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"Three Transformation and One Stability", Establishing the highest quality standard for Shinning

The management goal of Shinning is "Three Transformation and One Stability", which refers to the IT management, personnelspecialization ,product automation, and relative stability of the workforce. Through this approach, enhance operational management level and market competitiveness of enterprise.

The overall development goal of Shinning that base on communication connection products manufacturing and adhere to the strategy of specialization, market orientation, and scale. which fully leverages company’s technological advantage, management advantage, and brand advantage, sticking to the research and development concept of "unique, distinctive, and innovative". Shinning develops high-performance, high value-added products, continuously improves and optimizes product quality, gradually increases market share, and achieves scale management advantage.

Shinning on the basis of continuously improving its research and development capabilities and controlling costs, ensures the provision of high-quality products and services. promoting the informatization of R&D, production, procurement, and sales processes, gradually implements digital management effectively, and integrates equipment, computer networks, and human intelligence into various stages of production. This greatly improves manufacturing efficiency, enhances product quality, reduces costs and resource consumption, and brings production to a new stage of intelligence. At the same time, Shinning designs and considers personnel specialization and talent pipeline from the perspective of matching company's talent structure with the industrial structure, and strengthens the management of key positions.

Therefore, in the continuous improvement process of Lean Production concept, we implement "Three Transformation and One Stability" to establish the highest quality standard for Shinning.

Digital Management:

Digital management refers to the use of technology such as computers, communication, and networks to quantify management objects and behaviors through statistical techniques. It encompasses activities and methods in functions such as research and development, planning, organization, production, coordination, sales, service, and innovation. Data management corresponds to content management, competitive analysis, knowledge management, business intelligence, and data warehousing. It involves weighing the benefits and costs, integrating information from various business subsystems, and achieving effective data management.

Intelligent Production Operations:

Intelligent manufacturing is the development goal of the manufacturing industry. "Made in China 2025" proposes three stages of intelligent manufacturing: digitization, networking, and intelligence. The foundation of intelligence is digitization; we first need to digitally transform products, production processes, and management. Based on this, we establish communication networks between different equipment, between equipment and products, and between equipment and personnel ultimately achieve network integration. Intelligent production operations can be achieved only when digitization and networking both have been realized .

Personnel Specialization and Talent Pooling:

Personnel are important resources for a company, and the higher their knowledge level and specialized abilities, the stronger the overall strength and value realization capability of the company. We need to identify key positions, especially those that impact product quality, and establish knowledge and competency standards and requirements for personnel in these positions based on the "high-quality" requirements. We should also form a baseline for implementing "personnel specialization" in key positions and establish a talent pool with continuous improvement.

Stability of Personnel in key positions:

Key positions play an important role in the survival and development of a company in terms of operations, management, technology, and production. They are closely related to the achievement of strategic goals, bear significant responsibilities, and acquire key skills necessary for corporate development. and are pivotal in the operational activities of the company.

Compared to other positions, key positions have the following characteristics: heavy responsibilities, complex job contents, control over multiple resources, high qualification requirements, fewer in number, and a high contribution rate to the company's operational and strategic goals. Key positions are directly linked to a series of activities that directly contribute to achieving organizational objectives and can be directly tied to job outcomes.By establishing a framework model for identifying and matching core talents and key positions, we ensure that talents are matched with positions and achieve a comprehensive evaluation framework that closely links talent and position evaluations with enterprise goals, thereby improving management efficiency.