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Le Shou Agricultural and Pastoral Group is fully advancing its standardization efforts, enhancing quality and efficiency to drive business growth.

Release date:

2021-08-03

At the beginning of 2021, the Chairman of Leshou Agricultural and Pastoral Group emphasized at the annual work planning meeting that this year, the focus should be on continuously advancing the construction of the "Four Modernizations and Four Systems." He also outlined three key requirements: First, establish a comprehensive and efficient corporate operating mechanism to enhance management standards and operational efficiency. Second, develop a dedicated action plan, clearly assigning responsibility to specific leaders and forming a dedicated team, ensuring thorough implementation—from deployment to execution, oversight, and accountability—including rewards and penalties, to deliver tangible results. Finally, benchmark against leading domestic industry peers by creating a detailed comparison plan, closely monitoring progress, and driving rapid improvements in both management practices and operational efficiency. Meanwhile, Vice President Feng Jincheng noted that all initiatives this year must center around the Chairman’s vision of “…

At the beginning of 2021, the Chairman of Leshou Agricultural and Pastoral Group emphasized at the annual work planning meeting that this year, the focus should be on continuously advancing the construction of the "Four Modernizations and Four Systems." He also outlined three key requirements: First, establish a comprehensive and efficient corporate operating mechanism to enhance management standards and operational efficiency. Second, develop a dedicated action plan, clearly assigning responsibility to specific leaders and forming a dedicated team, ensuring thorough implementation—from deployment to execution, oversight, and accountability—including rewarding or penalizing teams based on results. Finally, benchmark against leading domestic companies in the same industry, creating a detailed comparison plan, closely monitoring progress, and driving rapid improvements in both management practices and overall efficiency.

Group Vice President Feng Jincheng emphasized that this year, all initiatives should focus squarely on the chairman’s guiding principle of "Strengthen Marketing, Prioritize Technology, Drive Reform, and Enhance Efficiency"—a concise 12-character strategy. He stressed that everyone across the group must align their understanding, unify their mindset, and synchronize their actions, "firmly anchoring ourselves to our business objectives while fostering innovation, reform, and refined management," thereby ensuring the successful achievement of the group’s annual goals.

For businesses to make a significant impact and thrive in the market, it’s crucial—and absolutely essential—to strengthen their foundations, diligently hone their internal capabilities, and continuously enhance their competitive edge. This is not just important; it’s an urgent priority that demands immediate action.

The so-called "Four Modernizations" refer to implementing "standardization, informatization, data-driven approaches, and automation (intelligent systems)" in corporate management. Meanwhile, the "Four Systems" involve building and refining the company's "marketing system," "production system," "quality system," and "technology system." Together, the "Four Modernizations and Four Systems" initiative represents LeShou Group's strategic choice for driving enterprise transformation and upgrading, ultimately strengthening its market competitiveness.

Among the various dimensions used to measure market competitiveness, "efficiency" is absolutely critical. This year, the Chairman emphasized in the company’s work guidelines that every possible effort must be made to "boost efficiency"—whether it’s improving employee productivity, production efficiency, financial performance, store effectiveness, or area productivity. After all, only by enhancing and maintaining superior efficiency can the company stay ahead in industry competition. And among the many initiatives aimed at "improving efficiency," standardization efforts take the lead.

So, what exactly is "standardization"?

According to the 1989 National Standardization Law, standardization is the process of achieving uniformity in repetitive tasks and concepts across social practices such as economics, technology, science, and management—through the development and implementation of standards—in order to attain optimal order and societal benefits.

So, what exactly is "standardization"?

The globally renowned McDonald's brand now operates more than 30,000 franchised restaurants across over 120 countries and regions worldwide, firmly ranking among the Fortune Global 500. McDonald's success stems from a variety of factors—such as its standardized management practices and robust capacity for capital expansion—but perhaps most crucially, it boasts an exceptionally well-established standardization system, particularly in terms of product quality.

McDonald's standardized system has earned widespread and deep appreciation from employees, almost seamlessly becoming ingrained in their very being—shaping not only their thoughts and beliefs but also their daily actions. It is precisely this profound integration that enables the near-strict adherence to standardized procedures, ensuring flawless execution every time.

Specifically, standardization efforts encompass three key areas: the development, implementation, and management of technical standards, management standards, and job standards.

A technical standard is essentially a technical guideline—a proven, optimal solution proposed for recurring technical challenges.

Management standards are specific criteria defined for various operational and managerial activities, designed to ensure and enhance product quality while helping organizations achieve their overall quality objectives. These standards can be categorized into international standards, national standards, ministry-issued standards, industry standards, and enterprise standards. Based on their role in the production process, they further include raw material standards, process standards, and product standards. In standardization efforts, these criteria are typically grouped into categories such as foundational standards, product standards, method standards, and hygiene and safety standards.

Work standards are guidelines that define the scope, responsibilities, authorities, and quality of work—whether for individuals or teams—as well as specify requirements for the quantity, quality, timelines, and performance evaluations of various tasks.

It is clear that standardization touches every aspect of a company’s operations, from production to management—and does so across a wide range of areas while also deeply integrating into the daily workflow. Therefore, building and managing standardization is indeed "a long and arduous journey," underscoring that this is a significant, far-reaching initiative that cannot be accomplished overnight or achieved in one swift move. We must fully recognize the immense challenges, complexities, and sheer volume of work involved. Precisely because of this reality, we need to prepare for a "protracted battle." At the group level, we should proactively develop multi-year plans, implementing them systematically—step by step and phase by phase—with clear objectives. Along the way, we must conduct regular reviews and improvements, ensuring that our efforts are targeted, incremental, and continuously refined to achieve sustained progress and excellence.

Meanwhile, as society advances in science and technology and productivity levels continue to rise, both product quality standards and technical benchmarks will also steadily improve. This, in turn, underscores the ongoing need for standardization efforts to be continuously promoted and implemented. In fact, standardization is an endless journey—there’s always room for improvement, with "better" as the goal, but never "the best."

Senior leaders of the group deeply recognize the importance of standardization efforts and have placed it high on their agenda. The Chairman even emphasized the need to establish a dedicated organization with full-time personnel, develop specialized strategies, and commit significant resources to vigorously advance standardization management.

At the beginning of 2021, to accelerate and enhance the implementation of standardization efforts, the Group’s Board of Directors specially appointed Feng Jincheng, Vice President of the Group, to take full leadership, coordination, and responsibility for the "Four Modernizations and Four Systems" initiative. Mr. Feng brings extensive experience in standardization, digitalization, and IT infrastructure development, as well as a proven track record of successfully driving standardization projects at leading companies within the industry. This strategic appointment underscores the Group’s leadership team’s strong commitment to advancing standardization initiatives.

Meanwhile, the Group's Corporate Management Department has been designated as the executive and responsible unit for comprehensively advancing the construction and operational management of the "Four Modernizations and Four Systems." To strengthen this initiative, the department will establish two new divisions under its umbrella: the Operations Management Division and the Information Management Division. Additionally, the Group will recruit top-tier technical talent from specialized fields to take on key roles, aiming to achieve significant breakthroughs and enhancements in the "Four Modernizations" efforts, with standardization serving as the cornerstone.

Currently, the group's standardization efforts are steadily and orderly progressing under the leadership of President Feng, with the Enterprise Management Department taking the lead in organizing the initiative—and receiving strong support from all departments and business units across the group.

Development and Release of the Group Standard for Roasted Duck Blanks

Cold Storage Facility Rectification and Management Standard Development

Group Organization and Position Coding Work

Standardization of the Duck Carcass Preparation Process for Meat Ducks

Standardization of the Muscovy Duck Slaughter and Carcass Splitting Process

Updates and revisions to existing systems and processes

……

On July 28, 2021, the Mobilization Meeting for the Construction of LeShou Group's Quality System was grandly held in the Group's second-floor conference room. Attendees included key group leaders, heads of the Enterprise Management Department, general managers of business units, deputy general managers responsible for production and technical quality control, as well as department heads from production, technology, quality control, and procurement—totaling 38 participants who joined both online and offline.

The meeting began with Feng Jincheng, Vice President of the Group, outlining the work plan for building the quality system, detailing its objectives, requirements, and timeline. Following this, the Corporate Management Department presented a specific roadmap for advancing the Group’s quality system initiatives. Afterward, representatives from each business division engaged in thorough discussions and exchanges, offering thoughtful insights and recommendations on the current status of the quality system, existing challenges, and potential solutions.

Finally, Group Chairman Gao Xijun delivered a keynote speech at the recent Quality System Construction Mobilization Conference, outlining key measures to address the primary challenges currently facing quality management efforts.

1. All levels of leadership and employees must place top priority on quality management across the board.

2. Quality work, as a core priority, must be consistently pursued and thoroughly strengthened, with comprehensive efforts focused on building the "Four Modernizations and Four Systems" centered around the quality management system.

3. Establish a comprehensive quality management system, create a long-term management mechanism, and pursue steady, sustainable growth to continuously enhance product quality.

4. Driving the development of a quality system starts with standardization—establishing practical, actionable, and applicable standards that are even stricter than national or industry benchmarks.

5. Leshou’s product positioning is centered on a value-leading strategy—driven by innovation, focusing on developing differentiated products, and striving for a high-end market with premium quality, significant investment, and exceptional returns.

6. Leaders of each business unit must place high priority on quality, maintain consistent efforts, and always put quality first. When quality conflicts with profit, the "quality first" principle should be strictly followed. Additionally, it’s crucial to strengthen quality assessments, enhance reward and penalty mechanisms, and reinforce oversight to continuously elevate the level of quality management.

The Chairman emphasized: "Quality is the lifeline of our enterprise. In quality management, we must maintain high standards, enforce strict requirements, prioritize quality above all else, and commit to continuous improvement! Each business unit should carefully analyze the situation and develop concrete, actionable plans. At the same time, we need to strengthen collaborative communication through concise, highly efficient meetings that promptly address any challenges encountered during the implementation of our quality system. The Group will also step up its oversight and inspection efforts, providing robust support to all business units, ensuring steady and solid progress in building and refining our quality management framework."

Looking ahead, the "Four Modernizations and Four Systems" initiative—marked by its grand scale, wide-reaching impact, personal involvement from group leadership, strong support across all departments, and enthusiastic participation from everyone—will undoubtedly gain momentum and flourish in the coming period.

Although unexpected challenges may arise, and no doubt there will be various obstacles along the way, none of these can stop the enthusiastic and determined spirit of the people of Leshou—those who are "pioneering, innovative, and striving for excellence." Our company’s core value of "being honest in character and diligent in action" will surely inspire us to overcome every difficulty and move forward with unwavering resolve.

Standardized construction—we're already on the way.

Keep it up, Le Shou residents!

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Army Day

Cangzhou Vice Mayor Xue Qingsong visits and inspects the Guozhuang branch of Leshou Duck Industry to provide guidance on operations.

Army Day

Cangzhou Vice Mayor Xue Qingsong visits and inspects the Guozhuang branch of Leshou Duck Industry to provide guidance on operations.