Cummins Global Procurement Visits ASIMCO Camshaft

On February 7, 2012, a delegation of three—Mr. Robert P. Ryan, Global Purchasing Director at Cummins; Mr. Zhang Hongwu, Senior Purchasing Manager for the Cummins IPO in Shanghai; and Mr. Jiang Xiaoxiang, SQE—visited our company. During the exchange meeting, the guests were first briefed on ASIMCO Camshaft Company’s development journey, with a detailed overview of each Camshaft project undertaken in collaboration with Cummins. Particular emphasis was placed on the company’s strengths in Camshaft material technology and machining solutions for newly developed products co-created with Cummins. At the meeting, Yizheng Shuanghuan Company also showcased its advantages in the piston ring sector and its collaborative projects with Cummins. Subsequently, accompanied by Vice President Ni Wei from headquarters and General Manager Chen Aiguo, among other leaders, the Cummins delegation toured the casting and precision machining production facilities. On two dedicated Cummins Camshaft production lines, the guests closely examined each process step, gaining an in-depth understanding of the manufacturing workflow and quality control procedures. The Cummins delegation commended Yizheng Camshaft for its clean machining environment, state-of-the-art and comprehensive production and testing equipment, and well-organized, lean production line layout. This visit by Cummins’ senior management will help ASIMCO Camshaft achieve even greater progress in its business cooperation with Cummins.

Interview — Chen Aiguo

In 2010, ASIMCO Camshaft was awarded the “Best Supplier Award” by Foton Cummins. Foton Cummins requested General Manager Chen Aiguo to deliver a speech on behalf of the suppliers at the annual procurement and supply conference, sharing how the company had dramatically improved its ranking—from last place among nearly 200 suppliers for Foton Cummins the previous year—to first place. In 2011, ASIMCO Camshaft continued its efforts and was honored with the “Best Quality Award” from Foton Cummins; In June 2011, ASIMCO Camshaft successfully supplied finished camshafts to Cummins UK and entered Cummins’ global procurement system; In October 2011, ASIMCO Camshaft became one of the first 29 designated partner units for FAW Xichai’s dedicated production line, and was also chosen as the venue for the inaugural ribbon-cutting ceremony marking the launch of this specialized production line. As General Manager Chen put it, compared with other enterprises in the group, ASIMCO Camshaft is truly tiny; some of its practices may not be applicable to other companies, and sharing them might even make other leaders laugh—there’s a sense of trepidation and humility. Yet despite its small size, this company boasts an exceptionally high-quality customer base: FIAT Global, FAW Xichai, and Cummins Global are its top three customers, accounting for 41%, 32%, and 26% of its sales, respectively. By rigorously focusing on product quality, boosting production efficiency, actively developing new products, and expanding into new markets, the company has achieved leapfrog growth in sales performance—its 2010 revenue nearly doubled compared with 2009, and in 2011 it reached yet another record high. However, all of this came after enduring the pains of reform, especially during the six-month period from October 2009 to April 2010. During those six months… from “Professional Managers” to “West Point Execution” and then to “Against Liberalism” In the second half of 2009, ASIMCO Camshaft was already facing severe operational difficulties, close to insolvency. Just looking at the employees’ morale made it clear: disappointment was written all over everyone’s face, and most managers and staff were calculating when the company would shut down. Among frontline operators, roughly one-third switched jobs, one-third completed their apprenticeships and left, and one-third newly hired employees took over, learning directly from veteran workers—resulting in chaotic operations across the entire enterprise. It wasn’t that the managers weren’t willing to step up; as soon as they said something firm, some operators would immediately submit their resignation and walk away, mainly because the pay was very low (by Yizheng standards), offering no real incentives and with no visible prospects for career advancement. In response, ASIMCO Group decided to restructure the company, shifting from wholly owned operation to a joint venture with Yizheng Piston Ring Factory. At the recommendation of the Chinese shareholder, in October 2009, Chen Aiguo, Deputy General Manager of ASIMCO Shuanghuan, was appointed General Manager of ASIMCO Camshaft. Within less than two weeks of taking office, the factory’s operations presented General Manager Chen with one challenge after another: the casting B-line conveyor overturned, and the team worked through several nights to repair it; a single-piece horizontal machining center and a CNC cylindrical grinder both broke down, making it impossible to meet delivery deadlines, prompting round-the-clock emergency repairs; a Foton Cummins AVALON camshaft was nearly grounded due to unacceptable journal roundness; and the rework rate for finished shafts exceeded 100%. Under these objective constraints, the most common complaint was about the “damned” used equipment—frequent breakdowns, loss of precision, and complete inability to produce normally—combined with severe funding shortages that made maintenance extremely difficult. In response to this situation, General Manager Chen decided to start by boosting morale, emphasizing that there is no savior out there—only self-reliance can save oneself. He organized training sessions on Saturdays covering topics such as “Professional Managers” and “West Point Execution.” At the end of 2009, addressing the widespread problem of department heads passing the buck, blaming each other, shirking responsibility, and showing indifference, he initiated a study of Comrade Mao Zedong’s essay “Against Liberalism,” requiring every manager to analyze their own behavior in light of their actual work, engage in criticism and self-criticism, and submit a reflective essay. This was a period of intense ideological ferment, with a wide array of ideas and trends emerging. Many people were able to reflect on themselves through this study, but others held opposing views—and some even sent direct, pointed emails to General Manager Chen, arguing that if the company kept engaging in such aimless, empty talk, it would never succeed. General Manager Chen welcomed all kinds of opinions and firmly promoted corporate culture building within the company, holding individual talks with employees at all levels to gradually align thinking and build confidence. After explaining principles, he would tell stories—for example, how the Communist army, armed only with millet and rifles, managed to defeat the well-equipped Kuomintang forces. He encouraged everyone to race against themselves and reclaim the years of life wasted in previous years. ASIMCO Camshaft also organized an off-site team-building exercise for all managers and key personnel, aiming to enhance responsibility, forge teamwork, and unify thinking. During those six months… from strict quality control to implementing TPM and lean manufacturing to boost efficiency—we started racing against ourselves While unifying thinking, ASIMCO Camshaft also began racing against itself: how? General Manager Chen proposed the management philosophy that “quality is the bottom line for a company’s survival, while efficiency is the condition for its survival.” The company first focused on quality; at the time, ASIMCO Camshaft’s overall Cost of Poor Quality (COPQ) was around 25%, reflected in a roughly 75% yield of good castings on Line B—excluding entire furnace rejects; AUTO line’s yield was about 30%; and for the 100 AVALON cold-rolled ductile iron shafts initially produced, only about 35 made it to finished products, mainly due to casting defects. Given that some of the earlier data had been manipulated to obscure the true state of affairs, General Manager Chen insisted on integrity: any falsification of data would result in immediate dismissal of the person responsible. After analyzing the quality situation, everyone agreed that improving both the intrinsic and surface quality of cast blanks was an urgent priority. Accordingly, casting technicians and managers were organized to implement PDCA cycle improvements—identifying problems, analyzing them, and finding solutions. By the second half of 2010, AUTO’s yield of good parts had risen to around 90%, with the best reaching 94%. With the casting bottleneck finally under control, quality began to stabilize, paving the way for production and significantly boosting efficiency—while also validating the principle that “without quality, there can be no output”—and deliveries gradually returned to normal. Almost simultaneously, General Manager Chen also began fully implementing TPM throughout the company, encouraging all employees to conduct self-maintenance and predictive maintenance on equipment, establishing FMEA for critical equipment, and investing over two million yuan over two years to improve equipment precision, resulting in a dramatic reduction in equipment failure rates. By the third quarter of 2011, almost no equipment failures were disrupting normal production, and the excuse of “used equipment” had become a thing of the past. In early 2010, General Manager Chen set a target of exceeding 4 million yuan in monthly output value in the first half of 2010. At the time, no one dared to believe it, since with the same workforce and equipment, the workshop was producing only 2.3–2.5 million yuan per month with virtually no downtime, and even the highest monthly output had never surpassed 3 million yuan. However, thanks to lean improvement initiatives and everyone’s collective efforts, output reached over 4.2 million yuan in March 2010, which served as a powerful stimulant for the previously sluggish company. Confidence soared, and everyone was unusually excited. At this point, people began to believe in their own abilities and in their capacity to run their own businesses effectively. By the first half of 2010, employee incomes had increased by about 30%, driven by steadily improving business performance. By 2011, employee incomes were more than double what they were before the joint venture, placing them at a mid-to-upper level in Yizheng. The company’s average annual sales per employee rose year after year, reaching 2.2 times the pre-joint-venture level after two years of improvement, and the company has remained profitable ever since the joint venture was established. During the six-month period from October 2009 to April 2010, ASIMCO Camshaft conducted a variety of training programs to clarify work methods and align thinking among employees, so that everyone basically understood what needed to be done, how to do it, and what the goals were. The principle of “creating value for customers” was integrated into daily production activities. Company management centered its work around two main axes: sales externally and production internally, with every service department asked to consider how it could provide added value to support these two pillars—for example, as technical staff, what value did we create for frontline operators? As equipment maintenance personnel, what value did we bring to the workshop? What about the purchasing department?… Everyone consciously or unconsciously began measuring their work in terms of value, hoping that every task they performed would add value. Promoting “appreciation” management and mutual respect General Manager Chen says he is an optimist who doesn’t let setbacks dampen his spirits when facing work challenges or potential difficulties; when dealing with poor results, he rarely resorts to punishment for managers or employees, favoring instead an “appreciation” approach. When addressing problems, he adheres to the “three on-site” principle—“at the moment, at the scene, with the actual object”—to jointly analyze the issue and work with employees to develop solutions. General Manager Chen told us: “Within the company, whether you’re a manager, a frontline operator, or a janitor, everyone gets along well. In fact, respecting others is also respecting yourself. Many former employees who had left the company have since rejoined the camshaft team out of admiration. In today’s challenging labor market, our workforce remains remarkably stable. After the Spring Festival, not a single employee called in sick, and everyone showed a positive, upward-looking attitude.” Over the past two years, ASIMCO Camshaft has frequently organized various activities, such as Christmas and New Year celebrations, tug-of-war and jump-rope competitions, tree-planting events, Party organization building, and the establishment of a staff activity center—all of which have strengthened the company’s cohesion and fostered a healthy, positive corporate culture. However, in his human-centered “appreciation” management style, General Manager Chen has one very strict rule: frontline employees must never be punished outright. When problems arise, the vast majority of the responsibility lies with leaders and technical managers—either inadequate training or poor management. Even if responsibility needs to be assigned, it should be split 80/20 between operators and managers. General Manager Chen makes it clear that if ASIMCO Camshaft performs poorly in the future, at least 80% of the blame will fall on him, not on everyone else. He urges managers and employees to boldly follow the guidelines, leaving the broader strategic direction to him as General Manager. This shift has replaced the previous practice of punishing frontline workers whenever problems occur, establishing a healthier “civil servant-style” corporate governance system. When a quality incident occurs, ASIMCO Camshaft stipulates that the primary person responsible shall be penalized by 30% of the loss amount; if the penalty is substantial, considering the employee’s actual income, a portion may be deducted initially, with the remainder recorded as an outstanding debt in the individual’s account (for example, if the compensation is 1,200 yuan, 300 yuan is deducted first, leaving 900 yuan as an outstanding balance). If, within six months, the employee’s quality awareness and quality control capabilities improve, the employee may submit an application, which, after obtaining the workshop’s endorsement and verification by the Quality Control Department, may result in exemption from the penalty. In this way, we both provide immediate education to the employee and offer them a stepping stone and opportunity for improvement; the ultimate goal is to enhance employees’ competence through such incidents. Penalties are not the end in themselves—they are merely a means to achieve the objective of improving employee quality. General Manager Chen has repeatedly emphasized: “We do not focus on punishing the outcome of mistakes; rather, our priority is to penalize improper behavior.” The Future of ASIMCO Camshaft ∙∙∙∙∙∙ Starting in April this year, ASIMCO Camshaft will launch the “Blueprint Plan,” aiming to clarify the company’s future development direction through analysis under this plan, expand production capacity, and achieve sales of between 300 million and 500 million yuan. General Manager Chen stated: “I hope that, with everyone’s concerted efforts, we can elevate the company into the top three in China within three to five years—first by becoming strong, then by growing larger—and ultimately establish ourselves as the benchmark for Camshaft design and manufacturing in the industry.” At the same time, ASIMCO Camshaft is committed to building a modern corporate management system that remains stable despite personnel changes—in short, relying on institutional management rather than personal rule. Every employee and every position must clearly understand their job responsibilities, objectives, and accountability. “Operate according to principles and exchange results”—we will refine all operational procedures and ensure that work is carried out strictly in accordance with these procedures. No one in the company enjoys any special privileges, including the general manager; clear delegation of authority ensures that all tasks are well-organized, with over 95% of work conducted according to established procedures. Managers are primarily tasked with coordinating and resolving the remaining approximately 5% of issues that fall outside these procedures, and ultimately, everything must be results-oriented—striving for perfection.

ASIMCO Camshaft Wins Foton Cummins’ “2011 Best Quality Award”

Recently, at the 2011 Beijing Foton Cummins Supplier Annual Conference, ASIMCO Camshaft (Yizheng) Co., Ltd. was once again commended by Foton Cummins for its outstanding performance—zero PPM for five consecutive months and no after-sales claims—and was awarded the “2011 Best Quality Award” by Foton Cummins. In 2010, in Foton Cummins’ comprehensive evaluation of supplier product quality, on-time delivery, after-sales service, quality management, and fulfillment of customer requirements, ASIMCO Camshaft received high praise and was named “2010 Best Supplier.” According to Foton Cummins’ supplier incentive policy, suppliers honored this time will not only automatically become suppliers for Foton Cummins’ new projects but also enjoy benefits such as opportunities for face-to-face communication with Foton Cummins’ senior management. In addition, suppliers that have won the “Best Quality Award” or “Best Supplier” for two consecutive years will receive a series of preferential policies, including shorter payment terms, the signing of 2–3-year long-term supply agreements under the condition of guaranteed supply ratios, accelerated allocation of new-project tooling costs, and priority recommendation to Cummins’ supplier database.

Camshaft Company Receives On-Site Plaque as the First Production Line of Xichai

In the crisp and pleasant weather of October, Yizheng welcomed a distinguished delegation on October 25. The group included Qian Hengrong, Plant Manager of FAW Xichai; Zhang Zhenfeng, Assistant to the Plant Manager; Huang Chenghai, Assistant to the Plant Manager; as well as nearly a hundred other VIPs, including chairpersons and general managers from Xichai’s 38 major suppliers, who attended the unveiling ceremony for Xichai’s dedicated procurement-parts production line. The establishment of this dedicated procurement-parts line is a key initiative under FAW Xichai’s strategy of “building a national brand and delivering high-end power.” Our company is honored to be among the first 29 enterprises awarded the designation for this dedicated line, and we have also been selected as the inaugural venue for the unveiling ceremony of this specialized production line. Mr. Wu Yingxue, Vice President of ASIMCO, attended the event on behalf of the Group to congratulate Xichai on the launch of its first batch of dedicated lines. He expressed his delight that both ASIMCO Camshaft and Shuanghuan Company have been recognized as part of Xichai’s initial cohort of dedicated-line partners, and stated that ASIMCO Group will take this opportunity to deepen cooperation with Xichai, fostering mutual benefit and shared development. During the meeting, General Manager Chen Aiguo briefed the guests on the construction of Xichai’s 6DL Camshaft Dedicated Production Line, summarizing the experiences and insights gained throughout the process. The development of this dedicated line has further enhanced the company’s management capabilities, while also highlighting that the significance of such a project extends beyond merely establishing a specialized manufacturing line. It involves implementing effective practices centered around P (Efficiency), Q (Quality), C (Cost), D (Delivery), S (Safety), and M (Morale), consistently embracing lean manufacturing principles, eliminating waste, continuously improving processes, ensuring high efficiency under high-quality standards, strengthening the enterprise’s core competitiveness, and actively upholding FAW Xichai’s collaborative philosophy of “Unity, Alliance, and Win-Win.”

Proactively Expanding into International Markets: ASIMCO Camshaft “Cam” Overseas

On September 20, 2011, in the fragrant season of osmanthus, ASIMCO Camshaft (Yizheng) Co., Ltd. once again welcomed a group of overseas guests: Mr. Sourih Sarkar, Head of Operations at Komatsu Cummins Engine Company (KCEC), and Ms. Ryoko Arai, Purchasing Manager at KCEC, accompanied by Mr. Jiang Xiaoxiang from Cummins Shanghai IPO, made a special two-day on-site audit visit to our company. The advanced machining and inspection equipment, stable process control, and human-centered visual management on site all made the distant visitors feel that their trip was well worth it, and the on-site audit was successfully completed. Since 2010, ASIMCO Camshaft has achieved leapfrog growth in sales performance by enhancing product quality, improving production efficiency, actively developing new products, and expanding into new markets. In 2010, sales nearly doubled compared with 2009. In 2011, despite a downturn in the mainstream domestic automotive market and a corresponding slump in the auto parts industry, ASIMCO Camshaft maintained strong focus on product quality, retained existing customers, acquired new ones, actively expanded into international markets, and increased export sales, resulting in a resurgence of robust sales since August. As the original supplier of Camshafts for the CURSOR 9 series engines of Iveco, a brand under the Fiat Group, ASIMCO Camshaft has gained a significant competitive edge in the supplier selection process for newly built plants, thanks to its stable and superior product quality, as the Fiat Group’s business continues to expand globally. Following its designation as the sole supplier of Camshafts for the CURSOR 9 engines at SAIC Fiat Hongyan Powertrain Co., Ltd., ASIMCO Camshaft also signed a cooperation agreement with Fiat’s Brazilian plant in early 2011 for the CURSOR 9 Camshaft, and has now begun delivering products in bulk. In the first quarter of this year, the company successfully passed DCEC’s PPAP audit for the finished 4D and 6D Camshafts. Since commencing bulk deliveries, this product line has earned high praise from DCEC for its consistent quality and comprehensive after-sales service, while also winning favor from Cummins Global Procurement. Cummins UK (DEP) even made a special visit to our company to explore collaboration, and starting in June, Cummins UK began bulk deliveries of the 6BRGT and 4BRGT Camshafts. Recently, Komatsu Cummins (KCEC) has also extended an olive branch to us, conducting an on-site audit with the aim of collaborating with ASIMCO on the 6BRGT Camshaft project. As of September 2011, the company’s sales revenue had increased by nearly 40% year-on-year, with export sales revenue up by more than 50%. Orders secured for the fourth quarter of this year already exceed the company’s production capacity, so we are working around the clock to ensure timely, quality-assured, and quantity-compliant fulfillment of customer needs. It is projected that 2011 sales revenue will grow by more than 45% compared with the previous year.

ASIMCO’s Phase II Camshaft Project: 4D & 6D Production Lines Successfully Completed

From April 15 to 22, 2011, Mr. Zheng Xiaoyong and Mr. Tang Guanjun, SQI Product Engineers from Dongfeng Cummins, conducted a PPAP audit of our company’s newly built 6D production line. The two experts commended our company for completing the setup of the new production line in a remarkably short period of time, while also offering valuable comments and suggestions on the issues encountered on-site. The successful completion of this audit marks the official entry of the 6D project, in collaboration with Dongfeng Cummins, into the full-scale production phase. As of early May 2011, the 6D production line had successfully completed layout optimization, capacity expansion, and audit rectification, achieving an initial capacity of 3,000 units per month (for 6D products) and thus meeting the current installation requirements for D-type engine Camshafts at Dongfeng Cummins. With a total investment of over RMB 13 million, this line represents another significant cooperation project with Cummins, following our earlier collaboration with Foton Cummins. In addition, Cummins’ Darlington plant in the UK has begun collaborating with our company to expand capacity on the basis of our existing 4D and 6D lines, while also supplying similar products; among them, the 6-BRGT model (identical to the 6D) has already undergone sample testing on the test bench. A PPAP audit is scheduled for mid-June, with mass production slated to commence in July. At that time, our business cooperation with Cummins will be further enhanced, laying a solid foundation for our products to enter Cummins’ global procurement platform. (Technical Department, Zhang Jinbao)

ASIMCO Camshaft Wins Award from Foton Cummins

ASIMCO Camshaft (Yizheng) Co., Ltd. was named Foton Cummins’ “Best Supplier” for 2010. On March 10, 2010, Mr. Chen Aiguo, the company’s general manager, attended Foton Cummins’ 2011 Supplier Conference in Beijing and delivered a speech titled “Moving Forward Together, Creating the Future” as the supplier representative. 2010 marked the first year of ASIMCO Camshaft’s leapfrog development. Adhering to the business philosophy of “Customer First,” the company vigorously carried out training programs to enhance work quality and service awareness, focused on building team execution capabilities, and improved the management skills of managers at all levels as well as technical and quality personnel. It actively implemented and promoted advanced management methodologies such as the ISO/TS 16949 quality management system, Six Sigma, TPM, Lean Production, and 5S, enabling timely identification and effective resolution of problems so that these tools—once used merely for show—could truly deliver value in the production process. In Foton Cummins’ comprehensive supplier evaluation, our company achieved the top score, receiving high praise from Foton Cummins for product quality, on-time delivery, after-sales service quality, and fulfillment of customer requirements. The company fully recognizes that only by strengthening internal capabilities can it provide excellent customer service; only by always putting customers’ needs first can it win their trust and favor. Customer suggestions, demands, constructive criticism, and encouragement are also powerful drivers of corporate development. ASIMCO Camshaft will continue to uphold the mission of “Creating Value for Customers,” rigorously conduct process audits, product audits, and internal system audits, and continuously organize and implement continuous improvement initiatives to deliver high-quality products and superior services to our customers.

High Motivation on the Production Front Line, Striving for Outstanding Achievements in the New Year

For the employees of our Camshaft Company, 2010 was an extraordinary year. Through the concerted efforts of all staff, we shook off the lingering bitterness of consecutive years of losses and achieved our first-ever profit in company history. These accomplishments are the result of the hard work and dedication of every single employee. Currently, customer orders are steadily increasing, placing a heavy burden on production. To seize this favorable market opportunity, meet customer demands, and ensure on-time delivery, frontline workers resolutely gave up their rare days off and returned to their posts as early as the third day of the Lunar New Year. Not a single employee sought excuses to take leave; they voiced no complaints whatsoever, maintained their full enthusiasm, and showed no sign of slackening in their commitment—even though the holiday meant they couldn’t reunite with family and friends. Many of these employees had worked continuously for several months straight without a break before the Spring Festival. Although second-line departmental staff were not scheduled to work overtime, they did not sit idle either: most managers and employees closely involved with the production line voluntarily stepped forward to provide support, rushing over at the slightest call. The casting workshop’s late-night shift is supposed to end at eight o’clock, but today it’s already half past ten in the morning, and work is still underway. Curious, I went to the casting workshop floor, where a bustling scene unfolded. The fervent, energetic atmosphere completely captivated me, and the frontline workers’ boundless enthusiasm both inspired and left me somewhat awestruck. According to what I learned, since the AUTO production line is operated by another team, Workshop Director Qian Jun, in order to facilitate scheduling, initially planned to conduct some ideological preparation and encourage that team to also try running the AUTO line. Unexpectedly, this stirred up a hornet’s nest: due to time constraints, the usual practice is to run the AUTO line (which takes 5.5 hours) alongside the B line for cold-chilled cast-iron shafts (which takes 2.5 hours), whereas today’s order is for AVALON ductile-iron shafts (which take 3.5 hours). However, the team members insisted on starting the AUTO line that very day, arguing that their capabilities were by no means inferior. Director Qian countered that since the order involves AVALON blanks, it would be unsuitable to run the AUTO line—otherwise the working hours would be excessively long—and moreover, that team had no prior experience operating the AUTO line. Yet the workers immediately declared that they would work twelve hours if necessary to get the job done. Director Qian was unable to dissuade them, leading to the situation described above. It wasn’t until eleven o’clock, when the Production Director ordered the team to finish for the day, that their shift finally came to an end. Watching the glowing red flames illuminating the dark faces of the workers, I truly felt that their busy figures represent the most beautiful sight in the entire company. In conversations with frontline workers, one can clearly sense their positive energy, soaring motivation, and unwavering confidence in the company’s future. Over the years since the joint venture was established, the company has consistently put employees’ immediate interests first: for instance, to address concerns about electric bikes running out of battery power on the way home, the company installed power outlets in the bike sheds, eliminating that worry; when the workshop doors leaked badly and the winter became exceptionally cold, the company organized a comprehensive repair of all the doors; during the summer, when workshop temperatures soared and workers sweated profusely, the company promptly installed cooling fans; the sand-blowing machines generated excessive noise, so the company invested in noise-reduction improvements; and in the machining workshop, where there were no dust extractors and black smoke billowed during turning operations, the company quickly provided dust extraction equipment, significantly improving the working environment. Most notably, frontline employees’ incomes have more than doubled compared with pre-joint-venture levels… It is only natural that we should work diligently and wholeheartedly for the company’s development. “The company’s salary increase is a recognition of our hard work. When an enterprise consistently thinks of its employees, we feel motivated. With the current strong production momentum and tight delivery deadlines, we must prioritize the overall situation, follow production schedules, and work overtime to complete our tasks. Only when the company grows stronger can we employees benefit and enjoy a better life. As the saying goes, ‘If there’s food in the pot, there’ll be food in the bowl.’ Otherwise, talk of a ‘better tomorrow’ is just empty rhetoric,” said Wang Yonggang, a casting workshop employee, in an interview. His simple words vividly revealed the loyal dedication of the hardworking camshaft employees to the company, as well as their hopeful aspirations for a brighter future. We love our jobs, we love our positions, we love our company, and even more, we love the frontline workers who make such significant contributions to the company’s development! Let us string fragrant gardenias into garlands and inscribe the most brilliant words in honor of these dedicated workers!