Responsibility Forges Quality, Communication Empowers the Future | The Company Conducts Capacity‑Building Training for Frontline Managers
2026-05-29
To strengthen the foundation of grassroots management and enhance the performance capabilities of frontline managers, the company recently conducted a specialized training program on responsibility and communication skills for frontline managers in the special‑vehicle division. The session was led by Manager Liu Teng of the business unit, with over 20 workshop team leaders and frontline managers participating.
At the opening of the training session, Deputy General Managers Lu Wenzhong and Han Kun each delivered remarks. Deputy General Manager Lu Wenzhong emphasized that specialized vehicle production involves complex operating conditions and a fast‑paced workflow, and that the sense of responsibility and communication skills of frontline managers directly impact on‑site safety, quality, and efficiency. He urged all participants to apply what they have learned and achieve tangible results. Deputy General Manager Han Kun called on team leaders to move beyond conventional technical‑worker mindsets, accelerate their transition into professional management roles, uphold production standards through accountability, and foster smooth collaboration via effective communication.
This training program is structured around two core pillars—building a foundation of accountability and fostering collaborative communication—and employs real-world production scenarios to deliver practical, hands-on instruction. The curriculum clearly defines the five key responsibilities of frontline managers—safety, quality, cost, efficiency, and team management—emphasizing the need to fulfill duties diligently and strengthen local-level management accountability. In addition, the training provides a comprehensive framework for all‑scenario communication, covering upward reporting, downward mentorship, and peer‑level collaboration. By leveraging practical tools such as the 5W2H analysis and the sandwich‑style communication technique, participants will be equipped to overcome bottlenecks in on‑site teamwork.
During the training, participants formed small groups to discuss the most challenging aspects of on-site management, sharing experiences, identifying shortcomings, and collaboratively driving improvements. They expressed their commitment to moving away from experience‑based, reactive management approaches and adopting a proactive, meticulous management mindset to effectively elevate team‑level performance. At the conclusion of the training, Manager Yan Yongwang delivered a summary, urging all employees to integrate learning with practice and address management gaps by grounding their efforts in the realities of their respective teams. Deputy General Manager Han Kun commended the training’s outcomes and articulated three guiding principles—“Change, Reflect, Apply”: shift mindsets and take initiative; study deeply and master management tools; and apply them pragmatically while continuously reviewing and refining processes, thereby strengthening grassroots management capabilities to support the company’s high‑quality development.
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