December marks the end of the year, a crucial stage for achieving the annual goals and targets. Taixing Group, committed to its annual objectives, is seizing the golden opportunity of the final sprint, focusing on three core tasks: safe production, market sales, and cost reduction and efficiency improvement, working diligently and pragmatically to launch a final push towards its annual goals.
Safety is the lifeline of an enterprise. During the final stretch of the year's decisive battle, Taixing Group consistently prioritized safety, strictly implementing responsibilities at all levels and comprehensively strengthening safety management. They continuously solidified their safety foundation through enhanced safety training for all employees, conducting comprehensive safety risk and hazard investigations and rectifications, holding "leak-free" factory evaluations, and promoting standardized safety production.
During this crucial period of striving for the year's goals, Taixing Group strengthened the implementation of the "131" safety management method, closely monitoring special operations and maintenance work on-site, and meticulously implementing various safety management measures. The leadership team oversaw and supervised each workshop, comprehensively strengthening risk identification and hazard investigation, and reinforcing the identification of vulnerable personnel to ensure that no one on duty posed a safety risk.
In addition, they also combined seasonal characteristics and implemented "targeted management" for key areas and weak links in winter safety production. They carried out "carpet-style" hidden danger investigations on key equipment such as reaction vessels and key areas such as storage tank areas and warehouses. They established detailed ledgers for the problems found, clarified the rectification time limit and responsible persons, and made every effort to ensure the stable operation of safety production in winter.
(Conduct safety inspections in remote areas)
While prioritizing safety, Taixing Group seized the opportunity presented by downstream customers' pre-holiday and year-end stockpiling surge to fully leverage its production organization. The company, with unwavering confidence and coordinated efforts across all levels, meticulously planned production schedules down to the monthly, daily, and shift levels, ensuring the stable and full-capacity operation of its production facilities.
The market is like a battlefield, and competition is like a race. Faced with a complex and ever-changing market environment and fierce industry competition, Taixing Group adheres to a market-oriented approach and innovation as its engine, continuously exerting efforts in consolidating its advantageous products, exploring emerging markets, and solving development challenges, thereby driving market sales to achieve growth against the trend.
(Marketing staff communicating with overseas clients)
"Since the beginning of this year, sales of our company's core products, aluminum hypophosphite and zinc borate, have increased by 13.88% and 19.3% respectively compared to last year, and both core products are maintaining a steady growth trend," Sun Xianggang, Minister of Marketing at Taixing Group, told the reporter.
More notably, their aluminum hypophosphite products achieved a breakthrough in exports, successfully securing cooperation agreements and commencing supply to two South Korean clients, opening a new chapter in the company's overseas market expansion.
Impacted by downward pressure on the supply chain, the company's MCA products faced severe challenges including shrinking downstream demand, reduced order volumes, and lower product prices. The winning bids from core clients even fell below cost, a microcosm of intensified competition in the market. Faced with these difficulties, the company quickly adjusted its development strategy, leveraging its technological advantages in large-particle-size MCA to decisively explore the new market of soft elastomers.
To date, this new MCA product has successfully boosted sales, achieving a transformative breakthrough through "breaking through with new products and increasing efficiency through innovation," providing strong support for the company's business structure optimization and upgrading.
Taixing Group actively implements the eight hard measures for "cost reduction and efficiency improvement," firmly establishing the business philosophy that "saving one yuan is easier than earning one yuan." It deeply integrates lean management concepts into the entire daily operation chain, focusing precisely on multiple dimensions such as financial cost reduction, lean production, material utilization, and cost-saving, strictly enforcing implementation, and developing the "real skill" of cost-effectiveness.
(The company's operations management department held a meeting to exchange ideas on cost reduction and efficiency improvement.)
The company holds regular operational analysis meetings and has fully implemented a cost reduction and efficiency improvement management system. They focus on key cost control aspects, rationally planning cargo allocation schemes by utilizing the short storage periods of transportation companies, optimizing transportation routes and loading efficiency, resulting in a 30 yuan/ton freight cost reduction year-on-year, a decrease of 10.91%, and a reduction in freight expenses of 559,800 yuan compared to the same period last year. Simultaneously, they implemented peak-shaving and valley-filling electricity strategies, refined adjustments to process parameters, and product process optimization, achieving a double reduction in electricity and steam consumption throughout the entire production process, saving over 2 million yuan annually, and significantly improving energy utilization efficiency.
Meanwhile, Taixing Group has been meticulous in its efforts to reduce costs in procurement, human resources, and material utilization: it tracks raw material price fluctuations and reduces procurement costs through centralized procurement and long-term contract pricing; it continuously explores labor organization models that "tap internal potential and generate revenue and efficiency," vigorously promotes independent maintenance, independent processing, and the repair and reuse of old equipment, and has implemented multiple independent efficiency-generating projects; it promotes "streamlining of government offices and strengthening of front-line staff," guiding redundant personnel in government offices to flow to the production line, and implementing "one person, multiple positions, part-time work and concurrent pay" for auxiliary positions, accurately matching human resources with production needs, ensuring that human resources costs are "spent wisely," and "squeezing out" real money.
"In the final stage of the decisive battle to achieve our annual goals, Taixing Group will continue to maintain its momentum, concentrate its efforts, and work diligently to ensure the successful completion of our annual targets and tasks. We aim to conclude 2025 with outstanding achievements and embrace the new development opportunities and challenges of 2026," said Zhang Yuliang, Secretary of the Party Branch and General Manager of Taixing Group.
