Shandong Company is stepping up its efforts to sprint through June and prepare for the mid-year performance review.
Release Date:
2016-06-17 12:53
Shandong Company is stepping up its efforts to sprint through June and prepare for the mid-year performance review.
Since the beginning of this year, the global economy has remained sluggish, and the domestic economy is still grappling with the pains of structural adjustment and industrial transformation. Declining external demand and single-digit growth in domestic fixed‑asset investment have created an increasingly challenging environment for the steel‑structure industry. In the first quarter, despite our vigorous efforts at Shandong Yuegong Company, actual sales performance fell far short of the planned targets, resulting in a weak start that has further weighed on team morale and heightened the difficulty of achieving our annual goals.
What should we do when performance metrics decline? It is imperative that the confidence of our managers and employees does not falter as a result. To address this, the company convened a first-quarter review and analysis meeting, with senior leadership taking the lead and all mid‑level and above managers in attendance. Participants engaged in self‑reflection, assessing their individual contributions, drive, sense of responsibility, execution capabilities, and spirit of accountability. This exercise further aligned thinking and forged a shared understanding: while we can afford to lose on a particular issue or occasion, we must rebuild confidence and move beyond merely “doing our best.” Going forward, we must make “going all out” the norm in our work.
Since the start of the second quarter, as the company has continued to deepen its company-wide marketing philosophy—unifying and motivating all departments, transforming manufacturing into a service‑oriented business, consistently elevating customer service, nurturing existing clients while acquiring new ones, and pioneering new lines of business—the company has enjoyed a string of successes in both production output and contract signings. By early June, the company had secured projects with Wolong Electric’s Nanyang Explosion‑Proof Group, Jingong Steel Structure’s Tianjin Health Industry Park sports facility, Zhejiang Dechuang Environmental Protection’s Fushun Power Plant, Guodian Jilin Jiangnan Combined Heat and Power, China Construction Steel Structure’s CR Land Mixc, and Weiqiao Binzhou Beihai Huihong New Materials, among others. Cumulative component‑fabrication orders have reached 6,000 tons, with additional contracts soon to be signed for the Shanshui Jiaxiang project, the Shanshui Anqiu project, the Aohai Carbon Calcination Workshop, and the Weiqiao Zouping Power Plant, signaling strong momentum in business development.
In the processing business, urgency is always a priority. With multiple projects progressing in parallel and production running at full capacity, the company convened a special production coordination meeting on the afternoon of June 4. General Manager Luo Yinchang emphasized that, while each department—marketing, engineering, procurement, and manufacturing—should fulfill its own responsibilities, they must also unite and collaborate closely to advance order schedules as much as possible. At the same time, the marketing team was instructed to further strengthen communication and engagement with customers, ensuring timely fulfillment of every order and contract and delivering exceptional customer service.
Meanwhile, to keep the drawing schedule on track, Song Xiyuan, the company’s assistant general manager in charge of technology, voluntarily canceled his return ticket twice and postponed his vacation. Leading by example, he spearheaded the technical department’s overtime efforts, while team members willingly sacrificed their weekend breaks—some even stayed at the office over the Dragon Boat Festival to refine the drawings. In particular, for the Wolong project, which comprises four individual structures, the optimized designs still failed to reach consensus on certain details, further complicating the refinement process. The technical team patiently undertook repeated adjustments without complaint.
The Manufacturing Department and the Quality Control Department proactively adjusted their work schedules to operate from 7:00 a.m. to 7:00 p.m., with each employee working 10.5 hours per day. By strengthening production scheduling, they ensured that multiple projects progressed in parallel, enabling them to meet customer‑driven delivery deadlines while maintaining orderly operations. The Manufacturing Department also flexibly revised its compensation and incentive structure, broadened its recruitment efforts, and worked diligently to boost production efficiency. At the same time, it reinforced safety and quality management, upholding the principle: “No matter how busy production gets, safety must never be neglected; no matter how demanding the workload, quality must remain uncompromised.”
With multiple orders being processed simultaneously, the workshop requires large quantities of raw materials within a short timeframe. Given the wide variety of steel plate and structural‑profile specifications, ensuring a steady supply presents significant challenges. Supply‑chain staff must conduct extensive price inquiries and bid negotiations for each procurement plan, often sacrificing their lunch breaks to follow up on quotes and expedite deliveries—sometimes making so many calls that their voices grow hoarse—and placing orders in line with prevailing price trends. In addition, the supply department coordinates logistics and transportation for fabricated components, striving to deliver the final, decisive push at the last moment.
During the order fulfillment process, the marketing company’s relevant business leaders maintained proactive communication with customers, ensuring meticulous execution across all stages—including contract negotiations, payment collection, shipment scheduling, and progress coordination—while diligently negotiating to achieve customer satisfaction and foster strong, lasting client relationships.
During periods of heavy production demand, the company expresses its satisfaction and gratitude for the hard work and collaborative spirit demonstrated by all departments.
However, to secure a steady stream of orders—and even more—simply resting on past achievements won’t cut it. We can’t afford to bask in current successes and stagnate. The marketing team must delve deeper into existing client relationships while actively pursuing new prospects. At the marketing meeting held on the morning of June 11, the company leveraged multimedia tools to conduct case-by-case analyses of each marketer’s client‑tracking data, exploring feasibility and practical strategies to win new business. Company leadership provided feedback and guidance on each team member’s performance reviews and future plans, helping to reinforce a professional mindset and ensure consistent, disciplined practices. General Manager Luo urged the marketing team to strengthen team building and operational management, boost overall effectiveness, and overcome attitudes of passive waiting and fear of challenges. He emphasized the importance of taking proactive steps, reaching out to clients, and expanding their outreach. “Focus on sales during peak season and on market development during the off‑season,” he said. “The tougher the broader industry environment—and the more competitors remain complacent—the greater the opportunity to capture new clients and secure orders.” Furthermore, General Manager Luo highlighted that, to better motivate the marketing team, the company plans to adopt a semi‑annual rotation system for managerial appointments, selecting top talent to create a flexible and agile staffing framework that supports stronger team cohesion. This meeting energized every marketer, lifting spirits and injecting a powerful impetus into the next phase of our marketing efforts.
Recently, at Shandong Yuegong, the entire workforce—up and down, inside and out—has been working with intense focus and a brisk production pace. To ensure the smooth fulfillment of order schedules, departments have engaged in proactive communication and coordinated efforts, fostering a spirit of unity that has generated a powerful wave of positive energy. This energy is dispelling the gloom brought on by the broader economic environment, while the clear, efficient, and upright atmosphere it creates continues to inspire every member of the Yuegong team.
Related News
Copyright © Yuegong Holding Group Co., Ltd.Website Development: China Enterprise Dynamics Shaoxing