Empowering Skills Through Standards, Enhancing Quality and Efficiency While Expanding Markets—The Company Conducts Specialized Training on End-to-End Sampling and Quality Control

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Release time：2026-08-15 00:00

To align with market order‑delivery requirements, strengthen the end-to‑to‑end quality‑control system, and advance the standardized reengineering of production processes, the company organized a specialized training session on full‑process sampling and quality management on August 14, 2026. The training was attended by all on‑duty personnel from the Production Department, the Pilot‑Scale R&D Department, the Quality Inspection Department, and the Warehouse Management Department, with General Manager Mu Dahao presiding over the session.

Photo: Company General Manager Mu Dahao presides over the training session.

The rubber compounding market is increasingly demanding greater product stability and robust data traceability, with customer audits and national industry standards imposing stringent requirements on sampling procedures, raw data management, and warehouse‑retained sample storage. This training program addresses the real‑world pain points across the entire wet‑mixing rubber value chain, with the core objectives of ensuring compliance with national standards, achieving standardized practices, and empowering all stakeholders. It seeks to break down silos in end‑to‑end standardized control—spanning R&D pilot runs, shop‑floor production, quality inspection, and warehouse‑retained sample management—thereby significantly enhancing cross‑functional collaboration.

This training program was rigorously aligned with eight national standards, including GB/T 6678-2003 “General Rules for Sampling of Chemical Products,” GB/T 6680-2003 “General Rules for Sampling of Liquid Chemical Products,” and GB/T 8290-2021 “Sampling of Latex,” while also integrating the company’s internal SOP framework. It delivered systematic instruction across four key modules: standardized sampling procedures for all process stages; guidelines for sampling and data recording in R&D pilot-scale studies; end-to-end quality‑control testing and laboratory management; and standardized warehouse management and retained‑sample control systems.

Throughout the training, contrasting real-world examples—both compliant and non‑compliant—are used to clearly illustrate the batch‑quality risks associated with improper sampling, incorrect data recording, and unauthorized deletion of outlier data. At the same time, the quality responsibilities and control boundaries for each role—operators, team leaders, quality inspectors, warehouse personnel, and R&D staff—are explicitly defined. Following the presentation, a Q&A session is held, during which participants actively raise questions based on the challenges they face in their daily work, and company engineers provide standardized solutions one by one.

The photo shows the training session.

This training adopts a dual-track assessment model, combining a closed-book theoretical exam with an on-site practical evaluation. Each component accounts for 50% of the final score, with a passing threshold of 80 points. Personnel who fail to meet the standard must retake the training and undergo a make-up examination. Assessment results will be incorporated into employees’ job‑performance evaluations. Tiered assessments are implemented according to job roles: operators are evaluated on sampling procedures; team leaders on managerial responsibilities and handling of deviations; quality inspectors on parallel‑sample testing and error analysis; and warehouse personnel on zone management and record‑keeping compliance.

Trainees unanimously agreed that the training content was highly relevant to their roles, clarified previously ambiguous operational standards, and provided a systematic understanding of national standards and quality red lines. Going forward, they will rigorously adhere to SOPs in their day-to-day work.

This company-wide specialized training has achieved unified quality standards across multiple departments—R&D, production, quality inspection, and warehousing—further refining the company’s end-to-end quality‑control closed loop. Moving forward, the company will leverage this training as a catalyst to deepen the reengineering of its production processes, conduct tiered skills‑development programs on an ongoing basis, and strengthen the foundation of product quality through standardized,规范ized, and精细化 management. In doing so, it will steadily enhance its capacity to deliver market orders and drive high‑quality, sustainable enterprise growth.

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