Impact - The company's approach integrates cost reduction with service enhancement, creating a win-win situation where client cargo handling is faster and operational costs are lower [6]. - The focus on efficiency improvement is transforming into tangible performance gains, reflecting a shift from merely tracking costs to evaluating overall operational efficiency [6].

Core Viewpoint - Modern Health Technology (00919.HK) expects to report a profit of at least HKD 5 million for the six months ending September 30, 2025, compared to a loss of approximately HKD 16 million in the same period last year, primarily due to enhanced operational efficiency and reduced labor costs [1] Financial Performance - The company anticipates a significant turnaround from a loss of HKD 16 million to a profit of at least HKD 5 million [1] - The expected profit indicates a positive shift in financial performance, reflecting effective management strategies [1] Operational Efficiency - The improvement in profitability is attributed to the implementation of lean management practices, which have led to a reduction in labor costs [1]

Core Insights - The fourth quarter is a critical period for Shandong Energy New Materials Company to achieve annual targets, focusing on quality improvement and efficiency enhancement [1] Group 1: Key Projects and Developments - The Calcium-based New Materials Industrial Park has achieved a daily shipment volume exceeding 24,000 tons, setting a new historical record since its production began in December 2024 [2] - The industrial calcium stone processing line operates three lines simultaneously, providing strong momentum for East China Technology to meet its annual operational goals [2] - The first phase of the 100,000-ton nano-calcium carbonate project is underway, which will be the largest production line of its kind in Shandong Province, marking a shift from traditional cement production to a high-end calcium-based industry [2] - The perovskite solar cell project has established the first 100-megawatt pilot production line north of the Yangtze River, achieving a conversion efficiency that ranks among the industry leaders [2] Group 2: Sales and Market Expansion - Shandong Fiberglass is actively expanding its market share in the fiberglass industry, with product sales increasing by 29% compared to the same period last year [3] - The company is focusing on thermoplastic yarn products as a breakthrough for sales growth in the fourth quarter, implementing tailored strategies for different customers and products [3] - Dongchen Ruishen is optimizing product performance and expanding sales channels to ensure its annual sales target of over 10,000 tons is met [3] Group 3: Lean Management and Efficiency Improvements - Qixiang Tengda has improved storage utilization by approximately 40% through comprehensive implementation of lean management, generating an economic benefit of 3 million yuan from modular cost management [4] - The company has optimized production processes and strengthened cost control, resulting in monthly savings of about 1.3 million yuan through raw material substitution [4] - Fangda New Materials has restructured its production lines, reducing material turnover paths by 62% and improving overall equipment efficiency by 28% [4]

Stryker 2025 Investor Day Summary Company Overview - **Company**: Stryker Corporation (NYSE: SYK) - **Event**: 2025 Investor Day held on November 13, 2025 Key Industry Insights - **Market Outlook**: Stryker has updated its market outlook, including Total Addressable Market (TAM) for various business units, which will be available on their website post-event [3][2] - **Growth Strategy**: The company is focused on growth through innovation, operational excellence, and strategic acquisitions [2][6] Core Company Strategies - **Mission and Values**: Stryker emphasizes delivering value and solving customer problems, impacting 150 million patients annually [4][4] - **Innovation Focus**: The company has added digital solutions to its innovation strategy, reflecting recent acquisitions and advancements in technology [5][5] - **Operational Excellence**: Stryker has redefined its focus from financial performance to operational excellence, aiming for 200 basis points of margin expansion despite challenges like tariffs [6][6] Business Units and Specialization - **Decentralized Structure**: Stryker operates with 22 business units, each with high autonomy and accountability, fostering a culture of execution and performance [10][10] - **New Business Unit**: Introduction of SmartCare under medical, focusing on specialized healthcare IT solutions [9][9] Financial Performance - **Growth Metrics**: Stryker has achieved a 10% compound annual growth rate since 2020 and a 12.8% growth in earnings per share, outperforming the market by 400 basis points [16][17] - **Market Share**: The company maintains strong market shares, often exceeding 50% in key categories [21][21] Innovation and Product Development - **Power Brands**: Stryker's power brands, such as MAKO and Triathlon, are central to its strategy, with continuous innovation driving customer loyalty and market leadership [41][54] - **MAKO Technology**: The MAKO platform has expanded to include spine applications and is set to enter the handheld robotics segment [55][58] M&A Strategy - **Acquisition Focus**: Stryker has completed over 60 acquisitions in the last decade, with a continued emphasis on strengthening core businesses and exploring attractive adjacencies [60][62] - **Integration Capabilities**: The company has developed robust integration resources to ensure smooth transitions post-acquisition [64][64] Customer-Centric Approach - **Customer Solutions**: Stryker has established a Customer Solutions division to enhance service delivery and meet evolving customer needs, particularly in outpatient surgery centers [25][33] - **Sales and Service Support**: The company emphasizes the importance of well-trained sales professionals who build trust and provide tailored solutions to customers [35][35] Conclusion - **Position of Strength**: Stryker is well-positioned for future growth, leveraging its innovative culture, strong market presence, and strategic M&A activities to enhance its offerings and customer satisfaction [21][21]

Core Insights - The company has successfully implemented a self-repair initiative for mining equipment, saving significant external maintenance costs and enhancing technical skills among employees [1][2][5]. Group 1: Cost Savings and Efficiency - In October, the company repaired one coal mining machine independently, saving 150,000 yuan in external maintenance costs [1]. - By September 2025, the company had completed over 30 self-repairs on various equipment, saving more than 800,000 yuan in external maintenance fees and 317,000 yuan through in-house processing of non-standard parts [5]. - From January to August 2025, the equipment maintenance costs decreased by over 4 million yuan compared to the same period last year, representing a 77% reduction [9]. Group 2: Management and Accountability - The company has established a management approach that includes a differentiated maintenance cost assessment based on the 2024 data and 2025 plans, tailored for various operational units [6]. - A dual incentive mechanism has been introduced, where excess maintenance costs are deducted from monthly wages, while savings are rewarded proportionally, promoting a culture of cost awareness among employees [8]. - The company has implemented strict controls on idle equipment and materials, achieving over 90% utilization of underground idle equipment and a 100% completion rate for surface equipment organization [10]. Group 3: Continuous Improvement and Cultural Shift - The company emphasizes the importance of developing habits of frugality and resourcefulness among employees, with significant reductions in the issuance of equipment parts and office supplies [12]. - The management aims to integrate lean principles into every operational aspect, fostering a culture where cost savings are perceived as profit, thereby driving sustainable growth [12].