來源: 潞安化工集團網站 時間:2023-11-08 11:45:44
煤基合(he)成油公(gong)司董事(shi)長 總經理 連 帆(fan)
10月(yue)13日(ri)-14日(ri),集團召開價值創(chuang)(chuang)造(zao)一體化(hua)(hua)融合(he)管(guan)理現(xian)場會,以“化(hua)(hua)機(ji)”的發展(zhan)實踐(jian)為例展(zhan)示了落實精(jing)益(yi)思想(xiang)指導(dao)下(xia)的“算賬”文化(hua)(hua)的成(cheng)(cheng)功樣本(ben)。潞安化(hua)(hua)機(ji)在堅持“市場為先”觀念(nian)、踐(jian)行“價值創(chuang)(chuang)造(zao)”理念(nian),把握(wo)市場規(gui)則和企業(ye)規(gui)律等方(fang)面(mian)的先進經驗與(yu)做法成(cheng)(cheng)為集團各(ge)單位學(xue)(xue)習的“范本(ben)”。煤基(ji)合(he)成(cheng)(cheng)油(you)公(gong)司將以學(xue)(xue)習“化(hua)(hua)機(ji)經驗”為契機(ji),積極(ji)對標(biao)找差、固強補弱(ruo)、創(chuang)(chuang)新(xin)實干(gan),持續(xu)推動(dong)精(jing)益(yi)思想(xiang)指導(dao)下(xia)的“算賬”文化(hua)(hua)體系化(hua)(hua)、系統化(hua)(hua)落地。
一、學(xue)思想,推動“化(hua)機經(jing)驗”入(ru)腦入(ru)心
煤基(ji)合(he)(he)成油(you)公(gong)司深入學(xue)習(xi)貫徹落實(shi)集團(tuan)價值創(chuang)造一體(ti)化(hua)融(rong)合(he)(he)管理(li)現場會(hui)精(jing)神,認(ren)真學(xue)習(xi)“化(hua)機(ji)”案例,全面(mian)分析“化(hua)機(ji)”做(zuo)法,緊密結(jie)合(he)(he)自身實(shi)際,召開(kai)專題(ti)會(hui)議,部(bu)署學(xue)習(xi)任務(wu),引導(dao)全員學(xue)習(xi)“化(hua)機(ji)”經驗,形成“向(xiang)標桿(gan)看齊(qi)、向(xiang)先進(jin)學(xue)習(xi)”的良(liang)好(hao)氛圍;結(jie)合(he)(he)自身實(shi)際,在對(dui)標中找到企業自身存在的差距和短板弱(ruo)項,深刻(ke)剖析研究,并制(zhi)定(ding)相應措施(shi),確保取得實(shi)效;堅持(chi)對(dui)標找差、挖潛(qian)提升,不斷(duan)完善和深化(hua)價值創(chuang)造一體(ti)化(hua)融(rong)合(he)(he)管理(li),努力形成具有(you)煤基(ji)合(he)(he)成油(you)特色的管理(li)體(ti)系,切(qie)實(shi)將“算賬”文化(hua)體(ti)系化(hua)、系統化(hua)融(rong)入生產和經營(ying)的全過程。
二、強管理(li),“價值創造一(yi)體化融合(he)管理(li)體系”初具雛形
煤基(ji)合成(cheng)油(you)公司堅持以精(jing)益(yi)思想指(zhi)導下的(de)“算賬”文化(hua)為(wei)統(tong)領,結合企業自身(shen)實際,建立了“雙軌制、多聯動、全(quan)覆蓋(gai)”的(de)《價值創造(zao)一體化(hua)管理融合方(fang)案(an)》。雙軌制是(shi)指(zhi)將(jiang)價值創造(zao)一體化(hua)管理的(de)績效(xiao)考(kao)核(he)和日(ri)常管理制度的(de)現金考(kao)核(he)同步進行(xing);“多聯動”是(shi)指(zhi)將(jiang)績效(xiao)與(yu)利潤、產量、單耗、黨建等多項指(zhi)標進行(xing)聯動和掛(gua)鉤(gou);“全(quan)覆蓋(gai)”是(shi)指(zhi)從公司班子成(cheng)員到(dao)基(ji)層員工公司全(quan)員全(quan)部納入考(kao)核(he)范(fan)圍。
在(zai)《方案(an)》運(yun)行中(zhong),堅(jian)(jian)持(chi)將各(ge)單位(wei)(wei)的(de)績效(xiao)(xiao)(xiao)工(gong)(gong)(gong)資(zi)(zi)(zi)(zi)同(tong)公(gong)司(si)利(li)潤、產(chan)(chan)量(liang)目(mu)(mu)標(biao)(biao)(biao)完(wan)成情況掛(gua)鉤,使個(ge)人目(mu)(mu)標(biao)(biao)(biao)與(yu)公(gong)司(si)目(mu)(mu)標(biao)(biao)(biao)保持(chi)一(yi)(yi)(yi)(yi)致(zhi),將生產(chan)(chan)經營壓力分解到每位(wei)(wei)員工(gong)(gong)(gong),以(yi)利(li)益為(wei)紐帶(dai),打造(zao)(zao)企業與(yu)員工(gong)(gong)(gong)的(de)命運(yun)共(gong)同(tong)體(ti)(ti)。堅(jian)(jian)持(chi)根(gen)據部(bu)(bu)(bu)門、車(che)(che)間(jian)(jian)(jian)職(zhi)責,差異(yi)化(hua)設置(zhi)考(kao)核指標(biao)(biao)(biao),部(bu)(bu)(bu)室側重(zhong)(zhong)于經營指標(biao)(biao)(biao)和(he)重(zhong)(zhong)點工(gong)(gong)(gong)作指標(biao)(biao)(biao)的(de)管(guan)理(li),車(che)(che)間(jian)(jian)(jian)側重(zhong)(zhong)于產(chan)(chan)量(liang)指標(biao)(biao)(biao)和(he)消耗指標(biao)(biao)(biao)的(de)管(guan)理(li)。以(yi)氣(qi)化(hua)車(che)(che)間(jian)(jian)(jian)、銷(xiao)售管(guan)理(li)部(bu)(bu)(bu)為(wei)例(li),氣(qi)化(hua)車(che)(che)間(jian)(jian)(jian)主要考(kao)核臺(tai)時、產(chan)(chan)量(liang)、變換(huan)氣(qi)耗煤(mei)、耗液堿等指標(biao)(biao)(biao),銷(xiao)售管(guan)理(li)部(bu)(bu)(bu)主要考(kao)核利(li)潤、銷(xiao)量(liang)、外部(bu)(bu)(bu)貨款回收等指標(biao)(biao)(biao),通過(guo)精(jing)準(zhun)考(kao)核督促部(bu)(bu)(bu)門和(he)車(che)(che)間(jian)(jian)(jian)各(ge)司(si)其職(zhi)、通力合(he)(he)(he)作,保證月度(du)(du)、年(nian)(nian)度(du)(du)目(mu)(mu)標(biao)(biao)(biao)順利(li)完(wan)成。堅(jian)(jian)持(chi)根(gen)據貢獻、工(gong)(gong)(gong)作強(qiang)度(du)(du),設置(zhi)不(bu)同(tong)權重(zhong)(zhong)系數,實現績效(xiao)(xiao)(xiao)分配(pei)(pei)向(xiang)一(yi)(yi)(yi)(yi)線崗(gang)位(wei)(wei)傾斜。堅(jian)(jian)持(chi)將價(jia)值創(chuang)造(zao)(zao)一(yi)(yi)(yi)(yi)體(ti)(ti)化(hua)融合(he)(he)(he)管(guan)理(li)與(yu)契約化(hua)工(gong)(gong)(gong)作、重(zhong)(zhong)點工(gong)(gong)(gong)作融合(he)(he)(he),以(yi)契約化(hua)工(gong)(gong)(gong)作為(wei)例(li),簽訂契約化(hua)工(gong)(gong)(gong)作共(gong)22項(xiang),已(yi)完(wan)成6項(xiang),其中(zhong)“合(he)(he)(he)壓機(ji)運(yun)行優化(hua)項(xiang)目(mu)(mu)”通過(guo)降低(di)合(he)(he)(he)成氣(qi)壓縮機(ji)中(zhong)壓缸振(zhen)值、提(ti)高合(he)(he)(he)壓機(ji)轉速(su),液氨日均產(chan)(chan)量(liang)提(ti)升50噸,創(chuang)造(zao)(zao)價(jia)值5000萬(wan)(wan)元(yuan),兌(dui)現獎勵項(xiang)目(mu)(mu)組(zu)104.5萬(wan)(wan)元(yuan),項(xiang)目(mu)(mu)組(zu)組(zu)長(chang)兌(dui)現獎金45.6萬(wan)(wan)元(yuan)。堅(jian)(jian)持(chi)將績效(xiao)(xiao)(xiao)考(kao)核結果與(yu)各(ge)單位(wei)(wei)的(de)評先(xian)選(xuan)(xuan)優掛(gua)鉤,實行一(yi)(yi)(yi)(yi)票否決制(zhi),凡年(nian)(nian)度(du)(du)綜合(he)(he)(he)評比最后一(yi)(yi)(yi)(yi)名的(de)單位(wei)(wei),否決年(nian)(nian)度(du)(du)集體(ti)(ti)和(he)主管(guan)以(yi)上干(gan)部(bu)(bu)(bu)評先(xian)選(xuan)(xuan)優資(zi)(zi)(zi)(zi)格,同(tong)時作為(wei)公(gong)司(si)對(dui)干(gan)部(bu)(bu)(bu)人事調整、選(xuan)(xuan)拔任用的(de)重(zhong)(zhong)要依據,真正實現干(gan)部(bu)(bu)(bu)能上能下(xia)。堅(jian)(jian)持(chi)工(gong)(gong)(gong)資(zi)(zi)(zi)(zi)總額(e)切塊管(guan)理(li),分為(wei)基(ji)本工(gong)(gong)(gong)資(zi)(zi)(zi)(zi)、月度(du)(du)績效(xiao)(xiao)(xiao)工(gong)(gong)(gong)資(zi)(zi)(zi)(zi)、專項(xiang)激(ji)勵工(gong)(gong)(gong)資(zi)(zi)(zi)(zi)三大(da)塊。除基(ji)本工(gong)(gong)(gong)資(zi)(zi)(zi)(zi)外,其他兩項(xiang)均與(yu)公(gong)司(si)績效(xiao)(xiao)(xiao)考(kao)核掛(gua)鉤浮動。經過(guo)一(yi)(yi)(yi)(yi)年(nian)(nian)多的(de)穩步推進和(he)不(bu)斷完(wan)善(shan),目(mu)(mu)前(qian)浮動工(gong)(gong)(gong)資(zi)(zi)(zi)(zi)占比已(yi)達(da)到近60%,進一(yi)(yi)(yi)(yi)步強(qiang)化(hua)了(le)掙工(gong)(gong)(gong)資(zi)(zi)(zi)(zi)的(de)分配(pei)(pei)導向(xiang)。堅(jian)(jian)持(chi)實施(shi)機(ji)關(guan)人員工(gong)(gong)(gong)資(zi)(zi)(zi)(zi)活化(hua),在(zai)公(gong)司(si)車(che)(che)間(jian)(jian)(jian)全部(bu)(bu)(bu)實行價(jia)值創(chuang)造(zao)(zao)與(yu)6S活化(hua)結合(he)(he)(he)的(de)工(gong)(gong)(gong)資(zi)(zi)(zi)(zi)分配(pei)(pei)形式后,我(wo)們(men)從今年(nian)(nian)4月份(fen)起(qi)開始試行機(ji)關(guan)部(bu)(bu)(bu)門工(gong)(gong)(gong)資(zi)(zi)(zi)(zi)活化(hua)分配(pei)(pei),有效(xiao)(xiao)(xiao)打破重(zhong)(zhong)學歷(li)、看(kan)職(zhi)務、比資(zi)(zi)(zi)(zi)歷(li)、輕(qing)貢獻的(de)機(ji)關(guan)部(bu)(bu)(bu)門薪酬分配(pei)(pei)現狀。目(mu)(mu)前(qian)公(gong)司(si)有3個(ge)部(bu)(bu)(bu)門實行崗(gang)位(wei)(wei)績效(xiao)(xiao)(xiao)的(de)全額(e)活化(hua),其余部(bu)(bu)(bu)門也完(wan)成了(le)績效(xiao)(xiao)(xiao)工(gong)(gong)(gong)資(zi)(zi)(zi)(zi)活化(hua)。
三(san)、求(qiu)實(shi)(shi)效,實(shi)(shi)現“管理(li)優勢”向(xiang)“效益(yi)優勢”的積極轉變
實施(shi)《價(jia)(jia)值創造(zao)(zao)一體化管(guan)理(li)(li)融合(he)方(fang)案》后,公(gong)(gong)司(si)在(zai)(zai)生(sheng)產經營(ying)管(guan)理(li)(li)等多(duo)方(fang)面取得了明顯成(cheng)(cheng)效(xiao)。通(tong)過實施(shi)合(he)壓機在(zai)(zai)線動(dong)(dong)平(ping)衡(heng),低(di)(di)(di)溫(wen)甲醇洗增(zeng)(zeng)(zeng)(zeng)加(jia)減壓閥等措施(shi),截止10月25日液(ye)氨產量較(jiao)(jiao)去年同(tong)期(qi)增(zeng)(zeng)(zeng)(zeng)加(jia)13832噸(dun)(dun)(dun)(dun)(dun),尿(niao)素產量較(jiao)(jiao)去年同(tong)期(qi)增(zeng)(zeng)(zeng)(zeng)加(jia)45616噸(dun)(dun)(dun)(dun)(dun);對合(he)壓機表冷器(qi)、尿(niao)素精餾塔(ta)等進行改(gai)造(zao)(zao),噸(dun)(dun)(dun)(dun)(dun)尿(niao)素耗蒸(zheng)(zheng)汽(qi)由(you)0.98噸(dun)(dun)(dun)(dun)(dun)降至(zhi)0.92噸(dun)(dun)(dun)(dun)(dun),在(zai)(zai)同(tong)等負荷下,合(he)成(cheng)(cheng)氨壓縮(suo)機耗蒸(zheng)(zheng)汽(qi)減少3噸(dun)(dun)(dun)(dun)(dun)/h,每(mei)天(tian)可節(jie)省蒸(zheng)(zheng)汽(qi)144噸(dun)(dun)(dun)(dun)(dun),降低(di)(di)(di)用煤成(cheng)(cheng)本(ben)4.78萬(wan)元(yuan);通(tong)過開展(zhan)(zhan)電(dian)力(li)交易合(he)作,共(gong)降低(di)(di)(di)用電(dian)成(cheng)(cheng)本(ben)365.91萬(wan)元(yuan);爐(lu)水(shui)(shui)藥劑替(ti)代每(mei)月可降低(di)(di)(di)成(cheng)(cheng)本(ben)5.35萬(wan)元(yuan);在(zai)(zai)鍋爐(lu)上煤系(xi)統(tong)增(zeng)(zeng)(zeng)(zeng)加(jia)在(zai)(zai)線破碎機,鍋爐(lu)灰(hui)渣殘碳下降8%;對部分循環水(shui)(shui)風機變頻(pin)改(gai)造(zao)(zao),降低(di)(di)(di)用電(dian)成(cheng)(cheng)本(ben)39萬(wan)元(yuan);協助園區周邊企業(ye)解決系(xi)統(tong)問(wen)題,2023年未發生(sheng)過凍堵停(ting)車(che),增(zeng)(zeng)(zeng)(zeng)加(jia)收入160萬(wan)元(yuan),實現(xian)園區協同(tong)發展(zhan)(zhan);通(tong)過債務(wu)重組收益增(zeng)(zeng)(zeng)(zeng)加(jia)681.01萬(wan)元(yuan);通(tong)過談判提(ti)高(gao)外售氣價(jia)(jia)和(he)外售低(di)(di)(di)熱值燃氣價(jia)(jia),增(zeng)(zeng)(zeng)(zeng)加(jia)收益458.91萬(wan)元(yuan);開展(zhan)(zhan)噸(dun)(dun)(dun)(dun)(dun)包銷售,降低(di)(di)(di)包裝費用148萬(wan)元(yuan);開展(zhan)(zhan)修舊利(li)廢跨車(che)間幫扶,降低(di)(di)(di)成(cheng)(cheng)本(ben)76萬(wan)元(yuan);優化渣場覆(fu)土方(fang)式,增(zeng)(zeng)(zeng)(zeng)加(jia)渣場庫(ku)容,降低(di)(di)(di)灰(hui)渣處理(li)(li)費用600萬(wan)元(yuan);利(li)用公(gong)(gong)司(si)結余資(zi)金分期(qi)辦理(li)(li)定期(qi)存款,增(zeng)(zeng)(zeng)(zeng)加(jia)可用資(zi)金320萬(wan)元(yuan)。公(gong)(gong)司(si)全員干事(shi)創業(ye)熱情明顯提(ti)升,全員實施(shi)價(jia)(jia)值創造(zao)(zao)的積極性和(he)主(zhu)動(dong)(dong)性不斷增(zeng)(zeng)(zeng)(zeng)強。
四(si)、補短板,推(tui)動“算賬”文(wen)化體系化、系統化落地(di)
下(xia)(xia)一(yi)步(bu),公(gong)司(si)將深入學(xue)習“化(hua)機”經驗,全(quan)(quan)(quan)面、系(xi)統、準確理解精益思(si)想(xiang)指(zhi)導下(xia)(xia)的(de)“算賬”文化(hua),在(zai)指(zhi)標(biao)(biao)(biao)設置(zhi)的(de)“深”“細”上下(xia)(xia)功夫,補足自身短(duan)板、提高(gao)管(guan)理效能。將管(guan)理思(si)路由(you)“細而全(quan)(quan)(quan)”向(xiang)“突出(chu)重(zhong)點(dian)”方向(xiang)進(jin)行調整(zheng),實行指(zhi)標(biao)(biao)(biao)分(fen)類(lei)“7+1”、獎懲分(fen)層“2+3”、管(guan)理分(fen)級(ji)“3+1”立體(ti)管(guan)理體(ti)系(xi),切實把(ba)所(suo)有指(zhi)標(biao)(biao)(biao)全(quan)(quan)(quan)面、精準地分(fen)解到每位員工,把(ba)“一(yi)企(qi)一(yi)冊、一(yi)部(bu)一(yi)冊、一(yi)人(ren)一(yi)冊”落實到位,真正做到公(gong)司(si)-部(bu)室(車間)-班組(zu)(個(ge)人(ren))全(quan)(quan)(quan)覆(fu)蓋,實現全(quan)(quan)(quan)員帶著目(mu)標(biao)(biao)(biao)奔跑,確保公(gong)司(si)全(quan)(quan)(quan)年指(zhi)標(biao)(biao)(biao)任務順利完(wan)成(cheng)。
一是(shi)積極(ji)開展(zhan)“向(xiang)管(guan)(guan)理要效(xiao)益(yi)”活(huo)動,目(mu)(mu)前(qian)已(yi)制定多元(yuan)尿素開發(fa)(fa)、產(chan)品(pin)市(shi)場延伸、生(sheng)產(chan)系(xi)統(tong)優(you)化(hua)(hua)(hua)、稅(shui)務減免(mian)等管(guan)(guan)理創(chuang)效(xiao)措(cuo)施(shi)(shi)(shi)共計129項(xiang),已(yi)實施(shi)(shi)(shi)30項(xiang),待措(cuo)施(shi)(shi)(shi)全部(bu)落地預(yu)計可(ke)創(chuang)效(xiao)6000萬元(yuan)。二是(shi)加強(qiang)基(ji)(ji)礎管(guan)(guan)理,目(mu)(mu)前(qian)各(ge)系(xi)統(tong)、各(ge)單(dan)位細化(hua)(hua)(hua)和(he)(he)制定基(ji)(ji)礎管(guan)(guan)理措(cuo)施(shi)(shi)(shi)197項(xiang),通過(guo)夯實基(ji)(ji)礎管(guan)(guan)理工作(zuo),全面提高公(gong)司(si)(si)綜合(he)(he)管(guan)(guan)理水(shui)平(ping)和(he)(he)員工綜合(he)(he)素質。三是(shi)通過(guo)繪制價值流(liu)圖展(zhan)現生(sheng)產(chan)、經營(ying)的(de)(de)過(guo)程信息,精準識(shi)別(bie)生(sheng)產(chan)經營(ying)過(guo)程中的(de)(de)缺(que)陷和(he)(he)浪費,目(mu)(mu)前(qian)已(yi)識(shi)別(bie)價值創(chuang)造點46項(xiang),已(yi)完(wan)成(cheng)19項(xiang),正在(zai)實施(shi)(shi)(shi)4項(xiang),需進一步(bu)(bu)論(lun)證23項(xiang)。四是(shi)建(jian)立管(guan)(guan)理體(ti)(ti)系(xi),煤(mei)基(ji)(ji)合(he)(he)成(cheng)油公(gong)司(si)(si)于今年9月份完(wan)成(cheng)了機構精簡,部(bu)室由24個縮減至(zhi)14個,同步(bu)(bu)完(wan)成(cheng)了管(guan)(guan)理體(ti)(ti)系(xi)及(ji)相關(guan)指(zhi)標的(de)(de)調整和(he)(he)優(you)化(hua)(hua)(hua),目(mu)(mu)前(qian)處于試運(yun)行階段。下一步(bu)(bu),公(gong)司(si)(si)將通過(guo)梳理總結試運(yun)行期間發(fa)(fa)現的(de)(de)問題(ti),充分學(xue)習借(jie)鑒運(yun)用(yong)“化(hua)(hua)(hua)機”經驗,建(jian)立形成(cheng)一套具(ju)有煤(mei)基(ji)(ji)合(he)(he)成(cheng)油特色的(de)(de)《價值創(chuang)造一體(ti)(ti)化(hua)(hua)(hua)融(rong)合(he)(he)管(guan)(guan)理體(ti)(ti)系(xi)》,待2024年公(gong)司(si)(si)職代會討論(lun)通過(guo)后正式下發(fa)(fa)實施(shi)(shi)(shi),真正推動“算賬”文化(hua)(hua)(hua)在(zai)煤(mei)基(ji)(ji)合(he)(he)成(cheng)油公(gong)司(si)(si)的(de)(de)體(ti)(ti)系(xi)化(hua)(hua)(hua)、系(xi)統(tong)化(hua)(hua)(hua)落地。
責任(ren)編(bian)輯:崔婷婷
潞安化工集團有限公(gong)司 山西省長治市襄(xiang)垣縣侯(hou)堡鎮
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