What's New

It's currently peak sales season, with one container shipped every three days. Orders for the fourth quarter are projected to increase by 6 to 7 million yuan. The final two months of the year are the busiest period, with production value expected to reach 20 million yuan. The order backlog is already filled through April of next year.

                                 --------------------------Yang Jianwei, Head of Taizhou Jinda Sanitary Ware Co., Ltd.

Taizhou Jinda Sanitary Ware Co., Ltd.

_{(hereinafter referred to as “Jinda”)}

As a wholly export-oriented enterprise specializing in the production of plumbing fixtures, Jinda has maintained steady annual output growth this year despite the prevailing sentiment among many peers that “just keeping the factory alive is enough.” The company is now making a full-out push toward its 80 million RMB target, a feat made possible by Yang Jianwei's foresight and strategic planning.

The entire industry's pie has shrunk, yet everyone wants a piece of this business, leading to price suppression.

In such an environment

Yang Jianwei chose to proactively “cut into management ”

Optimize factory management and equipment

The past few years have been a period of restructuring, and the industry has yet to enter a phase of normal operations. We plan to focus primarily on self-improvement during this time.

Entering the Polishing Workshop

Six sets of robots operate around the clock without interruption.

Metal-finish faucet accessories

Moving along the assembly line in an orderly fashion

Precision-execute each processing step

Across the entire market, our products offer superior value for money. The new automated workshop, built this year with an investment of 5 million yuan, is the foundation of Jinda's counter-cyclical growth. Daily output, which previously stood at 5,000 to 6,000 sets, has increased by approximately 20% this year. Overall output value has grown by 15-20%, while product quality and appearance have also improved.

Previously, manual workshops could only operate for 8 hours. After robots were deployed, three-shift operations became possible. Aside from programming and changing material trays, which still require manual intervention, only two engineers are needed to manage six machines. This not only significantly alleviates the labor shortage in polishing but also boosts efficiency: one machine can replace at least three workers, while output has tripled.

Unlike other competitors who must purchase components externally for precision machining and assembly, at Jinda, every process except electroplating is handled in-house through a fully integrated production line, enabling us to manufacture complete sets of equipment.

Since equipment investments in the plumbing and heating industry cannot be repurposed for cross-industry applications, Jinda actively seeks new opportunities through external expansion while deepening its commitment to organic growth.

This year's sales model has expanded compared to previous years, primarily due to our achievement of “integrated manufacturing and trade.” Jinda Construction's overseas warehouses have enabled our products to bypass intermediaries, allowing direct market access. This eliminates the need to engage in price wars with trading companies or compete with factories.

                    ---------------Yang Jianwei

Mid-December

Jinda will establish a new overseas warehouse in the Dominican Republic.

Sales are expected to begin in late January next year.

From a trade perspective, our output value will increase. At that point, we will focus primarily on trade while maintaining plumbing fixtures as a secondary business. Various products manufactured by other domestic companies, such as motorcycles, can be sold through our overseas warehouses. The growth in output value from this channel will be significantly faster than that from our factory's production and sales of plumbing fixtures.

Yang Jianwei