Over the past few weeks, the team has been quietly running a series of internal training sessions, aiming to rethink how future office chairs should be developed and managed. Instead of focusing only on production details, the team took a broader approach this time-studying how major domestic brands like Henglin build their product lines, organize teams, and maintain long-term competitiveness.
During the sessions, everyone looked closely at Henglin's approach to modular design, category planning, and the way they keep product updates consistent with market shifts. Several members pointed out that Henglin's ability to control product detail standards-especially ergonomics and comfort ratios-offers valuable references for upcoming projects.
The management training became another highlight. Instead of traditional "lecture-style learning," the team broke into small groups to analyze how leading brands structure their departments, handle quality monitoring, and manage supplier coordination. Many people shared the same takeaway: a clear process and communication system can solve half the problems before they even appear.
The discussions also touched on international customer expectations. With overseas buyers becoming more sensitive to user experience and long-term durability, the team is now looking at ways to integrate the best practices from top brands into their own workflow-whether through better testing standards, clearer product planning, or more flexible design thinking.
While this round of training has wrapped up, the team sees it as the start of an internal shift. More learning sessions will follow, each focusing on different leaders in the industry, to help the company stay aligned with how the office seating market is evolving.
