On October 26, 2026, Huanyu Hi-Tech held the grand kick-off meeting for the Continuous Improvement (CI) initiative. Wang Chu, General Manager of the company, Qiu Jisuo, Deputy General Manager of Operations, Julia Wang, CI Lead of CPC Division, Asia Pacific, Eaton Electric Group, together with all members of the CI Committee and employee representatives from various departments, gathered to launch a company-wide, all-staff continuous improvement campaign.
SMART ELECTRIC BETTER LIFE Review | Improvements Add Up to Remarkable Achievements
At the start of the meeting, participants reviewed the improvement achievements of the past year: 6 sessions of lean tool training were held throughout the year, 4 VSM value stream mapping projects and 3 LTL team improvement projects were implemented. A total of 63 improvement opportunities were identified via executive Gemba Walks, and nearly 600 employee suggestions were collected with a participation rate of 90%. These figures reflect tangible progress: the changeover time for Line B was cut from 28 minutes to 8 minutes, a reduction of more than 70%; the line balance rate of Line SK03 rose to 96%. Cost reduction and efficiency gains were achieved notably. One employee obtained Eaton LPT certification and three acquired LTL lean talent certification. Continuous improvement has evolved from scattered trials into replicable organizational experience.
SMART ELECTRIC BETTER LIFE Breakthrough | Back to Operational Fundamentals
Faced with the dual pressures of stock competition and rigid cost increases, customers are imposing stricter requirements on quality, cost and delivery (QCD), making scale expansion unsustainable. Huanyu’s strategy is to shift from “extensive growth” to “intensive growth” and return to operational fundamentals. This CI initiative is positioned as a “genetic restructuring project” for the company’s management system. Centered on “eliminating all waste”, it systematically introduces lean tools including VSM, TPM, 5S, STW and BPS. Supporting mechanisms such as an employee suggestion scheme and lean talent development system will be established, while digital and intelligent tools including AI are adopted to boost efficiency and prevent errors. The goal is to transform improvement from “individual heroism” into systematic organizational capability.
SMART ELECTRIC BETTER LIFE Unite Forces | Organizational Support and Expert Empowerment
At the meeting, the company’s Continuous Improvement Committee was officially established. Wang Chu, General Manager, serves as Director; Qiu Jisuo, Deputy General Manager of Operations, as Deputy Director; Julia Wang, CI Lead of CPC Division, Asia Pacific, Eaton Electric Group, as Advisor. The committee consists of 27 heads from various departments. Julia Wang delivered on-site guidance and sharing. Drawing on Eaton Asia Pacific’s mature CI methodologies and global best practices, she provides technical support for scientific project initiation, systematic rollout and result institutionalization, enabling Huanyu to steadily build its continuous improvement system.
SMART ELECTRIC BETTER LIFE Take Solid Action | Make Progress a Habit
“The essence of improvement lies in an organizational belief — no current state represents the optimal solution.” Wang Chu highlighted the core principle and announced that the continuous improvement system will be built from three dimensions: “system, mechanism and talent”. He encouraged all managers to be practitioners, truth-seekers and long-termists. “The true moat of an enterprise is neither technology nor scale, but the ability to identify problems faster, resolve issues more systematically and accumulate capabilities more sustainably than competitors.” Qiu Jisuo also stressed that the CI eight major tools and AI tools shall serve as starting points to proactively identify weaknesses and tackle bottlenecks, standardizing repetitive tasks and simplifying complex workflows. During the oath-taking ceremony, all members made a solemn commitment: to lead by example, participate fully and take initiative in improvement, and make progress a habit. Each signature on the signature wall represents the collective commitment of all staff to lean operations.
The kick-off meeting marks that continuous improvement at Huanyu Hi-Tech has entered a new stage of full staff participation and systematic advancement. From October to December, the company will fully roll out 11 key initiatives, including lean thinking training, company-wide promotion of employee suggestion programs, DingTalk AI form application, and Gemba Walk management. Lean project competitions, 5S assessments and other awards will be adopted to drive improvement through competition and motivate performance via incentives. Shifting from “reactive fire-fighting” to “active prevention”, Huanyu is building a future-oriented lean operation foundation through systematic CI, injecting steady endogenous momentum for high-quality and sustainable development.
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