Hubei Meikai Takes The First Step in Benchmarking And Enhancing 5S Management

On the morning of November 27, in order to continuously enhance on-site management and deepen the essence of 5S management, Hubei Meikai Chemical Co., Ltd. (hereinafter referred to as "Meikai"), led by the Quality Department and headed by General Manager Liu Hao, organized a benchmarking study and exchange program for a total of 23 participants-key 5S personnel from various departments and team leaders-to visit Wuhan Qingjiang and Huanggang Meifeng. Centered on "immersive observation and precise benchmarking," this learning initiative aims to draw on advanced best practices, identify internal gaps, and inject new momentum into the company's efforts to improve and upgrade its 5S management.

To ensure effective learning, the Meikai Learning Team has been divided into three specialized sub‑teams: the Production, Safety & Environmental Protection Group, the Quality Group, and the General Affairs & Supply Group. Huanggang Meifeng attached great importance to this exchange; General Manager Liu Jianjun personally extended the welcome and arranged for the deputy general managers of the corresponding departments to provide on-site guidance throughout the entire process, offering the learning group precise and detailed explanations and insights.

At the kickoff meeting for training, Liu Hao, General Manager of Meikai, highly praised the recent developments and changes in Huanggang Meifeng as well as the effectiveness of its 5S management practices. He also urged the company's management team to cherish every learning opportunity, to observe more, learn more, ask more questions, and think deeply-thus building a bridge for future regular exchanges.

Upon entering the Huanggang Meifeng plant and its workshops, the learning team was deeply impressed by the remarkable results of its 5S management: the functional layout is scientifically sound and highly rational, with production processes running smoothly and efficiently; equipment, pipelines, and materials are all clearly labeled in a standardized and consistent manner, making everything instantly legible; every item-from tools and instruments to cleaning supplies and employee uniforms-is subject to strict designated-location management, truly ensuring that "everything has its place, and everything is returned to its proper place." The entire plant environment is clean and well organized, with meticulous and thorough equipment maintenance and upkeep, fully demonstrating Huanggang Meifeng's strong execution and deep-rooted corporate culture in putting 5S management standards into practice-making it a true benchmark for on-site management in the industry. Among these efforts, the standardization of 5S management in the laboratory stands out particularly: clear management standards have been established for each functional area and each piece of equipment in both the east and west zones, providing Meikai with a valuable model for reference.

Recognize your shortcomings and strive to improve; clarify your direction and act with determination. This benchmarking study has pinpointed clear areas for optimization in Meikai's 5S management efforts. The company will, based on its own realities, establish a management model that is "reasonable, feasible, and sustainably implemented," focusing on driving innovation across three key areas.

Adhere to the principle of "thinking big while starting small," guiding employees to tackle specific issues one by one, beginning with details such as their own workstations, tool cabinets, and designated responsibility areas, thereby accumulating significant improvements through incremental enhancements. Strengthen detailed management and establish standardized best practices; drawing on the experience of Huanggang Meifeng, refine item placement standards and labeling protocols to ensure that 5S requirements are simple, easy to understand, and straightforward to implement, seamlessly integrated into every stage of work. Foster habit formation by embedding 5S principles into daily routines-through ongoing training, positive reinforcement, and the creation of a supportive work environment-to help employees shift from a mindset of "I have to do it" to "I want to do it," ultimately internalizing 5S practices as instinctive, self‑driven behaviors that require no further prompting.

"Other people's stones can be used to polish jade." This visit to Huanggang Meifeng is not only an opportunity for benchmarking and learning but also a mobilization of thought and a strategic deployment of action. All employees at Meikai will take this learning experience as a catalyst, adopting a pragmatic work style and unwavering perseverance to ensure that 5S management takes root and flourishes, jointly creating a new corporate image that is safe, efficient, clean, and well‑organized, thereby laying a solid foundation for the company's high‑quality development.