Strengthening the Quality Foundation to Drive High-Quality Development | Nuoer Group Successfully Holds Its 2026 Annual Quality Management Conference

To strengthen the enterprise’s quality foundation, refine the full-chain quality management system, and foster a unified understanding of quality development among all employees, Nuoer Group convened its 2026 Annual Quality Management Conference on September 8 under the theme “Strengthening the Quality Foundation to Drive High-Quality Development.” Management personnel and key operational staff from production, marketing, R&D, quality inspection, and other functions across the Group’s various business divisions attended the conference.

The conference provided a comprehensive review of the year’s quality management efforts, conducted an in-depth analysis of existing issues, and outlined key priorities for the next phase of quality improvement.

At the meeting, the heads of production systems from each business division reported on quality issues identified during production and the progress of corrective actions. They provided a comprehensive review of quality issues addressed throughout the year, conducted an in-depth analysis of shortcomings in production management, and reported in detail on the effectiveness of corrective measures and plans for further optimization. The heads of quality control and technical services also reported on quality issues and corrective actions based on feedback from the sales team. With customer needs at the forefront, they outlined areas for improvement across the entire production, supply chain, and sales processes, with the aim of strengthening internal and external coordination and enhancing self-inspection mechanisms.

Rong Shuai, General Manager of Dongying Port Industrial Park, delivered a speech focusing on enhancing the Group’s quality management. He noted that the quality reports presented by each business division were comprehensive and well-analyzed. However, all employees must remain highly vigilant regarding the various quality issues highlighted in the reports, reflect deeply on their causes, and continue working toward the goal of achieving “zero defects.”

He pointed out that the Group’s various products have reached a relatively mature stage in terms of technical R&D, and that the focus of future quality improvements should shift toward weaker areas within the service chain. Greater efforts should be made to address shortcomings in packaging, logistics, raw material control, and other areas. He urged everyone to take the conference as an opportunity to systematically review and improve quality management systems and control standards, while resolutely preventing similar issues from recurring.

He further emphasized that the root cause of quality shortcomings often lies in insufficient awareness of individual responsibility, which is also one of the most challenging issues to overcome in quality management. All employees must strengthen their sense of responsibility for quality, continuously improve product quality, reinforce the Group’s position as a domestic industry leader, and build a strong market presence and brand reputation.

Yu Qinghua, Chairman of Dongying Port Industrial Park, delivered the concluding speech. He emphasized that quality is the lifeline of an enterprise and a core competitive advantage in earning customer trust. Quality management, he noted, is something that can be controlled, managed, and continuously improved.

He called on all management personnel and employees to put into practice the principles of “customer-centricity” and “everyone as an operator,” and to foster a company-wide management mindset that “the next process is the customer, and quality loss is an operational loss.” Through this approach, the Group can effectively implement its quality management standards and continuously enhance its overall quality management capabilities.

Regarding the next phase of quality improvement, he outlined five key priorities:

1. Mindset Control: Strengthen the sense of accountability for quality among all employees.
2. Standard Control: Identify and address shortcomings in quality management systems and standards.
3. Process Control: Implement the “three-inspection system”—self-inspection, mutual inspection, and specialized inspection—to prevent quality defects at the source.
4. Responsibility Control: Reinforce quality responsibilities at all levels to ensure comprehensive accountability and clearly defined authority.
5. Closed-Loop Control: Improve the end-to-end mechanism for issue tracing, rectification, accountability, review, and prevention.

Quality performance will also be incorporated into management evaluations and employee promotion assessments, using performance evaluation as a means of encouraging all employees to continuously improve quality and achieve shared growth between employees and the enterprise through high-quality development.

Moving forward, all business divisions and departments must fully implement the principles and requirements established at this conference, strengthen their understanding of quality, address shortcomings in management, and rigorously enforce quality responsibilities across the organization. The Group will continue to improve its full-chain, closed-loop quality management system, strictly implement targeted quality improvement measures, strengthen its core competitive advantages in quality, create greater value for customers through high-quality products, and support the Group in achieving high-quality and sustainable development.s meeting, update quality concepts, address management shortfalls, rigorously enforce full-employee quality responsibilities, continuously improve the full-chain closed-loop quality management system, strictly implement special quality improvement measures, build core quality competitive advantages, create value for customers with high-quality products, and support the group in achieving high-quality and sustainable development