On November 22, the first-phase QC成果 (Quality Control Achievement) report meeting was held in the company's multi-purpose hall on the second floor. The meeting was organized by Wu Wenwen, Assistant to the General Manager. This phase saw three teams submit their quality achievement reports, each providing a detailed analysis of topics such as "Mixed Packaging," "Valve Body Leakage," and "Residual Burrs on Valve Bodies." Additionally, the teams shared the rationale behind their chosen QC project topics.

　　On March 22, the first-phase QC (Quality Control) results report meeting was held in the multi-purpose hall on the company’s second floor. The meeting was organized by Wu Wenwen, Assistant to the General Manager. During this phase, three teams submitted their quality improvement reports, each providing a detailed analysis of issues such as "mixed packaging," "valve body leakage," and "residual burrs on valve bodies." The teams also explained the rationale behind selecting their respective QC topics. These three quality problems—though initially considered minor—were often overlooked, resulting in frequent customer complaints. Consequently, each QC team conducted thorough root cause analyses, evaluated the effectiveness of existing measures, implemented targeted countermeasures, reinforced best practices, and documented the outcomes of their testing efforts.

　　This QC results report actually marks the initial stage of everyone’s learning and improvement process. By encouraging team members to identify topics each month and presenting QC results reports every three months, we foster the rational application of the seven QC tools. Through the four stages and eight steps of the PDCA cycle, teams learn to thoughtfully select and prioritize project content. Leveraging the collective strength and wisdom of the group, we address real-world quality challenges in the workplace—ultimately achieving genuine improvements in lean production management.
　　This QC成果 report actually marks the initial stage of everyone's learning and improvement. By encouraging team members to identify topics each month and presenting QC成果 reports every three months, we foster the rational application of the seven QC tools. Through the four stages and eight steps of the PDCA cycle, teams learn to thoughtfully select and prioritize project content. Leveraging the collective strength and wisdom of the group, we tackle real-world quality issues in the workplace—ultimately achieving genuine improvements in lean production management.