On January 4th, marking the beginning of the new year, Mr. Ling Liangzhong, Secretary of the Party Committee and Chairman of the company, and General Manager Mr. Sun Renbin led separate teams for on-site inspection and supervision of the "6S Lean Management Special Improvement Campaign" across production lines and office areas. This company-wide, all-encompassing initiative to enhance on-site management inaugurated the new year's pursuit of excellence, quality improvement, and efficiency gains.

Walking into the various production workshops, one finds an orderly and organized environment. Materials, tools, and work-in-progress are neatly placed within designated yellow boundary lines with clear identification; aisles are unobstructed, and equipment is spotless. Mr. Ling Liangzhong paused beside the blowing-carding process at the Cotton Spinning Company, carefully reviewing equipment maintenance records and area organization. He emphasized that 6S management is not merely about cleaning but serves as the foundation for lean production—a systematic project aimed at eliminating waste, ensuring safety, and enhancing efficiency. The new year should bring a new atmosphere, he noted, and this "newness" should be reflected in a standardized, efficient, and safe on-site environment. He urged that "Sort, Set in order, Shine, Standardize, Sustain, and Safety" be genuinely integrated into daily routines, becoming the conscious action and professional habit of every employee.

Simultaneously, Mr. Sun Renbin led a team in conducting a meticulous inspection of the office areas. The review covered all aspects, from the classification and archiving of documents to the organized placement of desktop items, and from the maintenance of public facilities to details concerning energy conservation and environmental protection. He pointed out that a clean and orderly office environment not only improves mood but also enhances work efficiency and collaboration. Managers at all levels, he stressed, should take the lead in practicing 6S, internalizing its requirements and embodying them in their actions.

This inspection served as a crucial review of the results achieved since the launch of the company's "6S Lean Management Special Improvement Campaign" in July last year. Since its initiation, all subsidiaries have conducted benchmarking and rectification, cumulatively identifying and correcting over a hundred on-site non-compliance issues. Both the physical appearance of worksites and the spirit of the employees have been renewed.

Standing at the new starting point of 2026, Yueda Textile is forging ahead with a revitalized management atmosphere, consolidating its foundations, honing its internal strengths, and infusing robust "lean power" into its drive for high-quality development.