FGI Phase I Lean Safety Management Project Summary Conference Concludes Successfully

In March last year, we launched the Lean Operations Project. This project is a key initiative following the company’s Supply Chain (ISC) transformation started in 2023. It advances our efforts toward building a "Lean Supply Chain." Recently, FGI held a grand summary conference for Phase I of the Lean Operations Project at the headquarters. Consultant teams, company leaders, project core members, and employee representatives gathered together. They reviewed the project journey, witnessed improvement outcomes, and outlined a new blueprint for lean development.

"Change thinking modes, strengthen reform awareness, and enhance innovation drive"—the project team used the "Five Changes, Five Enhancements, Five Upgrades" as their action guideline for management transformation. Over nine months of dedicated effort and collaborative work, they progressed from process refinement to bottleneck breakthroughs. Data-driven business optimization helped turn the lean concept into visible, tangible results step by step. These efforts focused on "reducing cost, increasing efficiency, improving quality, and speeding up processes." They have injected strong momentum into boosting company efficiency.

The project focused on five key areas:

IE labor efficiency improvement, 5S site management, digital system construction, lean PMC operations, and safety system development.

1. IE Labor Efficiency Improvement: The team applied lean tools to deeply optimize core business processes. They removed redundant steps and clarified work sequences. Overall operational efficiency and per capita output increased significantly, exceeding set targets.

2. Site Management: The team optimized operations from five dimensions: sort, set in order, shine, standardize, and sustain. They established a routine maintenance mechanism combining "spot checks + regular inspections." The site environment improved noticeably, and on-site operational performance rose significantly.

3. Digital Empowerment: The project built digital management scenarios. It broke down multi-dimensional data barriers. Key business activities now benefit from real-time monitoring and efficient collaboration. Management response and decision-making efficiency improved greatly, laying a solid foundation for the company’s digital transformation.

4. Lean PMC Operations: The focus was on improving end-to-end delivery processes. The team enhanced coordination across the entire chain: order, planning, procurement, manufacturing, and warehousing. They reshaped relevant workflows. These steps systematically increased supply chain resilience and response speed, building a strong foundation for reliable delivery.

5. Lean Safety Strengthens Defense: The project integrated national standards with the company’s production reality. It established FGI’s standardized safety system. This shift moves safety management from "experience-driven" to "system-operated."

FGI will closely align with the company’s development strategy and business objectives. We will actively carry out the "Five Changes, Five Enhancements, Five Upgrades" initiative. Aiming for "digital intelligence," we will drive high-quality development and gradually move toward becoming an "industry-leading enterprise."