To grow, strengthen, and sustain a business, it requires the right mindset and corporate culture within the company itself. It is essential to achieve three unifications: unification of thought = mindset, unification of methods = behavioral patterns, and unification of actions = implementation models. The so-called models refer to those that do not change due to changes in management or shifts in management's focus.

  Mindset = corporate culture = the logical thinking behind behaviors, which is both the core ideological system that leads to business success and the system that can hinder business development; behavioral patterns are composed of many modules, including standardized management systems, marketing systems, 3S management systems, and 5S office management systems, as well as the company's intelligent and internet systems, to rapidly improve the company's technical and industrial levels; the implementation model is to guide all cultures and ideological systems that make the company strong and sustainable, unify thoughts and behaviors, and use the methods of comparison, learning, catching up, helping, and surpassing to make all departments and links progress together. Comparison is to compete with the best, learning is the foundation, comparison is the reason for learning, catching up is mutual pursuit, helping is not abandoning or giving up, it is the soul of team building, tell him, show him, and then let him show you, surpassing requires the essence of innovation.

  The core factors affecting the positions of support staff are managing themselves, managing their subordinates, and managing their responsibilities. Non-production personnel are assessed on three quantities, and all work is accumulated from these three quantities, with each link of work being digitized. The three quantities refer to time quantity, quantity, and quality.

  Time quantity refers to the management and control of time, which can be expressed in numbers; quantity refers to the management and control of how much, which can be digitized; quality refers to the management and control of good and bad, 99% of which can be digitized, and 1% does not need to be expressed in numbers, as long as it can be assessed, it is called digitization. Managers must assign tasks to subordinates with three quantities and report work to superiors with three quantities, otherwise, the company will be in chaos.

  On-site 3S refers to sorting, straightening, and sweeping, originating from Japan and popular in Europe and America. Its role is to enable the company to quickly inventory, perform "birth control surgery" for corporate safety accidents, and reduce maintenance costs by 90%. Safety accidents come from the lack of sorting, straightening, and sweeping, and end with sorting, straightening, and sweeping.

  1. Sorting refers to distinguishing between useful and useless items in each person's work area, organizing the useful ones, and processing the useless ones through three channels: items with use value but not currently used should be placed in a designated company location; items without use value but with resale value should be sold to bring value; items without use value or resale value should be placed in a designated company trash bin.

  2. Straightening refers to the "three fixes plus three fixes" and "three easies plus one label" for the items left after sorting: one fix plus one fix means fixed point and fixed position, which means fixing all items in place, determining their distance from the operator based on frequency of use, and fixed position is also called shape proximity management or photo management, using pictures to indicate the storage location of items; fixed capacity and quantity refer to "zero inventory," not meaning no inventory, but "safety stock" and "reasonable stock"; fixed item and fixed quality mean that items of different specifications and qualities should not be placed together, but items of the same specification and quality should be placed together, firmly opposing "mixing"; three easies plus one label is "visual management," meaning easy to take, easy to place, and easy to manage, with one label meaning all items should have a complete set of labels, including responsible person, supervisor, time quantity status, and quantity status.

  3. Sweeping refers to cleaning and tidying up the items left after sorting. The core of sweeping is inspection, which means cleaning, wiping, and tapping machines, equipment, tools, telecommunications, cables, finished products, semi-finished products, visible and invisible areas, to discover small hidden dangers through the above actions, which should be immediately resolved by the operator, and major hidden dangers should be immediately reported to the maintenance department with an inspection card.

  Safety accidents = luck + violation of 3S operating procedures (standardized management system) + lack of error prevention function + inspection and strong inspection system + Murphy's Law (if there are two or more ways to do something, and one of them leads to disaster, someone will inevitably choose that way, meaning if something can go wrong, no matter how small the possibility, it will happen).

  The role of sweeping can be explained by "Heinrich's Law," which states that every possible crisis has been foreseen and transformed into routine operations, because behind every serious accident, there are 29 minor accidents, 300 near misses, and 1000 hidden dangers. Anything you think can go wrong will go wrong.

  Life is supreme, safety responsibility is paramount; everyone talks about safety, every family ensures safety; no matter how busy production is, safety should not be forgotten, human life is at stake, safety comes first. These slogans within our company fully reflect the importance of safety, and every employee must take it seriously, truly achieving happy work, because we want to come to work safely and go home happily.

  Through "division and integration" training, I realized why there are mistakes in work, because many things are not detailed enough, not observed carefully enough, and not considered deeply enough. I also realized that reporting work and assigning work should include three quantities, reporting work should include problems and solutions, and assigning work should include time quantity, quantity, and quality requirements. The company must have a standardized management system and its own unique corporate culture. Only in this way can every task be focused, improve efficiency, achieve more with less, and reduce the chance of errors or minimize them.

  Let every employee participate in management, have a high sense of responsibility, and work autonomously and spontaneously. We are not working for the leaders or the company, but for ourselves. We want to fully reflect our value, have new discoveries, new ideas, and new measures for work every day, and reflect daily on our mistakes and progress. Even small mistakes should be avoided in the future, and small progress accumulated over time will lead to big progress. We cannot remain unchanged, nor can we just go through the motions. We want to extend our positive energy infinitely, cooperate with each other, unite as one, and go all out for the company's bright future.