On March 23, SENCI officially held the launch meeting for its process-oriented organizational transformation project. The initiative aims to build an efficient, agile, and adaptive process-oriented organization, break down departmental barriers, improve end-to-end process efficiency, and create greater value for customers.
The meeting was attended by SENCI Chairman Ai Chun, the company’s senior management team, core management team, and key business representatives.
Huang Yong, Vice President of SENCI, outlined the strategic significance, core principles, organizational support, and implementation plan of the transformation project.
He emphasized that 2026 will be a critical year for SENCI in building a modern process-oriented organization. The company will focus on four key management directions: standardization, lean management, digitalization, and intelligent operations.
Taking “creating value for customers” as the starting point, the transformation will empower those closest to the customer and frontline operations to make decisions. Through systematic optimization, SENCI aims to ensure that every employee, every piece of equipment, and every investment creates value above industry standards, ultimately earning higher customer satisfaction and long-term trust.
To ensure effective implementation of the transformation, SENCI established a Process-Oriented Organizational Transformation Management Committee and officially appointed 14 Process Owners as the primary persons responsible for specific process areas.
Chairman Ai Chun presented appointment letters to the Process Owners, who will take responsibility for process coordination, process optimization, transformation execution, and organizational capability development.
A representative of the Process Owners stated that the transformation is not only a management upgrade, but also a key step in moving SENCI from people-dependent management to mechanism-driven operations, and from local optimization to overall organizational efficiency.
The representative noted that processes should not be viewed as constraints, but as a means of empowerment — freeing frontline employees from repetitive communication and unclear instructions, and enabling managers to focus less on reactive problem-solving and more on customer value creation.
The Process Owners also committed to active participation, cross-functional collaboration, continuous improvement, and accountability for end-to-end results, with the goal of building an executable, measurable, and replicable operational excellence system.
Chairman Ai Chun stated that building a process-oriented organization is both a practical measure to address operational challenges and a strategic initiative to strengthen organizational and team capabilities.
He emphasized that only through continuous refinement and improvement in real business operations can process capabilities become an irreplaceable core competitive advantage for the company.
He called on all SENCI employees to break away from conventional thinking, make good use of tools, improve working methods, and approach the transformation with determination. By turning the results of the transformation into a source of long-term development strength, SENCI aims to build stronger competitiveness and gain new advantages in the global market.
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