Today, combined with last week’s case of abnormal order handling and the core ideas of Kazuo Inamori’s The Dry Method, I would like to share a brief review for mutual encouragement.

Last week, we encountered a typical risk of poor information synchronization when receiving customer orders. The customer transferred an existing domestic production project overseas. New requirements were generated and new orders were placed overseas, while the old domestic orders needed to be closed in the meantime. When issuing new orders for the overseas project, the purchaser was not immediately informed of the project transfer and directly issued POs for the overseas‑based requirements. This resulted in duplicate domestic and overseas orders and superimposed material demands. If we had proceeded as per the orders, over‑stocking, inventory backlogs and cost waste would have inevitably occurred, bringing unnecessary losses to both companies.

Many people tend to follow orders mechanically and work passively. Yet as emphasized in Kazuo Inamori’s The Dry Method: work is not about mechanically finishing tasks, but about proactive improvement with thinking, foresight and a sense of responsibility. Work outcomes depend less on competence and more on work mindset. Rigid, routine execution is often where risks take root.

First, reject inertial thinking and proactively anticipate risks in advance. True diligence means no superficial formalities or perfunctory work. Most work risks hide within seemingly normal routine processes. Customers inevitably have information gaps and procedural oversights internally. We should not passively inherit problems and bear the cost of others’ mistakes. We must break the fixed mindset that “a customer’s order is always correct”, take initiative to check and verify, and nip risks in the bud.Second, pursue ultimate rigor and exercise meticulous care beyond anyone else. A core work principle in The Dry Method is to strive for excellence and spare no detail. Though order data and material requirements may seem trivial, they directly bear on corporate costs and reputation. No external warning flagged this risk; it was identified and resolved solely through careful verification and active thinking. This proves that reliable work always means thinking one step ahead and double‑checking everything.

Lastly, let us encourage one another. The biggest hidden danger at work is never tough challenges, but slackness and fluke psychology. Going forward, I hope all of us will practice the pragmatic spirit from The Dry Method, resist mechanical execution, uphold rigorous attention to detail, actively identify and resolve problems, deliver solid work on every assignment, uphold work principles and fend off various risks.