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Changes in ideas have led to changes in management mechanisms. Today, in the Daqing Petrochemical Company, the traditional sense of overtime is not rewarded, and those who do not work, as well as those who have high technological content, are innovative and good at finding problems have received awards. As the deputy general manager of the company’s chief equipment said, in the equipment management, “busy†is often a kind of punishment, and “leisure†is a reflection of the level. The fitters at the No. 2 Chemical Factory did not move their wrenches during the long holidays. On the surface, they did not have to pay for labor. However, to achieve such a level, there was no study and study hard, and there was no knowledge and skills to support them. live. From this we can see more deeply that learning is also a kind of labor, which is the centralized transformation and sublimation of the tedious and busy work in peacetime. Under the guidance of this concept, the second chemical plant has undergone gratifying changes: First, “doing less work, more awards†has established a positive demonstration effect, employees learn technology, learning business and the pursuit of high-quality maintenance awareness The second is to promote the promotion of cutting-edge equipment management technology, prompt maintenance personnel to consciously take the initiative to grasp the cutting-edge technology, horizontal exchanges between units and professional training of internal personnel and other activities, regained the sought after; Third, the advanced concept is gradually rooted in the hearts of people. The advanced concepts such as healthy equipment management, the pursuit of perfect details, and the fight for one time are further understood and developed in the application.
Regarding the equipment management practice of Daqing Petrochemical No. 2 Chemical Plant, the author believes that the fundamental of its success lies in emphasizing effective labor, not seeking the dedication and dedication of the surface, and using actual effectiveness as the criterion for how good or bad the work is. This not only enables a group of talented people to come to the fore, but at the same time respects knowledge and skills. It also enables maintenance personnel to take the initiative to identify problems early and eliminate equipment failures in the bud in a high-quality manner. This virtually eliminates the normal production and management of enterprises. The benefits have had a positive effect. Contrary to this, the overtime work that we advocated in the past and the overhaul of equipment brought about by it have had three kinds of hazards. First, there was an increase in the cost of material consumption. Second, the working time of the equipment in the unit of time was relatively shortened. Third, the overflow of media in the equipment has caused damage to the health of employees.
After the “May 1st†holiday, at a scheduling conference convened by Daqing Petrochemical Company, the company’s leaders praised Chemical Plant No. 2 for their wrenches during the long holidays. This contrasted with the past efforts to promote employees to work overtime to create a sharp contrast. The company has aroused strong reaction. In this regard, the plant's equipment management department explained this way. During the long holidays, no wrenches were touched, indicating that the equipment in the entire plant was in good condition, reflecting the meticulous maintenance of equipment by the employees in general, and also indicating that the equipment maintenance personnel had good work skills and management. The level is conducive to maximize the benefits of the company. This reflects a profound change in understanding and understanding of equipment management by business operators.