Heju Precision’s 2025 Year-End Management Review Meeting was Successfully Held

To systematically review the business management achievements of 2025 and accurately determine the development direction for 2026, and to further deepen lean management and enhance value creation capabilities, Dongguan Heju Precision Electronics Technology Co., Ltd. held its 2025 year-end management review meeting at the Jinjiang Metropolo Hotel in Zhuhai on December 20th. More than forty people, including the company’s general manager, department heads, and management backbone, gathered together to comprehensively review the business management work of 2025 and jointly plan the development strategy for 2026.

Looking Back at the Journey: Comprehensive Review and In-Depth Insights

At the meeting, the heads of each department reported on their work achievements for 2025: the Marketing Department analyzed promotion effectiveness and inquiry distribution, and clarified the key priorities for marketing work in 2026.

• Domestic and International Sales Departments reviewed performance achievements, analyzed customer structure, and set new performance targets and customer management plans for the new year.
• Development and Mold Departments reviewed core production capacity indicators, identified technical shortcomings, and formulated process optimization measures.
• Production Department reported on production capacity and process control achievements, and planned safety improvement directions.
• Purchasing and Materials Departments analyzed supply chain management pain points and proposed resource optimization and system upgrade solutions.
• Quality Assurance Department presented key quality indicators and deployed special improvement and training plans.
• Wiring Harness Department summarized mold development and cost control progress, and clarified strategies for improving delivery times and outsourcing management.
• Administration Department reviewed human resources-related KPIs and planned talent development and organizational optimization paths for 2026.

Summarizing Achievements and Identifying Shortcomings, Deploying Strategies and Ensuring Implementation

Following the reports from various departments, General Manager Ye, the management representative, affirmed the company’s achievements in revenue and foreign trade in 2025, while also pointing out the need for in-depth internal improvements. He emphasized the importance of data-driven decision-making, strengthening precise service for VIP clients, strictly controlling product and mold costs, addressing process quality fluctuations and safety production management issues, and establishing a special audit team to promote cost reduction and efficiency improvement.

Subsequently, General Manager Huang further focused on execution and optimization in his deployment. He proposed reviewing the implementation of last year’s plans, having business departments select high-quality clients and products; optimizing systems and the compensation and performance appraisal system to stimulate team vitality; being vigilant about risks in the foreign trade talent pool and accelerating recruitment; and having manufacturing departments collaborate with procurement and process teams to deepen cost reduction and efficiency improvement, while strengthening internal supervision to ensure effective cost control.

Focusing on Core Issues: Group Discussions Spark Intellectual Exchange

In the afternoon, the conference entered the group discussion phase. Participants engaged in lively discussions around four key topics: “Cost Reduction and Efficiency Improvement,” “Quality Auditing,” “Cost Auditing,” and “Pathways to Achieving Marketing Objectives.” Each group, drawing on its practical work experience, thoroughly analyzed the root causes of problems and proposed numerous constructive action plans and preliminary framework solutions. This exchange of ideas laid a solid foundation of consensus for the development and implementation of specific strategies next year.

General Manager’s Directives: Clarify Strategy, Foster Team Cohesion

After listening to the reports on the discussion results from each team, General Manager Huang Panfeng delivered a concluding speech. He emphasized that the key to achieving the company’s new round of growth lies in uniting and effectively utilizing the team’s strengths. He stressed the need for more precise focus in customer selection, product planning, supplier collaboration, and team member development, concentrating limited resources on providing high-quality customer service. He specifically pointed out the importance of driving continuous growth through in-depth work reviews, relying on clear goal decomposition, strict PDCA process tracking, and a closed-loop system of specialized reviews to ensure that all problems are resolved daily, thereby upholding the company’s core commitments in service, delivery time, and quality.

In Conclusion

The past year has unfolded a tapestry of achievements, and the new year promises even greater progress. This management review meeting is not only a comprehensive review of the work accomplished in 2025 but also a deep analysis of the challenges encountered. Standing at this new starting point, Heju Precision will continue to uphold the spirit of craftsmanship and excellence, deepen internal management, and focus on value innovation, striving towards higher quality and more sustainable development goals, and writing a brand new chapter for Heju Precision!