Efficiency And Efficiency Are The Key To The Survival Of Enterprises.

The theory of enterprise's future survival management emphasizes that fine, responsibility and innovation are the three magic weapons for enterprises to create efficiency, and this creation of "efficiency" includes efficiency, efficiency and efficiency. The growth enterprises at the basic survival stage should pay special attention to the three magic weapons of meticulous, responsibility and innovation as the management concept of enterprises, and strive to solve the problem of efficiency and efficiency of enterprises.

The strategic foothold of survival enterprises should be placed on the effective utilization of resources and the maximum promotion of profits. This is the indispensable hard strength to participate in global competition and make enterprises better.

In recent years, Qilu Petrochemical Thermal Power Plant is facing the severe challenge of the market economy, persisting in implementing the low cost strategy, strengthening the fine management of the cost, and constantly making profits to the connotation and tapping the potential so as to bring about a "two high and one low" in production and operation: high yield, high efficiency and low cost.

The factory

Since then, due to the constant emphasis on connotation, tapping potential and enhancing efficiency, good results have been achieved.

Some cadres and workers have been complacent and relaxed. They think that "potential is exhausted" and "increasing efficiency is even more difficult".

Entering the 2002, because of the high coal price and poor coal quality, the profits of enterprises were nearly 100 million yuan.

In view of the deep economic problems such as poor economic efficiency, ineffective reduction of production efficiency, inadequate management and so on, they carried out in-depth research and analysis. The reasons for the negative emotions were mainly due to the fact that the petrochemical industry is facing severe shape and the gap between itself and the advanced counterparts at home and abroad.

Therefore, we decided to put the potential of tapping the potential and increasing efficiency in the first place, strengthen the measures to reduce the cost and increase efficiency, organize the workers to find the gaps, find the reasons, and find countermeasures, and raise the level of enterprise management from bottom to top.

The factory's efforts

The concept of cadres and workers, recognizing that the management system reform of the power industry "separating the plant from the network and bidding for the Internet" will lead the thermal power plant to the market, and the self provided power plant can not always be in the vacuum of market competition, and the first-class enterprises must be built to cope with the challenges of the market economy.

The factory has put forward the goal of creating a "national first-class thermal power plant" in two years. Closely comparing the central task with the accounts, we found the gap between the two companies, and found out the difference between the best level of economic and technical indicators of our unit and the unit, the level of the first-class power plant and the advanced level of petrochemical industry.

In the face of a lot of solid data, workers are deeply aware that the gap between them is really great compared with the first-class power plants and counterparts in the country.

They summed up the shortcomings of management as "three no", that is, lack of fine standards, low standards and strict demands.

By finding the gap, we have made clear the key point of pcending ourselves and striving for first class.

With the knowledge of the whole plant and the experience of the state-of-the-art power plant standards and advanced enterprises, the factory has formulated a plan for the first class, double standard activities, plans and 60 potential tapping and improving measures, and has been included in the economic responsibility system.

At the same time, the whole plant has also carried out extensive mass economic and technological innovation and rationalization proposals, and vigorously developed the potential with staff's "golden ideas" to reduce costs and increase efficiency.

Practice has proved that the production process is the process of cost and consumption, and cost management is closely integrated with the production process so as to achieve effective control of costs.

Therefore, we must strengthen cost management, take the road of meticulous management, and strive to find the best combination of input and output, so as to promote the continuous growth of enterprise efficiency.

Based on this, the factory aims to achieve the goal of "safety, civilization, high production and low consumption" in the process of full potential and efficiency improvement, as a combination point of comprehensively improving the level of enterprise management and creating a first-class power plant in the country.

Strengthening production management to achieve high yield and high efficiency.

In order to ensure that the unit is stable and well run, the plant achieves the maximization of the benefits of full capacity supply and power generation and pfer power supply according to the needs of chemical load in different periods, overall coordination, scientific scheduling, meticulous organization and optimized operation.

At the same time of fine production operation, we should strengthen technical management and tackling key problems, and strive to solve the "bottleneck" problem that restricts economic operation. We should make great efforts to organize the key technologies such as high temperature corrosion of boiler, control of "three tube" blasting frequency and low vacuum degree of steam turbine.

The factory further refined and perfected the full staff post commitment system, and combined closely with the new round of double standards. The implementation method of simulating market cost accounting was formulated. The 19 indicators of Sinopec assessment were divided into 51 small indicators. The production cost, expenses, material consumption, economic and technical indicators of machine group operation and target cost quota were signed in a form of economic responsibility system, and the contracts were decomposed into workshops, teams and individuals.

At the same time, we have further established and improved the cost decision and control system centered on finance, and the daily analysis system of technical and economic indicators, vigorously implemented the cost accounting of the cost of workshop and team, and strictly controlled cost control throughout the whole process of production and operation.

Since then, it has completely changed the traditional cost management mode, which is responsible for the disunity of rights and interests, resulting in cost control and loss of benefits.

In order to fully tap the working ability and technological potential of workers, and strive to achieve the limit of their current capabilities, they have revised the post work standards and management standards.

Vigorously implement the "one work, one responsibility system", "first response work method" and "equipment defect disclosure system" with the characteristics of heat and power, so that the equipment integrity rate of the factory is up to 100%, and the leakage rate of the sealing point is reduced to 0.4 per thousand.

On the basis of ensuring the large load operation of the unit, they put forward the requirements of "production pressure red line, zero defect of equipment, tap the potential to the limit". From factories to workshops and teams and groups, the actual consumption situation was compared with that of last year. Referring to the advanced level of economic and technical indicators of the same industry, the material consumption and energy consumption were positioned in the most advanced indicators of the same industry.

Through meticulous management and technological progress, not only have we achieved good results in production and operation, but also all the major economic and technological indicators have reached the best level in history.

In order to maximize the economic efficiency, enterprises must realize the minimum cost.

Because there are loopholes in cost management, the grass-roots level is the most clear; where the potential is reduced, the post workers know best; the profit depends entirely on the savings of controllable costs of teams and groups.

It can be said that carrying out grass-roots team accounting has the greatest potential.

Therefore, in the process of implementing the low cost strategy, the factory chooses the key point of team accounting, implements the cost fine management work to the grass-roots level, and strengthens the team accounting as an important measure to deepen the total cost target management, seeks and implements the effective growth point, and makes great efforts in the "controllable" two words, making articles and seeking practical results.

The factory has further established and improved the three level accounting network of factories, workshops and teams, and strengthened the accounting of teams and groups.

Although these three levels of accounting networks are different in level, they complement each other, and each has their own emphasis. The first level is accounting for the first level, the first level is responsible for the first level, the first level is the first level assessment, the level is clear, and the relationship between responsibilities, rights and interests is clear.

As a result of insisting on the monthly economic cost analysis activities, we really had a budget in advance, accounting in the matter, and checking and analyzing afterwards, so that the target cost of the whole plant was controlled.

On this basis, the cost accounting for the cost of workshop and team is vigorously implemented, and the monetization accounting method for the basic workshop (Group) of the thermal power plant is formulated. The monetization accounting of water making cost, coal cost, steam cost and generating cost is implemented in the four production workshops of the water, fuel, boiler and steam turbine. The total cost accounting is implemented in other workshops, and the cost item is refined by introducing value volume, which improves the frequency of cost accounting and further reduces the production cost.

Last year, the steam turbine workshop implemented a group accounting with the "three points", "three points" and "two checks" as the main content, with remarkable results.

The "three fixed" means the control target, the responsible person and the control method of the workshop and team. The "three points" will decompose the cost index vertically to each professional process system, and decompose it to each post and stand-alone, decompose the performance to the professional project. "Two check" means that the cost will happen in the month, and check the problem of the cost operation.

The cost consciousness of the workers has been enhanced, and the operating teams have been carefully adjusted to increase the input rate of the high-pressure heater to more than 90%, and the steam condensate temperature to the boiler workshop has been raised to 215 degrees, which greatly reduces the coal consumption of the boiler workshop.

It is estimated that when the temperature rises by 7 degrees Celsius, the power consumption of coal will be reduced by 1 g / kWh, and more than 7000 tons of coal can be marked in the year.

After two anionic beds in the chemical water treatment plant were pformed into softening beds by technology, the workshop implemented the measures of "four decomposition" and "two pegging", so as to urge workers to read the five character classics of "calculating, comparing, digging, digging and blocking".

"Four decomposition", namely, the task of water diversion, cost index, safety responsibility and technical tackling, are divided into teams and groups; "two hooks" will be linked to the wages and bonus of the workers.

Thus effectively mobilizing the enthusiasm of staff financial management, annual refined water 430 thousand tons.

The detailed decomposition of the cost index has brought responsibility and pressure to the whole plant. However, if the assessment is not strict enough, the goal of cost fine management can not be achieved.

Therefore, we must rigidly assess and implement the cost effective veto system.

In order to deepen the potential of reducing the cost and increasing efficiency, the factory has linked the completion of various economic and technological indicators to the economic responsibility system. When the coal consumption per generator is reduced by 1 grams per kilowatt hour, the factory power consumption rate is reduced by 0.1 percentage points, which is rewarded by 20 thousand yuan.

This has stimulated the sense of responsibility and sense of responsibility of staff and workers. The staff have changed from management objects to management masters, and their sense of cost, saving consciousness and efficiency have been generally enhanced.

The whole plant has carried out a special contest of small indicators of operation value, and implemented a "one-stop" competition in the machine, furnace, electricity, instrument, chemical and supply system. The output, material consumption and unit consumption of each team are counted one day a day, one month one is assessed, and the reward and punishment are cashed.

Boiler shop around the factory assessment of power consumption, abnormal parameters, fuel saving, fly ash carbon content, exhaust gas temperature and other 10 indicators, to carry out small indicators competition.

The 6 furnace, five value and more than 20 posts of the competition were carefully operated by everyone, and all of them were conscientiously supervised so as to reduce energy consumption.

Strengthening management, implementing low cost and taking the road of meticulous management is an important tactical measure for enterprises to solve the problems of efficiency and efficiency, and firmly establish the concept of efficiency to management and firmly grasp the "nose" of cost.

In strengthening cost centered management, we must establish a full staff, all-round cost control network and responsibility system, and form a self-restraint and self motivation mechanism that everyone cares about cost, so as to continuously enhance the competitiveness of enterprises and deal with all kinds of new challenges so that enterprises can survive better.