KEDA Industrial Group has transitioned from being just a machinery supplier to a comprehensive production service provider. We now offer one-stop, customized, multi-scenario, and full-cycle integrated services designed to provide cost-effective, worry-free solutions for our customers.
Under the strategic guidance of "Servicization", numerous KEDA service personnel are deployed around the globe. With unwavering dedication, they tackle the intricate challenges in customers' production processes, committed to enhancing their market competitiveness. By consistently redefining service boundaries and perfecting each detail, KEDA delivers a service experience that is both heartfelt and profound.
| Upholding Military Spirit with Practical Service Commitments
Mr. Boliang LI
Mr. Boliang LI
Service Supervisor, Polishing Division, KEDA Ceramic Machinery

Since joining KEDA in 2009, former serviceman Mr. Boliang LI has remained on the frontlines of service. In his work, he actively promotes the military spirit of "Enduring hardships, engaging in battle, and delving into problems". Even in the harsh working environments of ceramic factories, he never complains about hardship or fatigue. Instead, he calmly ponders and actively seeks solutions to problems. His main responsibility revolves around troubleshooting and managing operational issues on polishing lines, ensuring the smooth operation of the company's machinery.
Wherever there's a KEDA polishing line, you can find LI's presence. Over his 13 years with us, his footsteps have covered the globe. LI has traveled to the United States four times on business, with three of those trips occurring during the pandemic. He was mainly responsible for installing & commissioning polishing line machinery. Due to the high turnover of operators in the US, he took it upon himself to train local operators to ensure stable production for customers. In 2020, during the critical launch phase of two polishing lines for Wonderful L&D Ceramics America, facing a shortage of operators, he personally led his team and maintenance workers to get the two polishing lines (including 30 main machines) operational, ensuring that the customer could commence production on schedule. This feat was unprecedented in the industry at that time.
In 2023, he once again traveled to the US to provide after-sales service for DALTILE and Wonderful L&D Ceramics America, successfully completing the renovation of old polishing lines, including machinery relocation, configuration, and conveyor belt replacement. In the absence of local professionals and adequate lifting tools, he designed and produced professional tooling equipment by himself, earning high praise from the client. The general manager of Wonderful L&D Ceramics America sent a personally signed thank-you letter, and his work performance enhanced the company's after-sales service image.
At the start of 2024, he worked closely with other post-kiln personnel in Guangdong Province, Guangxi Province, and other regions. Facing the service challenges posed by new products, he rose to the occasion and was the first to master relevant technologies and skills. In the after-sales service work of new products such as large-board polishing lines, intelligent polishing lines, and efficient continuous cutting lines, he always took charge independently. Also, he actively sought advice and learned from R&D personnel and shared his expertise with other employees in the department to foster progress within the team.
| Leading the International Projects Department to Achieve Remarkable Results Despite Challenges
Mr. Zhihua XU
Mr. Zhihua XU
Project Supervisor, KEDA Spare Parts & Service Division, KEDA Ceramic Machinery

Despite the global downturn in the ceramic market in 2024, the contracting site managed by Mr. Zhihua XU for OUYA Ceramics Group in Pakistan achieved remarkable results. In the first 10 months, the production output exceeded 5.54 million square meters, representing a year-on-year increase of 48.34%. The product quality was ahead of peers, with a breakage rate controlled at 0.15% and a defect rate of only 0.20%. The site achieved the goals of zero complaints and zero penalties, further consolidating the company's global brand image.
With forward-thinking predictions and efficient execution, XU streamlined the team from 13 to 7 members while ensuring a smooth production transition, earning high praise from clients. In terms of business management, he thoroughly implemented the "Amoeba" management philosophy to strengthen cost control. Through comprehensive technical training, he not only enhanced the team's professional capabilities and efficiency but also laid a solid foundation for subsequent staff reduction & efficiency enhancement.
Understanding that team strength stems from unity and collaboration, XU paid special attention to team building. Under his leadership, team members not only assisted each other and improved their skills in work but also cared for each other in life, fostering a strong sense of cohesion. This kind of atmosphere ensured the stability of key personnel, which provides a robust guarantee for the company's sustainable development.
In terms of lean management, XU steadfastly drove improvement projects. As of October this year, 26 improvement proposals had been completed, far exceeding the department's assigned targets. These improvement measures not only boosted production efficiency but also fundamentally changed the behavioral habits of team members, generating greater value for the company. Meanwhile, he convinced customers to adjust their production lines, thereby reducing the proportion of edge-grinding products to 8.21%. He also optimized the management process for spare parts and consumables and consistently focused on repairing damaged parts to maximize resource utilization.
| Building a Spare Parts Management System to Support Business Growth
Mr. Grazier WANG
Mr. Grazier WANG
Spare Parts Engineer, Production Tech Center, Twyford International

As a spare parts engineer in the TwyFord International Equipment Management Department, Mr. Xuedong WANG shoulders the significant responsibility of managing spare parts for 7 international ceramic factories, 2 sanitary ware factories, and 2 glass factories.
Facing the complex challenges posed by multiple international production bases and diverse product categories, WANG thoughtfully and purposefully constructed a comprehensive spare parts management system. This system includes KPI assessments for spare parts management, optimization of the SPMS system, and spare parts demand management regulations, all aimed at standardizing and implementing spare parts management.
Spending 8 months annually on international business trips, WANG embodies the true essence of responsibility and mission. He dives deep into workshops, systematically trains workshop directors, and standardizes a series of processes such as spare parts submission and requisition, striving for standardization and efficiency in every step.
Thanks to his tireless efforts, the spare parts inventory has seen a notable decline, from USD 10.01 million in 2022 to the current USD 8.05 million. Despite the addition of three production lines during this period, inventory management has remained well-organized and orderly. Moreover, air freight costs have sharply declined from RMB 670,000 in 2022 to the current RMB 135,000. Behind these impressive figures lies WANG's ongoing pursuit of cost control and efficiency improvement.
Thanks to his tireless efforts, the spare parts inventory has seen a notable decline, from USD 10.01 million in 2022 to the current USD 8.05 million. Despite the addition of three production lines during this period, inventory management has remained well-organized and orderly. Moreover, air freight costs have sharply declined from RMB 670,000 in 2022 to the current RMB 135,000. Behind these impressive figures lies WANG's ongoing pursuit of cost control and efficiency improvement.
During his cross-border travel for work to coordinate between workshops and hardware warehouses, WANG, guided by spare parts operations, formulated warehouse management standards. These standards not only integrated the placement of spare parts in hardware warehouses but also clarified the core objectives of spare parts warehouse management: consistency between accounts and physical inventory, and improved unloading and picking efficiency. These measures provide a solid guarantee for the smooth operation of production lines.
As a key participant in the development of the EAM project, WANG leveraged his extensive expertise to actively offer insights and proposals. Several of these were adopted and implemented by the project manager, playing a significant role in the successful deployment of the EAM system and contributing substantially to the company's digital transformation initiatives.
Additionally, in the field of mold management, WANG streamlined processes and developed management protocols. By integrating these with the MDM system, he established uniformity between materials and drawings, providing robust support for the efficient execution of subsequent declaration, procurement, and maintenance activities.