In the winter of Qingdao, Sina Finance CEO Deng Qingxu visited Hisense International Center, the global headquarters of the Hisense Group, for a dialogue with Chairman Jia Shaoqian. Their conversation began with Hisense's recent development, extending from technological innovations in specific products to macro topics of diversified layout and global markets. As the dialogue deepened, a core proposition gradually emerged: regardless of cyclical changes, the fundamental foundation of a manufacturing enterprise must always return to the most essential value—quality.
Over the past year, Hisense has developed steadily. At the recently concluded Consumer Electronics Show (CES), Hisense showcased its latest World Cup customized products, with "AI Technology" as the core theme, demonstrating its latest breakthroughs in artificial intelligence and smart hardware to the world. The release of the new generation RGB-Mini LED further solidified its leading advantage in the industry.
These achievements are by no means short-term gains but rather the natural release of corporate capabilities accumulated over the long term. The underlying support has always been a clear main thread: treating quality as life and quality as a value.
Quality represents conscience and determines how far an enterprise can go. "What is the one quality red line that absolutely cannot be compromised?" Deng Qingxu got straight to the point. "Any quality red line cannot be compromised," Jia Shaoqian replied.
This zero-tolerance attitude is by no means an empty slogan on paper at Hisense; it is a deeply ingrained corporate philosophy that has been consistently upheld since the company's early days. As early as the initial stages of the enterprise, its color TVs and black-and-white televisions won the national highest quality award, receiving the "National Excellent" award four times, the "Ministry/Provincial Excellent" award eight times, and international gold medals five times. The company even specifically built a "Quality Assurance Building" in its old factory area for self-encouragement. After 1993, as China's market economy matured further, Hisense established "high technology, high quality, high-level service" as its corporate development strategy. In 2002, Hisense further institutionalized its quality philosophy, forming what later became known as the "Seven Military Rules" of quality management maxims.
Today, an equation circulates within Hisense: 0.01% = 100%. For the enterprise, a 0.01% defect rate might just be a statistical error, but for the customer who happens to purchase the faulty product, it represents a 100% failure experience.
In a business environment where technological competition is intense, imposing strict quality standards for self-discipline is never an easy choice for a manufacturing enterprise. As Jia Shaoqian stated: "Hisense firmly believes that to become a century-old enterprise and truly implement long-termism, we must remain steadfast when facing trade-offs and persist in doing the right things."
It is precisely based on this philosophy that Hisense is willing to put in solid effort in many areas unseen by users. For example, when developing the ULED X technology platform, the Hisense team visited hundreds of users' homes for repeated testing and completed thousands of experiments to ensure the viewing experience could adapt to diverse environments.
As Jia Shaoqian said: "Technology determines how fast an enterprise can go, while quality represents conscience and determines how far we can go. Quality is morality, it is a value, and it must never be overlooked by anyone!"
The return on long-term investment: Quality + Technology precipitate into long-term competitive barriers. Technological innovation is the foundation of quality. At Hisense, quality requirements and technological innovation advance synergistically, complementing each other, ultimately pointing towards sustainable product strength.
Arriving at the technology exhibition area of the Hisense International Center, the chip section is particularly eye-catching. Standing before the display, Jia Shaoqian explained to Deng Qingxu: "These are lighting-class chips from Ganzhao Optoelectronics. Hisense entered the semiconductor industry relatively early and has a deep involvement; it is the only home appliance enterprise in China simultaneously engaged in research on optical communication chips, display chips, LED chips, and power semiconductors."
As one of the earliest color TV manufacturers in China to venture into chip R&D, Hisense, against the industry backdrop of "lacking cores and screens," chose a path of independent R&D that required long-term investment. After arduous efforts, Hisense successfully developed China's first independently intellectual-propertied and industrialized digital video processing chip—the "Xin Xin" (Faith Core)—in 2005, becoming a milestone event in the company's and even the industry's history.
Recalling the past, Jia Shaoqian remarked with emotion: "Looking back today, if Hisense had not developed the Xin Xin chip 20 years ago, it's hard to imagine how we could now be leading the industry and the world in display technology."
The new display technology, RGB-Mini LED, is a direct result of Hisense's breakthrough and independent supply capability in chips. RGB-Mini LED upgrades the backlight from a single-color LED to an RGB three-color independent light-emitting structure. This change imposes higher requirements on underlying capabilities: it requires both stable and consistent RGB light-emitting chips and must possess picture quality chips capable of precise collaborative control of light and color. Lacking any one component makes it difficult for the technology to be truly implemented.
In the exhibition hall, when screens with and without the picture quality chip were lit up simultaneously, the difference was visible to the naked eye. With the support of the 8K AI picture quality chip, the image quality leaped a grade in brightness control, color gradation, and detail reproduction. Deng Qingxu said bluntly: "Completely different."
In Jia Shaoqian's view, the significance of chip capability extends beyond just making pictures look better. The essence of investing in chip technology still stems from the ultimate pursuit of quality: by mastering core components, the enterprise truly takes the initiative on quality. This is precisely the long-held judgment of Hisense: only by mastering the most difficult yet most fundamental capabilities in-house can quality be systematically integrated into the R&D, manufacturing, and delivery processes, precipitating into long-term competitive barriers and continuously empowering the enterprise to move towards the future.
Using "Intelligence" to Enhance "Quality": The New Engine of Quality Management. From home appliance products to industrial directions like chips, smart energy, and automotive electronics, whether facing consumer-grade products or complex engineering projects, Hisense's requirements for quality remain consistent. Precisely because of this, quality here is no longer just a specific product indicator but has become the foundational condition enabling the diversified layout and the reuse of capabilities.
The smart building scenario experienced by Deng Qingxu during this visit is also a concrete example of this capability in practical operation. At the Hisense International Center, features like face-swipe access, coordinated elevator and air conditioning systems, and the centralized presentation of building operational status and safety warnings have moved building management from being dispersed to collaborative. According to Jia Shaoqian's introduction during the interview, in August last year, Hisense reached a strategic cooperation with Fuyao University of Science and Technology to provide it with a smart campus solution. After the relevant system went online, it has already yielded considerable energy-saving results.
In the quality control hall of Hisense Visual Technology, engineers intently watch data streams on large screens. Any anomaly can be quickly identified and improvement guided by the comprehensive quality analysis and improvement platform. This self-developed "One Center, Four Platforms" digital system, centered on TV digital collaborative applications, connects the four major platforms of R&D, supply chain, quality improvement, and energy & carbon management. Traceability issues that were traditionally difficult to resolve completely are now solved within a unified data chain.
In the digital intelligence era, AI is reshaping the "way quality is approached." Building a digital quality management system covering the entire lifecycle has become an inevitable trend. It is reported that Hisense strengthens quality control over the production process using intelligent means, utilizing technologies like machine vision to achieve real-time production monitoring and anomaly warnings, shifting quality control from "post-event inspection" to "preventive action" and upgrading from "experience-based judgment" to "data-driven decision-making."
On January 16, the Hisense Visual Technology Qingdao factory was recognized as a Lighthouse Factory, the only one in the global TV industry and Hisense's third Lighthouse Factory. In this smart factory, Hisense employs an industry-first AI intelligent inspection platform. Based on a deep learning model trained on over 260,000 high-quality samples and using "synchronous shooting and inspection" technology, it has built a complete quality closed loop from real-time discovery to immediate feedback and rapid correction, improving inspection efficiency by 70.7% and providing stronger support for极致 quality.
The AI machine vision technology independently developed by Hisense has been widely applied in its six major color TV production bases worldwide, fully replacing manual inspection links. This innovative technology not only improves inspection accuracy and stability but also solves issues like fatigue and standard variation in human eye inspection, thereby ensuring the uniformity and stability of product quality globally.
"Quality is the confidence of a brand, the entry ticket to globalization; without quality, there is no core competitiveness," Jia Shaoqian stated. Hisense will continue to promote the deep implementation of AI in the quality field, using a smarter, more precise quality ecosystem to deliver high-quality products to every user worldwide.
Epilogue The 2026 FIFA World Cup in the United States, Canada, and Mexico is about to begin. As one of the global official sponsors, Hisense will once again stand on this world-stage platform. Looking back, Hisense,凭借过硬的产品走进全球千家万户 through top-tier sports events like the World Cup and European Cup, has accelerated the construction of its own brand, gradually completing the leap from "being seen" to "being trusted." For this Chinese manufacturing enterprise, the new World Cup will be another important milestone node on its deeply cultivated globalization path.
When the world re-examines the value of "Made in China," the answer provided by Hisense might lack flashy gimmicks but is exceptionally powerful: persistently doing the most difficult yet most fundamental things well, putting in substantial effort in places unseen by users. Over the long term, the most朴素 values often prove to be the most vital.
