Building a team of craftsmen and inheriting the culture of ingenuity

Editor's note: As China's economy moves towards mid-to-high-end transformation and upgrading, supply-side structural reform is an inevitable prerequisite, but the urgent task after the implementation of the reform is to implement a refined production strategy, promote the vigorous development of new technologies, new industries, and new formats, and speed up "Made in China" Shift to "Created in China", create "Perfect in China", and realize mid-to-high-end supply facing the world. The essence of realizing such a magnificent turn of China's economy is a vast "craftsman project" of "making China's perfection". To promote the implementation of this huge project, it is unimaginable without the support of the exquisite production of "artisan"-style high-quality labor force. On the other hand, in the domestic high-level skilled labor market, it can be said that a "craftsman" is hard to find. Therefore, vigorously implement the "craftsman strategy" , to promote the construction of artisan teams to become a compulsory course for China's economic and social development.

Based on the strategic plan for the next five years, Xiamen Golden Egret also needs to complete the transformation and upgrading of manufacturing, and a high-quality and skilled technician team will become the cornerstone of the company's future development. In 2021, based on the external talent supply, internal demand and the existing problems of craftsman team construction, under the key guidance of the company's leaders, the Human Resources Department organized and carried out the construction of the qualification system and training system for the technical team, and gradually explored the skills of Golden Egret. Characteristic craftsman talent development path.

Beginning in September 2021, the Human Resources Department has organized 7 online and offline learning map training sessions, with a total of 88 trainees. Through many discussions with the backbone of technicians and technicians in various departments, it helped the benchmark technician positions in the manufacturing department to sort out and optimize the learning path map from the entry of new employees to the growth of senior workers.

On December 7th, in order to commend and motivate the advanced collectives who work on the job learning map, the Human Resources Department organized the development and evaluation of the mechanic benchmarking post learning map, hoping that by setting a benchmark, more outstanding technicians will be able to shine in Golden Egret. of brilliance.

Wang Mingsheng, General Manager of Alloy Business Unit 1, Xie Haiwei, Production Technology Director of Alloy Business Unit 2, Dai Ping, Manufacturing Director of Cutting Tool Business Unit, and Chen Suyi, Human Resources Director of the company were invited to serve as judges of the jury. Fourteen major manufacturing divisions from across the company's business divisions participated in the review. The managers of each manufacturing department and the manufacturing section chiefs showed the training paths, training content settings, improvement and innovation points, and curriculum development of the benchmark positions of their departments to the judges. Compared with training plans, it plays an important role in optimizing the training cycle and improving efficiency. In view of the problems existing in the existing training system and the possible difficulties encountered in the implementation of the learning map, the participating judges conducted in-depth discussions with the manufacturing managers of various departments, and put forward many constructive improvement measures and suggestions.

After the review, the following six departments/posts stood out and won the "Benchmarking and Demonstration Posts for Technician Learning Map Development".