To continuously enhance the effectiveness of the management system and solidify the foundation for scaled development, the Group successfully concluded its first cross-site system audit across different facilities in November. The project was led overall by Group Vice President Xu Junzi, with a planning team comprising Chen Cheng, Deputy General Manager of the Quality Management Center, and Ling Mingji, Senior Manager of the Process & System Department. They collaborated with core leaders including PCB Vice Presidents Gao Guihua and Han Zhiwei, and Yu Yuanhua, Deputy General Manager of the Strategic Development Department, to form four specialized audit teams. These teams covered four major regions: Qianhai Headquarters, Shenzhen S1, Meizhou, and Jiangsu. Over two months, the audit teams delved into various departments and frontline operations, systematically driving management standardization to a new level from a cross-domain perspective.
On September 4th, the Group held the kick-off meeting for the cross-internal audit, marking the official start of the initiative. Project Lead Xu Junzi emphasized that this audit was a crucial practice in implementing the "Learn & Apply the Documents" strategy. It aimed to systematically examine the operational effectiveness of various systems through cross-functional and cross-site perspectives, translate document requirements into execution standards, promote the sharing of best practices, and continuously elevate the standardization, refinement, and efficiency of the Group's management.
Guided by the principles of objectivity, fairness, and professionalism, each audit team conducted a comprehensive assessment of the conformity and effectiveness of the quality management system. This was done in accordance with system standards such as ISO 9001:2015, IATF 16949:2016, IECQ QC 080000:2017, and customer requirements, employing methods including document review, on-site inspections, and personnel interviews. The process ensured the "Learn & Apply the Documents" requirement was integrated throughout the entire business workflow, fostering cross-regional and cross-departmental process coordination and enhancing operational efficiency.
In his concluding remarks at the closing meeting, Chairman Xu Huan fully affirmed the outcomes of this audit. He noted that the audit achieved a valuable "management inventory," systematically identifying 35 replicable and promotable best practices while also accurately pinpointing several areas for improvement and optimization opportunities. He stressed the importance of comprehensively promoting the best practices and resolutely rectifying identified issues while applying lessons learned. The Group will use this as a new starting point to refine the regular cross-audit and continuous improvement mechanisms, drive efficient synergy among all systems, and continuously empower the Group's high-quality development and customer satisfaction enhancement.
The successful conclusion of the Group's first cross-site system audit not only systematically examined the quality and effectiveness of each system's operation through in-depth cross-regional review and pragmatic exchanges but also successfully established a robust internal platform for sharing, mutual learning, and collaborative improvement. Looking ahead, the Group will translate the audit findings into actionable steps for continuous optimization, consistently improve regular management mechanisms, and build a solid foundation for enhancing core competitiveness and achieving high-quality development.
