production site has always been a "stubborn disease" in the manufacturing industry, which not only causes waste of resources and rising costs, but also hides potential safety hazards, restricting the high-quality development of enterprises. Recently, the author learned from Xiangshan Cement Company that in recent years, the company has focused on the special management of "running, dripping and leaking". Through high-level promotion, scientific and technological empowerment and full participation, the management work has made breakthroughs, achieved multiple improvements in safety, efficiency and image, and found a new way to promote efficiency growth through fine management.
"To take the management of'running, dripping and leaking 'as the key work of the year is to say no to extensive management and to seek benefits from fine management." Relevant person in charge of the company introduced that in order to win the "tough battle" of governance, the company set up a special governance leading group, headed by the main leaders, formulated and promulgated the "implementation plan of special governance of running, dripping and leaking", clarified the principle of "treating both symptoms and symptoms, combining rewards and punishments, implementing classified policies, and advancing step by step", and compacted the responsibility layer by layer. Construct the full participation pattern of "everyone is a governor and everywhere is a responsibility area".
This measure not only reflects the determination of corporate governance to "run and leak", but also promotes it to the strategic level of enterprises. Through special management, Xiangshan Cement aims to break the thinking pattern of "emphasizing production and neglecting maintenance" in traditional production management, promote the transformation of management mode from "passive response" to "active prevention", and lay a foundation for sustainable development of enterprises.
In order to ensure that the governance work does not go through the motions and achieve practical results, Xiangshan Cement has innovatively established a closed-loop management mechanism of "weekly dispatch, monthly bulletin and quarterly summary". Weekly dispatching meetings will be held to track the progress, monthly notification of governance, quarterly comprehensive summary and experience exchange. Regular review meetings not only supervise the progress, but also become an important platform for front-line employees to share "golden ideas" and promote good practices in branch factories, so that governance wisdom can flow throughout the company. The governance benchmark selected quarterly has stimulated the endogenous motivation of employees to catch up with and surpass learning, and promoted the continuous warming of governance work.
In the face of complex leakage problems, science and technology have become the key to "radical cure". The company adopts the mode of "tapping potential inside + borrowing wisdom outside", on the one hand, it organizes technical backbone to concentrate on tackling key problems, on the other hand, it invites the original equipment factory and professional organizations to jointly "consult". By introducing new sealing materials, optimizing equipment structure and upgrading connection technology, 242 leakage problems have changed from "temporary plugging" to "source solution", 65 key equipment have completed in-depth treatment, and 100% of the annual key work targets have been achieved.
Now entering the Xiangshan Cement Branch, the equipment area with frequent "leaks" and oil pollution in the past has taken on a new look. 32 sets of key equipment, such as the belt at the bottom of the clinker silo and the rotary kiln of Zhongcheng Branch , and the roller press of Xianghuai and Rory Branch, all meet the "three noes" standard of no oil stain, no material scattering and no dust. The equipment and the surrounding environment are as clean as new, and many indicators meet the requirements of the "Red Flag Equipment" selection.
This change not only enhances the corporate image, but also directly improves the working environment of employees. In the past, the potential safety hazards such as slipping and pollution caused by leakage have been greatly reduced, the labor intensity of employees has been significantly reduced, and the sense of job satisfaction and belonging has been significantly enhanced. The improvement of the site environment has also become a vivid practice for Xiangshan Cement to practice green manufacturing and build clean factories. The effectiveness of
governance is ultimately reflected in tangible benefits. According to statistics, the company saved about 70,000 yuan in the whole year only by reducing the waste of lubricating grease; the indirect benefits brought by material recovery, equipment failure rate reduction and maintenance frequency reduction are more significant. The improvement of equipment operation stability also promotes the release of production capacity and the reduction of energy consumption, and further enhances the competitiveness of enterprises in the market.
Next, the company will take the governance work as the breakthrough point, further promote the construction of fine management system, infiltrate the concept of "saving a drop of oil, a kilowatt hour, a shovel of material" into all aspects of production and operation, promote the transformation and upgrading of enterprises to the direction of green, intelligent and efficient, and inject stronger impetus into high-quality development.
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