Year-End Intensive Effort: The 7S Initiative Concludes Successfully, Fostering New Consensus for Development
On December 31, 2025—the special occasion marking the transition from the old year to the new—Dalian Haien Gebhard Electrical Apparatus Co., Ltd. (DHG) successfully concluded this year’s activities with a unique company-wide 7S-themed event. Led and coordinated by Wang Ruid, the company’s 7S team leader, the event innovatively introduced a role-playing approach, encouraging all employees to step outside their usual work perspectives and examine the entire business operation process from the customer’s point of view. Through immersive experiences and in-depth post-event reviews and summaries, the event fostered a shared vision for development and laid a solid foundation for the efficient execution of all tasks in 2026.
As the core approach for on-site management in enterprises, the 7S management system serves as a vital support for DHG to ensure operational efficiency and enhance product quality. To further deepen all employees’ understanding of and commitment to 7S management, this year-end event has been designed with both knowledge-based content and practical application in mind. 。 At the start of the event, Team Leader Wang Ruid. Lead all employees to... 7S Core Content Conduct a step-by-step review to clarify. The seven core requirements of the 7S management system—Sort (distinguish between essential and non-essential items, eliminate redundancy), Set in Order (assign fixed locations for essential items to ensure easy access), Shine (remove clutter from the workplace and maintain a clean environment), Standardize (consolidate cleaning results and establish standardized procedures), Sustain (cultivate good habits among employees and encourage voluntary compliance with standards), Safety (identify and address safety hazards to safeguard both personal and property safety), and Save (use resources efficiently and reduce operational costs)—are the key components of this system. 。
After all employees had deepened their understanding, the event moved on to the core segment: an immersive “customer-perspective tour.” Team Leader Wang Ruid led all employees on a sequential visit to key operational areas—including the exhibition zone, office area, prefabrication zone, production workshop, and assembly area. Throughout the tour, acting as “corporate docents,” he leveraged the standardized SOPs (Standard Operating Procedures) specific to each area and, with a confident and energetic demeanor, provided detailed explanations of how standardized management is effectively implemented in daily operations.
In the exhibition area, he introduced the company to the “customers.” Core Product samples intuitively demonstrate the improvements in product detail control achieved since the implementation of 7S management—in the office area. open-plan Office environment layout, It not only enhances communication efficiency among different departments but also provides an environmental guarantee for effective cross-departmental collaboration. In the production workshop and assembly area, standardized... Tool Well-organized and clear work processes not only demonstrate... Rigorous The attitude toward production management further enables employees to experience—from the customer’s perspective—that “a clean and orderly production environment is the prerequisite for high-quality products.”
After the immersive tour ， Team Leader Wang Ruidi said, “Look at the enterprise from the customer’s perspective and find—” Highlights , raise Insufficient Taking this as the core issue, we guided employees to actively reflect on their visit experience and proactively identify both the company’s strengths and areas for improvement in aspects such as on-site management, process integration, and service support. Employees freely shared their views and put forward numerous practical and feasible optimization suggestions. Team leader Wang Ruidi meticulously recorded each of the suggestions raised by the employees, clearly outlining the follow-up directions for subsequent improvements.
At the conclusion of the event, Team Leader Wang Ruide once again emphasized DHG’s core corporate culture—“Simple, United, Efficient, Win-Win, and Forward-Looking”—and delivered a concluding speech. He stressed: “A positive on-site environment and standardized management systems are the fundamental prerequisites for producing high-quality products and delivering excellent services. More importantly, they are the key competitive edge that enables us to earn customer trust and achieve long-term development. The 7S management system is never just a ‘phased task’; rather, it is an essential safeguard integrated into our daily work. Every step of the process and the participation of every employee are indispensable.” He expressed his hope that all employees would take this event as an opportunity to incorporate the customer perspective into their daily work, proactively implement the 7S standards, and approach their work in 2026 with an even more rigorous attitude and a more efficient working style.
This year-end 7S-themed event not only deepened all employees’ understanding and commitment to the 7S management system through an innovative role-playing format, but also enabled employees, by shifting perspectives to the customer’s viewpoint, to precisely identify the alignment between customer needs and the company’s development. As a result, the event has accumulated valuable frontline insights that will help the company further optimize its management processes and enhance service quality.
The successful conclusion of this event has brought a perfect end to DHG’s work in 2025 and laid a solid managerial foundation and shared intellectual consensus for high-quality development in 2026. We believe that, with standardized management systems and the concerted efforts of all employees, DHG will continue to enhance its core competitiveness in the new year and achieve dual improvements in both performance and brand value. ！