CAIJUN Management & Consulting

Case 7 ：New Materials Company's 5S Management Lean Transformation

1.The enterprise is located in Zhejiang, the largest specialized paper production base in China. It produces over 60,000 tons of high-grade decorative raw paper annually. The products are widely used for surface decoration of furniture, home items, vehicles, and ships, and the sales network covers both domestic and international markets. In early 2025, the company underwent equity change and became a wholly-owned enterprise by the German side.
2.During the development process over the years, the predecessor joint venture of the company not only lacked an overall operational framework but also neglected the implementation of basic management construction. 。
3.The company has formulated a three-year lean transformation plan, and in line with the characteristics of process-oriented enterprises, it starts with 5S visual management to lay a solid foundation for the company's management. Through this process, it aims to enhance the awareness and capabilities of the management personnel.。


1.As a process-based production model, the level of yield directly affects the performance of the enterprise's sales profit ratio (ROS), and is one of the key indicators for the enterprise to turn losses into profits and for long-term competition. The yield of process-oriented enterprises largely depends on the management ability of the 4M1E on-site management.

2.The implementation and deepening of the 5S management project will effectively enhance the control capabilities of on-site production factors, fully and intuitively highlight abnormalities, and ultimately serve key indicators such as PQCDSM.

3.Through the efforts of the team over a period of nine months, we have successfully achieved all the goals set for the first phase of the project as initially planned.

     A:Build a stable site ；      B:Build a system that exposes problems and anomalies ；      C:Build a comprehensive management team that possesses both awareness and capabilities, and establish a system that can identify problems and anomalies.

Not only that, the enterprise's cultural improvement and continuous improvement mechanisms have also been perfected and internalized. The company's COO Martin stated: The project results far exceeded the company's expectations!