Recently, DEAR Air Separation convened a mid-to-senior-level strategic seminar. Centering on the core objective of "expanding revenue and reducing costs," the meeting focused on technological innovation and enhancing management efficiency. It proposed creating higher value-added products and services for customers through systematic cost-reduction and efficiency-enhancement measures.
The meeting clarified that, using process optimization, cost control, and intelligent upgrades as key drivers while simultaneously exploring new business areas, a new framework for the company's high-quality development would be established. Department managers in attendance proposed multiple specific action plans based on their operational realities:
* **Process Re-engineering to Enhance Efficiency**: Taking the workshop welding process as an example, optimizing the workflow (stationary welding, proximity material placement) can significantly boost efficiency and reduce non-value-added time costs.
* **Refined Cost Control**: Establishing a "project input-output ratio" evaluation mechanism to prioritize resource allocation for high-return businesses and eliminate inefficient expenditures.
* **Position Optimization to Uncover Potential**: Implementing a "multi-skilled roles" plan to maximize human resource effectiveness through skills training and cross-departmental collaboration.
* **AI Empowerment to Drive Upgrades**: Introducing AI tools across scenarios such as finance and design to enable rapid, batch generation of financial reports and Air Separation schematic diagrams.
Clear tasks were set for expanding revenue, focusing on three major growth pillars to strengthen the coordinated development of intelligent retrofits, international trade, and the new energy business segments. For international trade, the company plans to leverage its first-mover advantage in the Indonesian market to accelerate its Southeast Asian market layout. In the new energy sector, it aims to seize national strategic opportunities in hydrogen energy to speed up related R&D and commercial application.
Regarding talent standards, the company introduced a "versatile elite" development plan. It requires managers to possess cross-disciplinary capabilities of "expertise in one area, proficiency in many" and a proactive learning mindset, aiming to build the organization's core competitiveness through knowledge sharing and skills iteration.
Maximizing customer value is the starting point. DEAR Air Separation is now committed to providing more competitive Air Separation solutions for global customers through more efficient resource allocation and more agile innovation capabilities, driving a leap in customer value with lean management.
