News Details
The Path to Advancement ▏VIE Technology Holds a Special Study and Report Meeting on Workshop Management
Release time:
2026-01-19
To evaluate the effectiveness of workshop management training and promote knowledge sharing and application, on January 16, after six months of online learning, VIE Technology organized a workshop management learning report meeting. The judging panel included Si Chenfeng, Deputy General Manager of VIE Technology, general managers of various subsidiaries, deputy general managers in charge of production, heads of different HR departments, and the head of the Operations Management Department. Twenty-two key trainees from the front-line production teams took to the stage to share and present their learning outcomes.
This is not merely a test of learning outcomes—it’s also a clash between management philosophy and practical wisdom. In their reports, participants generally highlighted substantial shifts in their thinking perspectives and working methods. Yang Yan, the team leader of Welding Workshop No. 1 at Anhui VIE, believes that these transformations—from focusing on results to emphasizing processes, from relying on experience to embracing data, and from looking at isolated parts to considering the system as a whole—have significantly enhanced her management capabilities. Zhang Zhe, the supervisor of the Welding Workshop at Guangxi VIE, describes his own journey from being a “firefighter” constantly rushing to put out crises to becoming a “lean coach” who focuses on streamlining processes and empowering his team—and has learned to systematically identify cost vulnerabilities by using the “seven wastes” as a mirror. These firsthand insights from the participants clearly demonstrate that learning not only provides new tools and methodologies but also reshapes frontline managers’ perspectives on problems and their logic for continuous improvement.
The judges’ comments not only highlighted the strengths but also directly addressed the shortcomings, putting forward more in-depth and comprehensive improvement requirements while simultaneously pointing out a clear path for deepening the application of what has been learned.
He Qijiang, General Manager of the Commercial Vehicle Division, emphasized that improvements cannot stop at qualitative descriptions; they must be backed by measurable data targets. Meng Jianfei, Deputy General Manager, suggested that we should learn to use new workshop management and analysis tools such as the MES system and adopt a fresh mindset to tackle problems...
Some reports also lacked specificity in presenting their findings, and the issues addressed were relatively narrow in scope. In his commentary, Yu Jiale, Deputy General Manager of VIE Zhiyu, emphasized the importance of maintaining a robust 5S system on-site. He Zhaohui, Assistant to the General Manager of Anhui VIE, pointed out that workshop managers should lead their teams toward collective growth and embrace digital transformation trends. Throughout the series of comments, a recurring recommendation was: “Shift focus from addressing single forms of waste to tackling systemic problems at their root, and pay attention to the long-term benefits and cost-effectiveness of continuous improvement.”
Learning is not the end point—it’s the starting point for continuous improvement. Zhou Weiwei, HR Director at VIE Technology, outlined four advanced requirements for workshop managers, aligning them with the company’s strategic direction: First, deepen your “learning mindset” and drive continuous improvement; second, maintain a “sense of urgency,” facing market competition with a proactive attitude and viewing management shortcomings as opportunities for breakthroughs; third, strengthen “cost control,” engaging all employees and ensuring cost savings are implemented in every stage of production; fourth, proactively “prepare for intelligent transformation,” learning in advance and fully preparing for AI-driven smart manufacturing.
Learn, report, and share—by observing others, you gain deeper insights into yourself. Faced with a new situation, all workshop managers must strive to turn knowledge into action, translate tools into tangible benefits, and truly shoulder the heavy responsibility of “empowering teams and enhancing quality and efficiency,” thereby laying a solid foundation at the frontline for the company’s high-quality development.
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