Recently, the first phase of the 2026 "Dianjiang" mid-to-senior management skills training program at Jiudian Pharmaceutical concluded successfully. The training was conducted at Jiudian's headquarters, production centers, and Hongyang plant facility, with each session lasting two days and adopting a "theoretical instruction + experiential learning" format. Through systematic methodologies and immersive practical activities, the program aimed to help mid-level and senior managers achieve a pivotal shift in their management mindset—from "passively solving problems" to "actively identifying valuable areas for improvement."

The first day's theoretical training course, "How to Identify More Valuable Improvement Points," was delivered by Mr.Liao, Chief Mentor of Nissan Training (China) and Chief Consultant of Jiudian Pharmaceutical's MTP-TWI. The course focused on core modules such as misjudgments of management issues, the six manifestations of management problems, and the Management Problem Definition Form, helping participants transform subtle "Something's wrong." observations in daily work into discussable and solvable management topics. Through analyzing multiple real-world cases and participating in group discussions, participants gained a deep understanding of the fundamental principle that "on-site issues are the symptoms, while management problems are the root causes," and mastered practical tools and methods like applying the ECRS principle to evaluate processes and identify responsible parties for problem resolution. The Management Problem Definition Form emerged as the most widely recognized core tool in this theoretical course.

Ms.Huang from the Quality Department wrote in her feedback: "This training was a transformative experience for me—it shifted me from an 'executive-focused' mindset to a 'strategic' one, from a 'single-function' role to a 'multi-functional' one, and from 'passive response' to 'active innovation.' " Ms.Zeng from the OTC Business Management Department stated: "The training primarily taught us to analyze problems through a managerial lens, identifying root causes, assigning responsibilities, assessing risks, and setting clear objectives." Mr.Xie from the Process Technology Department added: "The problem definition framework provides clear guidance and practical tools for quantifying issues in management operations. In future work, we must clarify managers' roles and pinpoint the underlying causes of problem persistence."

The second day's experiential training was led by Mr.Xu, a seasoned experiential training expert, under the theme "Embracing Innovation for Excellence, Continuous Improvement Through Work." Through a series of meticulously designed experiential activities, participants gained insights into management principles through interactive games and reflected on their daily work through collaborative exercises. Key takeaways included the importance of clear objectives and directives, effective teamwork and brainstorming, as well as accurate fact-based analysis and on-site evaluation.

ty, with each session lasting two days and adopting a "theoretical instruction + experiential learning" format. Through systematic methodologies and immersive practical activities, the program aimed to help mid-level and senior managers achieve a pivotal shift in their management mindset—from "passively solving problems" to "actively identifying valuable areas for improvement."

The first day's theoretical training course, "How to Identify More Valuable Improvement Points," was delivered by Mr.Liao, Chief Mentor of Nissan Training (China) and Chief Consultant of Jiudian Pharmaceutical's MTP-TWI. The course focused on core modules such as misjudgments of management issues, the six manifestations of management problems, and the Management Problem Definition Form, helping participants transform subtle "Something's wrong." observations in daily work into discussable and solvable management topics. Through analyzing multiple real-world cases and participating in group discussions, participants gained a deep understanding of the fundamental principle that "on-site issues are the symptoms, while management problems are the root causes," and mastered practical tools and methods like applying the ECRS principle to evaluate processes and identify responsible parties for problem resolution. The Management Problem Definition Form emerged as the most widely recognized core tool in this theoretical course.

Ms.Huang from the Quality Department wrote in her feedback: "This training was a transformative experience for me—it shifted me from an 'executive-focused' mindset to a 'strategic' one, from a 'single-function' role to a 'multi-functional' one, and from 'passive response' to 'active innovation.' " Ms.Zeng from the OTC Business Management Department stated: "The training primarily taught us to analyze problems through a managerial lens, identifying root causes, assigning responsibilities, assessing risks, and setting clear objectives." Mr.Xie from the Process Technology Department added: "The problem definition framework provides clear guidance and practical tools for quantifying issues in management operations. In future work, we must clarify managers' roles and pinpoint the underlying causes of problem persistence."

The second day's experiential training was led by Mr.Xu, a seasoned experiential training expert, under the theme "Embracing Innovation for Excellence, Continuous Improvement Through Work." Through a series of meticulously designed experiential activities, participants gained insights into management principles through interactive games and reflected on their daily work through collaborative exercises. Key takeaways included the importance of clear objectives and directives, effective teamwork and brainstorming, as well as accurate fact-based analysis and on-site evaluation.