（来源：宝钛启明星） 编 者 按 时序轮转，新篇待著。2025年，集团围绕"1345"发展行动纲领，直面多重挑战，在产业提升、科技创新、市场开拓、管理提升等方面取得了新成效、新气 象。值此开局起步之际，"宝钛启明星"特开设《回望2025》专栏，全面展示各单位攻坚实绩，凝聚奋进力量，为集团实现"十五五"良好开局蓄势赋能。 立足"十四五"规划收官与"十五五"谋篇布局的关键阶段，2025年，管材厂紧扣集团"1345"发展行动纲领，以"强创新、促质量、提效率、保交期"为核心， 在生产经营、技术创新、精益管理等领域克难创新，各项工作呈现稳中有进、质效双升的良好态势。 生产攻坚显担当 交付保障提质效 面对市场波动与重点任务集中的双重挑战，管材厂精准调配资源，构建"专项小组+专人调度"全流程管控机制，重点合同准时交付率达91%，生产计划完 成率达242.75%，其中某重点合同历经一年攻坚如期交付，67件壳体合同在20天内高效履约，并形成可复制的重点项目管理经验。外贸市场方面，小规格 管材交付周期稳定在3个月内，大规格产品压缩至2个月内，准时率100%且实现客户零投诉。同时，管材厂持续优化产能布局，小规格管材占比逐渐增 多； ...

在企业管理咨询领域，深圳市桑尔企业管理顾问股份有限公司（原3A公司）凭借其深厚的行业积淀、专业的顾问团队和卓越的实践成果，成为众多企业 实现精益转型的**合作伙伴。作为一家以精益管理为核心驱动力的专业机构，公司始终以"推动中国制造向中国创造升级"为使命，通过理论创新与实践落 地相结合的方式，助力数千家企业实现效益提升与可持续发展。 企业概况：深耕精益管理二十余载 深圳市桑尔企业管理顾问股份有限公司自成立以来，始终聚焦于精益管理领域的研究与实践，形成了一套覆盖企业全价值链的解决方案体系。公司以"精 益造物育人机制"为核心理论框架，构建了包含精益战略、精益生产、精益TPM、人力资源管理、精益研发、精益营销、数字化工厂规划等在内的七大核 心业务板块。截至目前，公司已累计服务客户超3000家，覆盖钢铁、汽车、家具、化工、纺织、电子电器、装备制造等20余个行业，客户满意度持续保持 在95%以上。 核心产品与服务：全价值链精益解决方案 公司以"3A精益造物育人机制"为理论基础，开发了三大原创理论体系： 在具体服务方面，公司提供从培训到咨询的一站式服务： 行业影响力：持续引领精益管理创新 公司的发展历程中，多个里程碑事件彰 ...

Core Viewpoint - During the "14th Five-Year Plan" period, Dalian Jinzhong Machinery Group Co., Ltd. has undergone a significant transformation and achieved remarkable growth, transitioning from traditional manufacturing to intelligent manufacturing and lean production, contributing to the high-end equipment development in China's petrochemical industry [1][9]. Group 1: Restructuring and Development - Dalian Jinzhong faced multiple challenges such as institutional rigidity and financial strain at the beginning of the "14th Five-Year Plan" [3]. - In May 2022, the Dalian Municipal Government restructured Dalian Jinzhong, injecting new development momentum into the company [3]. - The restructuring led to optimized asset structure, reduced financial risks, and improved operational efficiency through various management reforms [4]. Group 2: Production Capacity and Technological Advancements - The company upgraded its production capacity, with the new high-end petrochemical equipment intelligent manufacturing base starting operations in October 2023, increasing annual capacity from 40,000 tons to 100,000 tons [4]. - Dalian Jinzhong invested nearly 100 million yuan in automation equipment, achieving over 30% automation and an 80% manufacturing automation level [5]. - The production efficiency improved by over 30% compared to the end of the "13th Five-Year Plan," with a production line balance rate of 93% [5]. Group 3: Market Expansion and Business Model Transformation - The company expanded its market layout and optimized its business structure, maintaining a leading position in traditional sectors while entering high-end equipment markets [5][6]. - Dalian Jinzhong transitioned from a single "selling machines" model to providing integrated solutions and services, significantly enhancing customer satisfaction [6]. Group 4: Financial Performance and Growth Metrics - Since the restructuring, Dalian Jinzhong's revenue, new orders, and profit levels have significantly increased, with a cumulative revenue growth of 119% from 2022 to 2024 [9]. - The company achieved a profit increase of 240 million yuan, with a net profit growth of 167 million yuan, surpassing industry averages [9]. Group 5: Technological Innovation and R&D - Dalian Jinzhong has maintained a research and development investment intensity of 6% over the past three years, establishing a diversified innovation system [16]. - The company has developed 39 new technologies and products, including a million-ton methanol synthesis reactor and high-pressure hydrogen storage equipment, contributing to various high-end applications [17]. - Dalian Jinzhong's innovations have led to significant breakthroughs in manufacturing processes, enhancing product quality and production efficiency [17]. Group 6: Future Outlook - Looking ahead to the "15th Five-Year Plan," Dalian Jinzhong plans to continue leveraging group resources to implement innovation-driven strategies and enhance its position in the high-end equipment manufacturing sector [23].

Core Insights - The company is focusing on enhancing its lean management practices through a comprehensive supervision mechanism to ensure sustainable high-quality development [1][2] Group 1: Lean Management Implementation - The company has established a special supervision team to ensure high-quality completion of lean management projects, utilizing methods such as on-site research, discussions, document reviews, and data verification [1] - A problem-oriented and goal-oriented approach is adopted, emphasizing the authenticity and completeness of project data, with a full traceability process from data collection to effect verification [1] Group 2: Process Control and Improvement - Process control is identified as a key aspect of the supervision work, allowing timely intervention for projects that are lagging behind schedule to ensure orderly progress [2] - The company promotes a culture of systematic thinking and continuous improvement among grassroots units through regular experience exchange meetings, fostering a platform for mutual learning [2] Group 3: Results Application and Evaluation - A robust operational mechanism is established to track and evaluate the application of lean management results, ensuring that innovative practices are effectively implemented [2] - For projects requiring extensions due to objective reasons, a strict approval and tracking mechanism is in place to ensure proper follow-up [2] - Successful experiences and typical practices from recent lean management efforts have been summarized, resulting in replicable and promotable management innovations, such as the practice of improving drill rod inspection and maintenance efficiency, which has been applied across the center [2]

Core Insights - Excellence in operations is a systematic approach aimed at significantly enhancing operational efficiency, reducing costs, increasing competitiveness, and improving customer satisfaction Group 1: Operational Goals - Companies need to clearly define their operational goals, which should be closely aligned with the overall business strategy, such as improving production efficiency, shortening delivery times, reducing inventory backlog, and enhancing product quality [1] Group 2: Process Optimization - Process optimization involves simplifying, standardizing, and automating processes using methods like lean management and Six Sigma to eliminate waste and enhance efficiency [1][3] Group 3: Advanced Management Systems - Implementation of ERP (Enterprise Resource Planning) systems integrates resources across departments, automating and coordinating business processes to improve management efficiency - CRM (Customer Relationship Management) systems enhance customer information management, optimizing sales and service processes to boost customer satisfaction - SCM (Supply Chain Management) systems optimize supplier management, inventory management, and logistics to ensure efficient supply chain operations [3] Group 4: Data-Driven Decision Making - Establishing a data collection and analysis system to gather key operational data such as production efficiency, costs, quality, and customer satisfaction - Utilizing data analysis tools like BI (Business Intelligence) systems to deeply mine and analyze data, uncovering patterns and issues in operations - Making decisions based on data analysis results to formulate and adjust operational strategies for precise decision-making [3] Group 5: Continuous Improvement and Innovation - Establishing a mechanism for continuous improvement that encourages employee suggestions and regular reviews of operational processes for ongoing optimization - Focusing on industry dynamics and technological trends to introduce new technologies and methods, driving innovation in operational models [5] Group 6: Cultivating an Excellence in Operations Culture - Emphasizing teamwork and communication by establishing cross-departmental collaboration mechanisms to ensure smooth information flow and enhance overall operational efficiency - Advocating a customer-centric approach by prioritizing customer needs and continuously improving product and service quality to enhance customer experience - Strengthening employee training and incentives to enhance professional skills and motivation, fostering employee engagement and creativity [5]

2 0 2 6 新年快乐，万事胜意 讲故事是CEO最核心的能力之一。在美国医疗行业，CEO的年度致辞往往是每年医院公共关系中最重要的一个环节，梅奥、克利夫兰、霍普金斯、麻总等 等都是如此。 我在此转帖克利夫兰CEO汤姆·米哈尔杰维奇博士的《2025年致辞》（State of the Clinic 2025）。（发表于2025年1月）看他如何将年度致辞作为一场增强 内部凝聚力、展示行业领导力、巩固社会公信力的战略传播活动。让我们思考从中获得哪些启发。 一、拆解致辞的叙事结构 开篇他先是通过重新定义身份，将83,000名员工统一称为"照护者（Caregivers）"，而非简单的雇员，以此在宏观经济压力和劳动力短缺的大背景下，不仅 确立了职业的神圣感，更为后续要求团队共克时艰奠定了心理基调 。 在进入沉重的财务话题之前，CEO花费了大量篇幅讲述了一个极具张力的内部故事：一位新生儿重症监护室（NICU）的护士突发心脏病，被心脏科的同 事救回一命，康复后她又回到岗位，恰巧照顾了那位救命恩人的早产孙女 。这个故事是一种高明的管理策略。它打破了"医护"与"患者"的二元对立，向 全员传递了一个潜台词：我们提供的医疗标准必须是 ...

Core Insights - The Bohai Drilling Company has achieved a significant milestone by surpassing a cumulative drilling depth of 20,000 meters in 2023, particularly in complex geological areas [1][2]. Group 1: Drilling Achievements - The 40617 drilling team successfully drilled the Guan 37-19 well to a depth of 2012 meters, contributing to the overall achievement of over 20,000 meters this year [1]. - The team has drilled in challenging areas such as the Oil Production Plant No. 6 and No. 3, as well as geothermal wells in North China, facing issues like loss circulation and collapse [1][2]. Group 2: Technical Innovations - The team developed a replicable technical management model to address complex geological challenges, implementing a tailored drilling strategy for each well [2]. - The use of new PDC drill bits and efficient screw tools has led to a 15% increase in mechanical drilling speed [2]. Group 3: Safety and Risk Management - The team achieved a "zero accident, zero hazard" goal through a comprehensive safety management approach, emphasizing full responsibility, standardized inspections, and practical training [2]. - A closed-loop management mechanism was established to ensure safety controls throughout the drilling process [2]. Group 4: Collaborative Production Mechanism - The team adopted a "modular division of labor and cross-collaboration" approach to optimize equipment utilization and work efficiency [3]. - Strong collaboration with external parties, including geological and mud service units, was emphasized to ensure seamless operations [3]. Group 5: Market Expansion and Revenue Growth - The Bohai Drilling Company is transitioning from service-oriented operations to self-reliant, high-quality development, aiming for significant revenue growth by 2025 [4]. - The company has introduced a comprehensive service model in the coalbed methane market, enhancing geological guidance and engineering efficiency, resulting in a 32% improvement in drilling time [5]. Group 6: Equipment and Technology Upgrades - The company has shifted its product development focus to address on-site challenges, leading to the creation of advanced monitoring equipment for well control [7]. - The introduction of intelligent monitoring systems has significantly improved safety and operational efficiency across various regions [7]. Group 7: Lean Management Initiatives - The company has launched a "Lean Management Deepening Year" initiative to enhance efficiency and reduce costs amid market challenges [8]. - Internal restructuring and market expansion efforts have led to a 35% increase in revenue from new technology services [8].

12月20日，随着轻芳烃分离塔精准落位，标志着中石化起运公司九江芳烃项目首台大型设备吊装运输任 务圆满完成。 石化起运公司项目团队秉持"安全为基、质量为魂、进度为要"的管控理念，通过深度政企联动与高效协 同，确保每个环节的顺利衔接。多轮方案推演与资源动态调配优化了配置，有效应对了穿越城区、协调 跨部门、集约化施工等挑战，最终实现了零差错的完美吊装。 此次千吨级吊装的成功，不仅是项目建设中的重要里程碑，更为后续工程建设奠定了基础。石化起运公 司项目团队将继续以此为新起点，深化技术创新和精益管理，确保在未来建设中再创新高，打造经得起 时间考验的精品工程。 (中国化工报曲照贵 通讯员杨甜甜 王煜博） 12月20日，上午9点17分，随着指令准时下达，石化起运公司4000吨级履带式起重机与1000吨溜尾吊车 协同作业，精准起吊设备，整个过程的起升、回转、定位等环节均精准可控。近百米高的塔体稳稳竖 立，宛如一座巍峨雕塑，展现了工业美学与工程技术的完美结合。 此次吊装成功，是前期策划、各方协同和技术攻关成果的集中体现。项目团队创新采用"江海联运+整 体倒运+整体吊装"模式，通过水路衔接高效运抵设备，大幅提升了作业效率与安全 ...

Group 1 - Yangzhou Zuming has successfully completed the first phase of its lean management project, achieving significant improvements in production efficiency, site management optimization, and cost control [1] - The collaboration with Huahao Management has been recognized, with Yangzhou Zuming awarding them the title of "Lean Management Practical Expert" to commemorate their contributions [1][9] - The project aims to enhance Yangzhou Zuming's core competitiveness and address operational challenges through tailored lean management solutions [3] Group 2 - Yangzhou Zuming adheres to a development philosophy of "quality first, innovation-driven," positioning itself as a benchmark enterprise in the soybean product industry [3] - The project involved a comprehensive diagnostic assessment of production processes, site control, and personnel efficiency, leading to a customized implementation plan for lean management [3] - The successful completion of the first phase marks a promising start for the partnership, with expectations for continued improvement and growth in the soybean product sector [15]

Core Viewpoint - The "involution" competition is a bottleneck restricting the high-quality development of China's economy, particularly in the petroleum and chemical industry. Addressing this issue is urgent, and five strategies are proposed to break free from "involution" and explore new opportunities [1]. Group 1: Technological Innovation - Companies should increase R&D investment to target high-end specialty chemicals and new materials, shifting from general plastics to high-performance engineering plastics and specialty rubbers. This transition aims to establish technological barriers and gain pricing power in niche markets, thus avoiding price wars [1]. Group 2: Green and Intelligent Production - Embracing green transformation is essential, with a focus on developing bio-based materials and utilizing carbon resources to reduce energy and material consumption. Additionally, companies should leverage industrial internet and AI technologies to enhance production efficiency and create a dynamic competitive advantage through intelligent and flexible manufacturing [1]. Group 3: Market Demand Orientation - Companies need to move away from a "big and complete" mindset and focus on niche markets driven by the rapid development of downstream strategic emerging industries like new energy and biomedicine. By becoming indispensable "supporting experts" or "invisible champions" in specific fields, companies can effectively avoid homogenized competition and achieve high value-added growth [2]. Group 4: Open Cooperation - To overcome "involution," companies should strengthen open cooperation. Leading firms can create innovation alliances to promote collaborative development with upstream and downstream SMEs, thus avoiding disorderly competition. Industry associations should guide the establishment of group standards to regulate market order, while companies should adopt a global perspective to engage in international competition and resource allocation [2]. Group 5: Lean Management - Companies should deepen lean management practices to solidify cost advantages through excellent operations. Establishing a value creation-oriented incentive and evaluation system can stimulate the potential of all employees, fundamentally avoiding internal consumption and focusing resources on value creation [2]. Conclusion - Breaking free from "involution" is a long-term endeavor. Companies must commit to both internal and external improvements, decisively steering towards a "blue ocean" based on technological innovation and value creation to eliminate this developmental obstacle and write a new chapter in high-quality development for the future [2].