When the summer heat of Shenzhen Special Economic Zone meets the contemplation of business philosophy, an in-depth dialogue on "improving mentality and expanding operations" unfolds warmly at Yixinfeng's headquarters.Lithium - Ion Battery Equipment
On July 9th, the Shengheshu Member Enterprises Business Review Meeting was held here. Fellow members from various regions took "frank advice and sincere remonstration" as the key to jointly unlock the essence of business management — this is not just a review meeting, but a vivid practice of Yixinfeng embracing growth with an open attitude.
At the venue at 2 p.m., there were no fancy decorations, only walls covered with "Six Principles of Excellence" slogans and neatly
Stacked business data manuals. Host Yang Huilai's opening speech cut straight to the core: "A review meeting is not an award ceremony, but a clinic where philosophical mirrors reveal problems."
The head teacher's speech emphasized that "blunt honesty is the greatest kindness" — these two sentences set the tone of the event: "pragmatic, candid, and progressive."
In their PPT sharing, group members did not shy away from the industry's predicament of "profits as thin as paper." The counselor's comments were as precise as a surgeon's scalpel: "One company preaches 'customer-centricity' on its walls but makes distributors wait three hours to sign contracts. This is not practicing philosophy but self-deception." Excellent representatives shared both successful cases of "integrating Inamori's philosophy into production scheduling" and honest reflections on "setbacks in implementing Amoeba accounting due to employees' misunderstanding."
These candid analyses embody the essence of Shengheshu's "learning from others as from a mirror." When fellow members compared their own bitter experiences in management, "high profits" were no longer distant goals but specific actions like "every 1% reduction in production costs creates 1% more space to practice philosophy."
As the enterprise under review, founder Mr. Wu Songyan did not sugarcoat reality in his speech. He took the stage with a "list of business realities" sorted out by his team, frankly presenting the enterprise's "three facets":
- The gap in practicing philosophy: The workshop wall reads "Exert efforts unparalleled by others," yet delivery delays occurred on a Production Line due to frequent employee absences;
- Blind spots in digital management: Despite implementing Amoeba accounting, some departments still reported data with a "good enough" attitude, leading to an 8% error in unit-time value-added calculations;
- Bottlenecks in talent development: Middle managers "fear taking responsibility" and first seek the boss when facing customer complaints instead of proactively mobilizing resources to solve problems.
"These issues essentially stem from my lack of firmness as an operator," Mr. Wu's candor moved the fellow members. Subsequently, the valuable suggestions from the head teacher, counselors, and fellow members followed: Some proposed "breaking down the 'Six Principles of Excellence' into equipment maintenance standards to ground philosophy in practice"; others suggested "quantifying employees' altruistic behaviors with 'mentality points' directly linked to promotions"; still others shared "turning 'accumulating goodness and benefiting others' into a specific plan to improve after-sales response time by 30% through classified analysis of customer complaints."
This review clarified Yixinfeng's improvement path for the next stage: not empty talk about philosophy, but transforming "improving mentality" into hard indicators like "5% improvement in servo motor debugging pass rate"; not copying Amoeba blindly, but enabling every employee to calculate "how much profit I created for the company today."
There were no posed group photos during the tea break — fellow members gathered around Yixinfeng's "faulty equipment dissection table" for lively discussions. During the workshop tour, three groups ignored the polished finished products and asked, "How many times did this machine fail during debugging?"
The most touching scene unfolded during the Kongba (informal dinner gathering):
Without hierarchy, fellow members shared while holding their plates. "I was once questioned by shareholders for refusing low-price orders, but seeing your slogan 'Better lose a million than damage one's mentality' gave me sudden confidence," said a fellow member in electronic materials, shaking Wu Songyan's hand. "Your practice of turning customer complaints into a 48-hour emergency channel made me realize 'Customer complaints are the best business mentors.'"
Group discussions lasted late into the night, and representatives shared concrete insights: "Yixinfeng's '90-second solution template' embodies the philosophy of 'swift response'"; "Their workshop's 'Striver's ID card' turns 'exerting unparalleled efforts' into measurable behavior."
When the head teacher awarded Wu Songyan a certificate of appreciation, the comment on it was apt: "Enterprises that dare to expose their wounds gain tougher skin after healing."
At the end of the review meeting, a new line appeared on Yixinfeng's whiteboard: "The ceiling of an enterprise is always the height of the operator's mentality." From candidly exposing problems to defining improvement paths, from philosophical contemplation to digital implementation, Yixinfeng learned through this "heart-as-mirror" practice: High profits are not a goal but a natural result of "improving one's mentality"; talent development is not a task but an inevitable choice to "enable every employee to become an operator."
As Wu Songyan concluded, "Shengheshu's review meeting does not prescribe solutions but awakens our courage to 'seek inward.' Only when we face 'repeated trial and error in process optimization' and accept 'turning customer complaints into process improvements' can we truly understand — the refinement of management always starts with cultivating one's mind before managing affairs."
