If a company is compared to a big tree, learning ability is the root of the tree, which is the root of the company's life.
Evaluating whether a company is fundamentally competitive is not about how many achievements it has made, but about how strong its learning ability is.
Fusen has always adhered to the strategy of "strengthening enterprises through technology", and in line with the requirement of "promoting technological innovation based on the needs of industrial development, and using the achievements of technological innovation to promote industrial development", it regards the industrialization of high-tech and industrial high-tech as its business goals. Through channels such as "independent research and development, internal connection with universities, and external connection with the international community", it vigorously improves its independent innovation capabilities, focuses on mastering core technologies and independent intellectual property rights, as well as energy conservation and environmental protection, and strives to increase the proportion of high-tech, high added value, and high competitive advantage products, so that the enterprise can seize the initiative in the new round of international competition and win the market initiative. Fusen implements a priority strategy for scientific research and development, and extracts research and development funds from sales revenue at a certain proportion every year. The company prioritizes the expenses involved in the research and development of new technologies and products, thereby effectively ensuring the normal operation of the technological innovation system.
Over the past few years, the company has focused on three key elements: safety, health, and quality management. By aligning with its unique characteristics and strictly adhering to the four specialized management systems—API quality, OHSAS 18001 occupational health and safety management, ISO 14001 environmental management, and ISO 9001—it has achieved the goals of safe and harmless production, clean production, and zero pollutant emissions.
Particularly in quality management, based on the characteristics of the ceramsite production process, a unique, rigorous, and effective control procedure has been developed through summarization and exploration. Monitoring and control points are established across seven stages: 1. Analysis of raw bauxite ore; 2. Batch monitoring and testing of ingredient ratios; 3. Synthesis monitoring of raw and auxiliary materials; 4. Timed and quantitative monitoring of semi-finished product indicators; 5. Scheduled (hourly) sampling pre-inspection at the firing kiln outlet; 6. Finished product screening, packaging, and warehousing inspection; 7. Batch sampling inspection before product shipment. Through systematic testing, quality variations during production are promptly identified and improved, enabling real-time control and refinement of process stages from the source. This approach minimizes the likelihood of defective output, ensures accurate product grading, and guarantees the supply of qualified products.
