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The subsidiaries of the Petroleum Machinery Company, which was established in December 2012, include the Fourth Machinery Plant, Jiang Diamond Co., Ltd., the Third Machinery Plant, the Shashi Steel Pipe Plant, the Siji Saiwa Company and the Petroleum Machinery Research Institute. In the manufacturing industry, it has strong versatility in management. Since last year, the company has strengthened the management system operation, fully implemented lean management, and implemented budget performance management by strengthening strategic management and control requirements, the characteristics of the machinery manufacturing industry, and the places where the grassroots factories are doing well. The basic management quality improvement is controlled.
Improve quality and strengthen management system operation
Strictly implement the quality management system standards, continue to strengthen the concept of "high quality", improve quality control methods, formulate measures, strengthen implementation, and continuously improve the quality management level. In 2013, the petroleum machinery company won the title of “Advanced Unit of Quality Work†of the Group Company; the passing rate of the whole machine inspection of the four machine factory increased by 2.15 percentage points, the QC team of the forging branch was awarded the title of “National Excellent QC Groupâ€; The compliance rate of steel pipes increased by 1.56 percentage points to 99.61%; the loss of single waste products of Jiangdeng Co., Ltd. was reduced by 11.65 yuan, and the products of manifolds were reviewed by the Grade A qualification supplier of PetroChina. Establish HSE management, supervision and assessment system to promote the effective operation of the HSE system; solidly carry out the establishment of safety production standardization, each factory has passed the national safety production standardization secondary enterprise review; regular supervision and random sampling, combined to find problems seriously, Special funds were arranged to ensure that the investigation and management of safety and environmental hazards were implemented. No personal injury, environmental pollution and quality accidents were reported, and the overall stable and good situation was maintained.
Improve efficiency and fully implement lean management
We will continue to promote the implementation of lean management, increase public opinion, education and training, typical guidance, and key support work. The lean concept is gradually deepening into the hearts of the people, and the implementation of lean management has seen gratifying results. In 2013, Jiang Diamond Co., Ltd. and Siji Saiwa Company continued to deepen lean management and further improved the basic management level. The on-site management of the production workshop of the four-machine factory was significantly improved; the production cycle of the large-scale complete fracturing unit was shortened by 12 days, and the on-time delivery rate was increased by 12%; the monthly output of the plug valve of the pipe fittings and the high-pressure movable elbow doubled, and the on-time delivery rate increased by 19.5%. A special work class was set up to help the steel pipe plant implement 19 key improvement projects, improve the management system of the foreign ministers, foreign associations, and bidding, and significantly improve the management and control level, creating the highest record of 46,000 tons of steel pipes per month since the establishment of the plant.
Controlled, budget performance management
Vigorously implement the comprehensive budget management and performance appraisal system, establish a monthly budget meeting and quarterly economic activity analysis meeting system, formulate a balanced score card performance appraisal method, implement strict performance appraisal and salary incentives, and effectively promote the role of incentives, forming a strategy Closed-loop management of objectives, overall budget, and organizational performance. At the company level, we have sorted out 10 key projects for reducing inventory and accounts receivable, conducted special research, arranged special personnel to be responsible, and achieved good results. The inventory and accounts receivable indicators were in a controlled state as a whole. Reasonably arrange the use of funds to ensure the normal operation of production and operation, improve the use efficiency, and the financial expenses are significantly less than the budget. Grasp the basic construction, strengthen the preliminary investigation and demonstration of investment projects and process management and control, and further standardize project management. Strengthen risk prevention and control, strengthen internal control, audit, legal and efficiency supervision, plug management loopholes, and internal supervision and control system is effective.
Petroleum Machinery Company consolidates the foundation of mechanical manufacturing management
Abstract “Jiangzhuo Co., Ltd. has been implementing lean production methods for nearly 20 years. The four-machine slab has been promoting lean management for 7 years and has achieved remarkable results. I believe that the experience of these two units will bring you many Enlightenment and reference." This is...
"Jiangzhuo Co., Ltd. has been implementing lean production methods for nearly 20 years. The four-machine swaddle has been promoting lean management for 7 years and has achieved remarkable results. I believe that the experience of these two units will bring us many inspirations. And draw lessons." This is a sentence written by the petroleum machinery company in the editorial of the fourth phase of the "transfer concept, strong responsibility, quality, and first-class" theme.