2026-8-14
A role model is a beam of light illuminating the road ahead; a role model is a banner gathering hearts that strive forward. On the Group's journey of deepening management innovation and advancing quality and efficiency improvement, every production base is a main battlefield, and every finance worker is a key force in operational control. They pore over accounts at their desks, go down to the workshops, and fight through the night, building the foundation of operations with meticulous accounting and tapping cost-reduction potential with innovative control. Today, let us step into the Finance Department of the Shouguang Base and see this team's story of breaking through business bottlenecks and deepening cost control.
They keep company with numbers all year round, yet refuse to be confined to the role of mere 'bookkeeper'; they keep a low profile, yet stay constantly alert to every ripple on the production front line. They have shouldered the heavy responsibilities of cost accounting, full-process review of payments, operational analysis, and asset control at the Shouguang Base. This year, as the Group's 'Management Innovation' year, they decisively stepped out of the comfort zone of traditional 'after-the-fact accounting,' bidding farewell to the transactional model of mere bookkeeping and calculation, and transforming into a 'value-type' management team that supports operational decision-making and empowers production cost reduction. Facing multiple challenges, what kind of answer sheet have they delivered?
Because the base newly launched entrusted-processing business, with no mature experience to follow, and multiple operating entities are accounted for simultaneously, the difficulty and workload of data collection and cost splitting grew geometrically. This was not only a technical challenge but a transformation of thinking. 'If there is no road, we will blaze one.' The Finance Department drew on its business backbone, spent consecutive months sorting out the full-process accounting logic, and innovatively formulated a dual-track accounting plan of 'itemized invoicing and separate bookkeeping,' revised the material cost accounting standards, and built a dedicated cost model suited to the new business, thereby making up for the accounting shortcomings of the new type of business in one move. Data must be not only accurate but also 'alive.' Relying on the monthly operating analysis meeting, the Finance Department turned dry data into a clear 'problem list' and worked with the production department to dismantle the causes of cost fluctuations item by item. From material consumption reduction to inventory optimization to process streamlining, they tracked the implementation effect of every measure. Effort pays off: through the team's joint efforts, the Shouguang Base's comprehensive cost from April to June steadily fell into its historically optimal range. Moreover, the gate of financial review was moved fully forward. From the preliminary review of procurement plans, to arrival reconciliation, payment verification, and consumption issuance, a full-process financial control system was built. They precisely determine the monthly procurement demand, and on the premise of ensuring continuous and stable production, maximize the reduction of capital occupation, building a 'firewall' for the base's operations.
Part 02: Conquering Together: 'Moving' the Office into the Workshop Front Line
Finance work has a strong node rigidity; tasks such as month-end closing, reporting, and auditing pile up together, and overtime at critical nodes is routine. At every important node, all staff take the initiative to stay on duty, prioritizing the coordination of personal family matters around work nodes, never delaying the advancement of core work. The atmosphere of 'passing on, helping, and leading' is especially strong here. Facing the slow start of newcomers, veteran employees such as Li Xiaotian and Lü Xianling voluntarily took on mentoring duties, sorting out processes and dismantling logic hands-on. The sections divide labor but not households; when issues arise they discuss them collectively, insisting on 'clearing the day's difficult problems within the day,' ensuring a smooth transition between old and new business. 'A finance person who does not understand production is not a good steward' - this is the team's steadfast work motto. To dig into the underlying logic of cost composition, all finance personnel go deep into the workshops, yards, and storage areas every month for full-coverage physical inventory, fully grasping front-line production realities and connecting the full-process nodes from raw material entry, processing, to finished-product issuance. Through front-line field research and analysis, they precisely distinguish process loss, feeding deviation, and seepage and leakage, and sort out loopholes in each link in advance. This enabled financial management to leap from 'remediation after the fact' to 'source control.'
Today, the Finance Department has gradually completed its transformation from transactional accounting to value-based management, with remarkable results across all its work. The cost accounting system has been fully rationalized, and the unification of data standards has greatly reduced duplication of labor; accounting has become ever more refined, providing strong data support for operational decisions. The team has also grown from the fixed pattern of mere bookkeeping into versatile talents who understand both accounting and business. From the smooth operation of resumption to normalized quality and efficiency improvement, they have performed no earth-shaking feats, only stacks of neat vouchers, sets of precise data, and trip after trip of on-site investigations deep into the plant; they have no dazzling glory under the spotlight, yet always stand on the front line of operational control. This group of ordinary finance people is precisely the solid and reliable behind-the-scenes force on the Group's journey of quality and efficiency improvement. Salute to every striving finance person!
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