Daqing Petrochemical Chemical Factory No.2 maintenance workshop has implemented the listing system for one year. The number of equipment overhauled has decreased by 40% compared with the previous year, the repair rate is zero, the equipment operation is reliable, the equipment operation cycle is long, and the maintenance cost has also dropped significantly. In the previous five years, the plant had been repaired 22 times a year on average. “In the past, we have emphasized that we should actively do it; now, we emphasize that we should do it actively.†The head of equipment maintenance at the plant described this change.
The surface form of equipment maintenance and listing is a disclosure board placed in the main control room of five production workshops. There are preselected areas and work areas on the repair service listing board, and there are 4 listed cards in the preselected area. Each card represents one. Equipment maintenance staff. The four listed players are all top-rated business leaders after their strict assessment. When the production workshop needs maintenance services, the production workshop staff picks out a listed card from the preselected area and puts it into the work area. At the same time, it informs the maintenance team that the selected person is the listed person and related tasks. The system changed the old model of maintenance personnel arranged by the maintenance workshop, changed the production workshop from the midpoint of the candidate maintenance personnel, and allowed them to complete the task with the shift.
Strive to "do it once"
In early 2005, in order to strengthen the quality awareness and business philosophy of “doing a good jobâ€, the plant reformed the equipment maintenance management system and created a brand-new service model. This system stipulates that: a task will only be given a fixed working hour, only to the person who completes the task, and labor that does not meet the requirements will not be allowed to work. If there is a rework, the maintenance staff will also be deducted for the cost of consumables. Under this system, the traditional “no credit and hard work†was rewritten as “either credit or punishmentâ€. In 2004, one breakdown of the acetone plant compressor in the plant was reworked five times, and five tasks were repeatedly assigned to one task. After a year, when it fails again, it is completely repaired once. Over the past year, there have been eight cases of this kind of intractable diseases that have been solved. The quality of inspections has gone up, production failures have been reduced, and maintenance personnel obviously do not feel as busy as before. Naturally, there is less contact with toxic and hazardous substances.
Change is not accidental. After the implementation of the new system, the pre-maintenance maintenance staff will formulate a detailed implementation plan. At the same time, technicians and technicians will be invited through the team to raise opinions and troubles with the target and eventually form a more comprehensive construction plan. Today, this model has formed a common practice in each team. For example, in the past when overhauling the pump, the distance between parts was often measured by the eye with experience. Now he will measure it with the fixture according to the design standards. In this regard, a class leader Li Enjun said: "In the past when equipment problems, we aimed at finding damaged parts, and then replace the damaged parts; now we find the damaged parts, but also to analyze what caused the damage to the parts, and then Make adjustments to the equipment structure."
Realize the distribution according to "technology"
In the past, maintenance personnel were usually divided into backbone and general employees. The assessment of these two types of personnel did not include assessments. The backbone of the business relied on a sense of autonomy and dedication without institutional incentives. The listed service system divides the employees into three levels more scientifically: Of the 12 people in a team, 4 of them are listed. They are the backbones of the system selected by the system. The remaining employees are divided into two levels. Under normal circumstances, the listed person must select one employee as an auxiliary when overhauling, and one assigned by the team leader as a learner of skills. This difference in skills determines the difference between the tasks of the maintenance staff and also determines the difference in income.
At the same time, excellent assistants in the next year can also become competitors of the listed players, and outstanding performance learners will be promoted to become assistants. In the past, it was often difficult to point out that the business backbone personnel's unqualified overhaul work of ordinary employees was pointed out. Now that the operations of the auxiliary and skill learners are under the guidance and supervision of the listed person, the completion of each task must represent the overall highest level. According to the "technical" distribution system, employees are motivated to learn business. In the past, emphasis was placed on instilling training. Nowadays, employees not only volunteered to study, but also often moved training to the scene. They were controversial and had exchanges. Staff and instructors were inspired to improve.
Play "face" effect
The issuer is the core of completing the overhaul task. Their sense of responsibility and skill level are the key to ensure the quality of maintenance. The listing system has given them responsibilities on the one hand, and on the other hand, they have given them due rewards from the distribution of working hours. The factory realized in practice that due to the open nature of the listing management, each card is equipped with his own photo and performance profile, so that the listed person can obtain spiritual satisfaction. The employees call this “faceâ€. If the equipment can't be repaired once, not only the bonus will be affected, but also the "face" may be lost and the qualification of being listed will be withdrawn.
The winners are selected by the production workshop and achieve the effect that “customers are Godâ€. Improving quality services naturally becomes a key link for them to gain recognition in the production workshop. In the past, after the maintenance was completed, debris was often left on the site, and it was restored after the repair. The high-quality, high-efficiency maintenance service has made the plant equipment management system an advanced equipment management company. The leader of the factory explained the “face†effect in the following way: Attaching spiritual needs to the system, embodying the human-oriented management philosophy of modern enterprises, and also better fulfilling the goals pursued by the system.
The surface form of equipment maintenance and listing is a disclosure board placed in the main control room of five production workshops. There are preselected areas and work areas on the repair service listing board, and there are 4 listed cards in the preselected area. Each card represents one. Equipment maintenance staff. The four listed players are all top-rated business leaders after their strict assessment. When the production workshop needs maintenance services, the production workshop staff picks out a listed card from the preselected area and puts it into the work area. At the same time, it informs the maintenance team that the selected person is the listed person and related tasks. The system changed the old model of maintenance personnel arranged by the maintenance workshop, changed the production workshop from the midpoint of the candidate maintenance personnel, and allowed them to complete the task with the shift.
Strive to "do it once"
In early 2005, in order to strengthen the quality awareness and business philosophy of “doing a good jobâ€, the plant reformed the equipment maintenance management system and created a brand-new service model. This system stipulates that: a task will only be given a fixed working hour, only to the person who completes the task, and labor that does not meet the requirements will not be allowed to work. If there is a rework, the maintenance staff will also be deducted for the cost of consumables. Under this system, the traditional “no credit and hard work†was rewritten as “either credit or punishmentâ€. In 2004, one breakdown of the acetone plant compressor in the plant was reworked five times, and five tasks were repeatedly assigned to one task. After a year, when it fails again, it is completely repaired once. Over the past year, there have been eight cases of this kind of intractable diseases that have been solved. The quality of inspections has gone up, production failures have been reduced, and maintenance personnel obviously do not feel as busy as before. Naturally, there is less contact with toxic and hazardous substances.
Change is not accidental. After the implementation of the new system, the pre-maintenance maintenance staff will formulate a detailed implementation plan. At the same time, technicians and technicians will be invited through the team to raise opinions and troubles with the target and eventually form a more comprehensive construction plan. Today, this model has formed a common practice in each team. For example, in the past when overhauling the pump, the distance between parts was often measured by the eye with experience. Now he will measure it with the fixture according to the design standards. In this regard, a class leader Li Enjun said: "In the past when equipment problems, we aimed at finding damaged parts, and then replace the damaged parts; now we find the damaged parts, but also to analyze what caused the damage to the parts, and then Make adjustments to the equipment structure."
Realize the distribution according to "technology"
In the past, maintenance personnel were usually divided into backbone and general employees. The assessment of these two types of personnel did not include assessments. The backbone of the business relied on a sense of autonomy and dedication without institutional incentives. The listed service system divides the employees into three levels more scientifically: Of the 12 people in a team, 4 of them are listed. They are the backbones of the system selected by the system. The remaining employees are divided into two levels. Under normal circumstances, the listed person must select one employee as an auxiliary when overhauling, and one assigned by the team leader as a learner of skills. This difference in skills determines the difference between the tasks of the maintenance staff and also determines the difference in income.
At the same time, excellent assistants in the next year can also become competitors of the listed players, and outstanding performance learners will be promoted to become assistants. In the past, it was often difficult to point out that the business backbone personnel's unqualified overhaul work of ordinary employees was pointed out. Now that the operations of the auxiliary and skill learners are under the guidance and supervision of the listed person, the completion of each task must represent the overall highest level. According to the "technical" distribution system, employees are motivated to learn business. In the past, emphasis was placed on instilling training. Nowadays, employees not only volunteered to study, but also often moved training to the scene. They were controversial and had exchanges. Staff and instructors were inspired to improve.
Play "face" effect
The issuer is the core of completing the overhaul task. Their sense of responsibility and skill level are the key to ensure the quality of maintenance. The listing system has given them responsibilities on the one hand, and on the other hand, they have given them due rewards from the distribution of working hours. The factory realized in practice that due to the open nature of the listing management, each card is equipped with his own photo and performance profile, so that the listed person can obtain spiritual satisfaction. The employees call this “faceâ€. If the equipment can't be repaired once, not only the bonus will be affected, but also the "face" may be lost and the qualification of being listed will be withdrawn.
The winners are selected by the production workshop and achieve the effect that “customers are Godâ€. Improving quality services naturally becomes a key link for them to gain recognition in the production workshop. In the past, after the maintenance was completed, debris was often left on the site, and it was restored after the repair. The high-quality, high-efficiency maintenance service has made the plant equipment management system an advanced equipment management company. The leader of the factory explained the “face†effect in the following way: Attaching spiritual needs to the system, embodying the human-oriented management philosophy of modern enterprises, and also better fulfilling the goals pursued by the system.
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