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Operation innovation
choose quality customers
generate demand
integrate resources
gain advantages
R&D innovation
define high standards
ensure stable quality
adopt appropriate technology
deliver the best customer experience
Management innovation
design effective strategies
reform organization
optimize processes
tap into valuable information
Culture innovation
seek truth from facts
think methodically
plan with vision
promote individual development
SNTO's corporate philosophy
Innovation drives corporate development
System innovation for an enduring corporate life
Founder's management philosophy
Product standardization
Develop standard products, achieve quality and efficient manufacturing

Insight into the nature of problems gives rise to innovation. We start with problems to build a standardized operating system that covers everything from the workflow to product specifications. We promote operation and management standardization through systems, processes, forms, and informationization in pursuit of improvement and high efficiency. Our production management focuses on the standardization of products, quality, processes, and services in pursuit of production efficiency, speedy delivery, product quality, industry efficiency, and cost-effective value.


Product standardization
The "Five Standards, Ten Steps" zero-defect quality management model
SNTO was rated as a National Quality Benchmark Enterprise

We establish quality control through "result, test, process, training and inspection" standardization. Based on management innovation, technological innovation, and application of information tools, we developed a "ten-step management method" for tackling complex problems, providing valuable management tools for enterprise manufacturing.


The five standard systems for quality control:


Result standards: Identify customer requirements and standards through communication to establish result standards, 

deliver products and services that customers like and gain a reputation.


Test standards: Formulate test result standards, including how to test, what methods to use, what tools to use, etc. to ensure reliable test results.


Process standards: Study the procedures and ways of reaching product standards to ensure reliable results with processes.


Training standards: Consider how to conduct training, what to teach in training, and who are to receive training, to ensure the above three standard systems are set in an informed way.


Inspection standards: Formulate inspection standards targeting the above four standard systems to comprehensively assess the implementation of them and make improvements if necessary.

The
The ten steps to solve problems
01.
Arrange those who are competent in problem-solving positions; set goals and make implementation plans. (Goal Plan)
02.
Investigate how problems arise and related issues, list problem phenomena, and pay special attention to "abnormalities". (Problem Phenomena Table)
03.
Gather information from those who are experienced to build a problem-solving "knowledge base". (Problem Knowledge Base)
04.
Ask five questions to find and list all possible causes of the problems. (Problem Causes Table)
05.
Simulate, repeatedly, the scenarios where all possible causes and phenomena arise. (Problem Analysis Record)
06.
Delete pseudo phenomena and reasons from the two tables through the method of exclusion.
07.
Conduct a probability analysis of the reasons that cannot be excluded, and design test schemes for the most possible reasons one by one.
08.
Run the test scheme after it is approved by experienced persons until the real reason is found.
09.
Formulate solutions based on the causes and implement them after review until they are completely solved.
10.
Summarize experiences, build a problem knowledge base, and form a system (including standards and processes).
Five marketing choices
product choice
product choice
customer choice
customer choice
value choice
value choice
business model choice
business model choice
service choice
service choice
Business Unit of Total Involvement

SNTO in recent years adopted the new management model of "Business Unit of Total Involvement" by which employees became enterprise executives to operate the enterprise together and pursue dazzling performance.

Our "Business Unit of Total Involvement" seeks quality, speed, and low cost. It has created a workplace atmosphere aimed at ultimate perfection and mobilized the employees to improve methods and tools, put forward reasonable suggestions, and try every means possible to make improvements in gas consumption, energy consumption, cost, and quality. As a result, their enthusiasm for work and their performance reached new heights.


Our "Business Unit of Total Involvement" focuses on our own work as well as that of those working for and around us, integrates resources within and across business entities and even within, across, and outside of departments, and coordinates all efforts towards serving target customers to make creations and headway together.

Business Unit of Total Involvement
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