The 2026 Lean Digital Innovation Conference, held alongside the Lean Digital Intelligence Transformation Innovation Ecosystem Expo, took place from September 5 to 7 at the National Exhibition and Convention Center in Tianjin.
On the morning of September 6, the "Penetrating Management" parallel session was convened under the theme "Penetrate, Reshape, Drive Efficiency: Full-Tier Digital Control Implementation Practices." The session was moderated by Xue Bin, Senior Partner and Technical Director at Tianjin ABERY.
The keynote report, titled "Full-Domain Penetration, Reaching the Frontline," was delivered by Qiu Jie, Vice President of ABERY. Confronting the systemic challenges of the BANI era and the structural contradiction of "rising revenue without rising profits" across industries, the report examined how Chinese enterprises can achieve a strategic shift from "scale expansion" to "efficiency-first" by benchmarking against world-class standards. Guided by the DuPont Analysis framework, the approach reconstructs operational excellence logic and, through refined management that penetrates the entire value chain, firmly grasps four controllable variables—strategy, efficiency, model, and talent—to build a high-quality development system with anti-fragile capabilities, ultimately enabling the leap from "scale expansion" to "high-quality development."
Liu Bin, Partner at Tianjin ABERY Technology, delivered a keynote speech titled "Penetrating the Black Box: AI Empowering Integrated Group-Level Marketing." The presentation explained that when group headquarters face the "black box" in marketing processes—plagued by issues of being "unable to see clearly, unable to manage effectively, and unable to calculate accurately"—organizations must address "how to collaborate" through organizational integration, "how to measure" through business integration, and ultimately leverage AI to solve "how to target more precisely, faster, and smarter," thereby fully penetrating the marketing black box and transitioning from "rule by man" to "collaborative digital intelligence governance."
Zhang Lei, Lean Expert at Dalian Heavy Industry Equipment Group, along with Feng Hongwei, Senior Consultant at ABERY Technology, presented practices on "Integrated Contract Fulfillment Delivery (ICF) Solving Delivery Dilemmas in the ETO Industry." They emphasized that the root cause of delivery difficulties in the Engineer-to-Order sector lies in reactive "firefighting" responses, while the solution lies in shifting toward proactive "predictive collaboration" management. They introduced ICF as the core solution, which fundamentally upgrades the delivery model from fragmented "segment-to-segment" management to holistic "end-to-end" collaborative processes, achieving a complete transformation from reactive firefighting to proactive prediction. The session advocated for ETO enterprises to adopt the ICF model, standardize design at the source, digitalize execution processes, and systematically resolve delivery challenges to achieve predictable and efficient contract fulfillment.
Yang Tianming, Director of the Lean Smart Manufacturing Center at Pinggao Electric, and Yang Lulu, Senior Consultant at ABERY Technology, shared practical insights on "Plan-Penetrating Management Driving Upgrades in Delivery Fulfillment Capabilities." By implementing plan-penetrating management, Pinggao Electric broke through five critical bottlenecks hindering operational efficiency—"lengthy fulfillment cycles, insufficient plan linkage, lack of execution rigidity, inadequate exception handling, and weak cross-departmental collaboration." The team identified three key drivers: "agile response to market changes, improved operational quality, and safeguarding financial health, with lean principles as the foundation and digital intelligence for the future." From a methodological standpoint, they proposed an integrated solution combining "lean management with digital intelligence empowerment," systematically upgrading delivery fulfillment capabilities to rapidly respond to market demands, ensure financial health, and effectively support the enterprise's digital intelligence transformation.
Lv Zhiming, Chief Accountant at Qingshan Industrial, and Yu Xiaogang, Senior Consultant at ABERY Technology, presented on "Full Value Chain Cost Control Practices Under the New Energy Competitive Landscape." In the increasingly competitive new energy vehicle industry, the presentation centered on "full value chain" and "systematic operations," with cost control focusing on specific cost-reduction methods across the two core battlegrounds of procurement and manufacturing, reflecting a refined, data-driven management approach. They outlined a three-phase cost management system: "foundation strengthening with full-staff engagement, system optimization with expanded cost reduction, and cost innovation as a strategic imperative." Only through systematic, collaborative operations spanning the entire value chain—from R&D and procurement to manufacturing and sales—can enterprises thrive amid fierce market competition.
Chen Hongfeng, Deputy General Manager of Tongfang Digital Technology and Deputy Project Manager of the CNNC ERP Project, shared insights on "From 'Process Forms' to 'Full-Hierarchy Penetration': The Lean Foundation and Digital Control Practices of CNNC's Hezhishu ERP System Construction." Using the construction journey, application results, and future roadmap of CNNC's "Hezhishu" ERP system as a practical case study, combined with industry-level reflections on "central enterprise group-level ERP implementation," the presentation illustrated the logic and value of digital transformation within large central enterprises, offering a replicable digital construction pathway for similar organizations.
Sun Gang, Solutions Director at Kingdee China, shared practical insights on "Mutual Empowerment between Regulation and Transformation: Building Penetrating Supervision Systems for Group Enterprises Based on Dual-Layer ERP." Against the backdrop of increasingly stringent penetrating supervision policies from the State-owned Assets Supervision and Administration Commission, the presentation emphasized that group enterprises urgently need to achieve financial digital intelligence transformation through dual-layer ERP architectures, finding the optimal balance between "group-level penetrating control" and "subsidiary operational vitality," ultimately delivering full-tier, full-chain, full-process, and full-element digital supervision capabilities.
Wang Yue, Vice President of ABERY, provided a review and commentary on the morning's expert cases and methodologies. She noted that the presentations collectively emphasized a "one vertical, one horizontal, one platform" approach—penetrating the full chain of marketing, cost, and fulfillment, steadfastly tackling efficiency, talent, and management as the "controllable variables," returning to operational fundamentals, and building a resilient core for high-quality enterprise development through an extreme efficiency orientation. Just as the ancient wisdom states, "Those who hold the great image, the world follows"—enterprises must remain unaffected by environmental fluctuations, cultivate robust dynamic capabilities, avoid losing direction amid chaos, emphasize survival and growth thinking in the face of nonlinear change, and establish efficiency-driven operational excellence systems to achieve enduring success.