After stripping and reorganization, the former Inner Mongolia Xizhuozishan Cement Plant was transformed into Inner Mongolia Xizhuozishan Grass land Cement Group Corporation as a whole, which took out excellent assets and jointly initiated the formation of Xizhuozishan Grassland Cement Co., Ltd. with other legal persons. Old state-owned enterprises have opened a new chapter in the establishment of a modern enterprise system.
Such an opening is a breakthrough in the closed and conservative "cement culture" which has been integrated for many years. On the one hand, it is not a simple transformation in the form of enterprises, but a comprehensive innovation from system, system to concept and consciousness. Its significance and role are very obvious; On the other hand, it contains a lot of hardships and delicacy, among which the hardships are different. At the beginning of the
reform, some workers thought that they were "unfortunate people of the times", and their uneasiness and dissatisfaction were accompanied by quarrels and scolding, so the leadership of the company went directly to the masses of workers and listened to their voices and scolding. It doesn't matter if a worker scolds his mother. Yu Zhongyuan, the general manager, has only one condition: after scolding, he should make suggestions. If you were the general manager, how would the enterprise change?
After hard work, the new chapter opened by the old state-owned enterprises has comprehensively corrected the old stereotypes and methods of the past, which is refreshing. Employment has broken the unified distribution in the past, and implemented the system of determining people by posts, competing for posts, and two-way selection. Pay, implement the distribution system of "what to do, what money to take", replace the distribution method of "pay according to the number of people, wages according to grade", implement post skill benefit wages, the amount of workers'income is closely linked to the market situation of products in the off-peak season. Management, 65 rules and regulations are clear, violations of discipline only take living expenses laid-off study, study qualified want to re-enter the employment process, again serious to terminate the labor contract. Nowadays, "Xishui people" have obviously accelerated the pace of life, coming early and leaving late are all voluntary, and their work efficiency has been greatly improved.
In 1999, it was a year when the new company started a new chapter, a year when the reform was in place, and a year when the enterprise developed greatly. The new chapter of reform not only ends the old system and impacts the old ideas, but also provides firm institutional and spiritual support for the long-term development of enterprises, and makes necessary preparations for the overall development of the group company.
While innovating the internal mechanism and straightening out the management relationship, Inner Mongolia Xizhuozishan Grassland Cement Co., Ltd. is also building the overall development framework of the enterprise, and advancing step by step and implementing it concretely.
The company has three major internal actions: comprehensive technical transformation, the start of waste heat cogeneration project and the new dry clinker production line project with a daily output of 2000 tons. In order to ensure the brand advantage of Grassland Cement, consolidate the high-grade cement market and integrate with international standards, the company decided to invest about 4 million yuan in large-scale technical transformation such as pre-crushing before cement grinding and expanding four groups of cement grinding mills. After the transformation, the output of clinker and cement has been increased, which can greatly alleviate the shortage of cement supply in the peak season of the company, seize the market opportunity of promotion and payment return in the peak season, reduce the cost and improve the quality.
Electricity charges account for 40% of the cost of grassland cement, which has become a major problem related to the survival and development of enterprises. The joint-stock company raised funds from various sources and decided to start the cogeneration project of waste heat power generation. "Xishui people" carry forward the old tradition of hard work and entrepreneurship, and do not take a holiday for several months until the system is successfully debugged. The effect of the investment of nearly 100 million yuan is huge and long-term. The first unit put into operation this year can save 6 million yuan of electricity for the enterprise. After all three units are put into operation, the annual electricity cost will be saved by more than 20 million yuan, which greatly reduces the cost of cement and improves the market competitiveness. At the same time, the water supply and heating boilers will be completely abolished, which will save energy consumption, facilitate and serve the lives of residents. The new dry process clinker production line project of
the joint-stock company with a daily output of 2000 tons has been listed in the national key "double high and one excellent" guiding plan and priority implementation project, which has become the No.1 project of the building materials industry in Inner Mongolia. Today, the project preparation leading group and the project headquarters have been set up and started to work. After the completion of the project, the cement clinker production of the joint-stock company will increase by more than 770,000 tons annually, which will not only significantly improve the technical content and scale benefits of the enterprise, but also greatly improve the market competitiveness and market share of the grassland brand cement, and enhance the ability of the enterprise to resist market risks.
Combining with the national cement industry policy, the joint-stock company makes full use of the advantages of resources and scale, and vigorously implements the expansion strategy of "bringing the small with the big and changing the small from the big to the small". The increase of cement clinker supply not only maximizes the profit share of the company in the peak season, but also enables the off-season to export clinker, which ensures the normal production of the company and reduces the inventory. In the peak season, grinding stations scattered around the country can use the clinker stored in the off-season to grind cement at full capacity and seize the market with the company, thus grassland brand cement blossoms everywhere. After more than a year of operation, the
implementation of the strategic layout of large groups has effectively played a leading role in the development of the cement industry in the autonomous region. A number of small and medium-sized cement enterprises that have stopped production or semi-stopped production have been transformed into grinding stations and restarted production. More than 5000 laid-off workers have returned to work and more than 600 million yuan of non-performing assets have been revitalized. Only in 1998, the Grassland Cement Group Company increased the output of Grassland brand cement by 330,000 tons and increased the tax by more than 13 million yuan, making a positive contribution to the economy of Wuhai City and the autonomous region. The three goals of
transformation and listing, transformation and expansion, and the formation of large groups are closely linked and mutually reinforcing, which constitute the new pursuit of today's "Xishui people". Starting a good chapter, seeking a good situation and grasping the implementation have become the new mission of the group head office and the joint-stock company after the transformation of the organizational system.
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