On the evening of October 17th, Haoyuan Company held a performance growth promotion meeting in the conference room on the sixth floor of the R&D center. Action education performance mentors Jiang Zhubing, Liu Panlong, and Xu Ximing attended the meeting via video conference. Senior leaders of the company, members of the performance growth execution team, and relevant department heads attended the meeting.

At the meeting, the publicity team leader of the performance execution group came to Wenya to report on the implementation of this week's performance growth, work highlights, existing shortcomings, and next week's work plan.

Subsequently, Wang Jianmin, the head of the machinery supply company, reported on the preparation of the performance manual for the company.  

Teacher Jiang Zhubing provides specific guidance and suggestions based on the progress of this week's work. He pointed out that the sales system should strive to achieve the annual goals in a "wartime state" to ensure the achievement of the company's No.1 document targets. Synchronize system review, refine strategies, continuously cultivate and lock in strategic level major customers, and build a sustainable "flywheel system"; The production system should focus on production stability, conduct in-depth reviews of equipment, processes, personnel skills, and management processes, accurately identify and overcome key bottlenecks, and consolidate the basic operation foundation; Enterprise management and finance should plan ahead for 2026, carry out systematic planning and summary around strategic paths, resource allocation, and risk control, continuously optimize management mechanisms, and achieve breakthrough growth and forward-looking layout.

Regarding the preparation of the performance manual for the machinery supply company, Teacher Jiang Zhubing pointed out that the manual is a summary of practical experience, forming replicable and refined "martial arts secrets". It should not only become a benchmark textbook for future management training, but also reflect the essence of Haoyuan Company's three-dimensional management. The supply system must clearly define the strategic positioning of the procurement center, identify key bottlenecks, and extract outstanding highlights to create an excellent supply chain management system. At the same time, it is recommended to organize cross departmental collective discussions at the company level, benchmark advanced industries, integrate high-quality resources, and provide clear guidance and methodological support for the work in 2026.