鲁西集团：提振“精气神”，实现改革增效
Luxi Group: Boost the "Spirit" and Realize Reform and Efficiency
进入2月份，鲁西集团下属企业第七工程事业部已经呈现出一片繁忙景象，厂区内送货车辆的轰鸣声不绝于耳，发往哥伦比亚的八台集装箱正在紧张装车、发货，质检员也在做着最后的出厂前检查。车间内员工精神抖擞，生产工序配合紧密，一台台完工产品整齐码放在发货区内。门庭若市的场景，与之前形成了鲜明的对比，而这一切都源于近年来实施的一系列创新改革举措。
In February, the Seventh Engineering Division of Luxi Group has shown a busy scene. The roar of delivery vehicles in the factory is endless. Eight containers sent to Colombia are being loaded and delivered nervously, and the quality inspectors are also doing the final pre-factory inspection. The employees in the workshop are full of energy, the production processes are closely coordinated, and the finished products are neatly stacked in the delivery area. The crowded scene is in sharp contrast with the previous one, and all this stems from a series of innovative reform measures which implemented in recent years.
事业部长刘凯介绍，连续多年来，受疫情、原材料价格等外部环境影响，天然气装备制造出现生产成本高、竞争压力大的局面。同时，事业部一部分资质范围内的产品盈利能力不强，制约优势产品价值发挥。面对举步维艰的现状，2021年8月事业部开启了新一轮的改革之路。重新梳理研究，确定了核心价值产品，实施了人员机构的改革调整，带领全体干部员工勠力同心，树立了不惧困难、破釜沉舟的信念。经过一年多的发展，生产产值同比增长42%，销售收入同比增加60%，签单同比增加63%，签单毛利率不断创造新高，经营绩效取得了质的突破。
Liu Kai, the Minister of Business, said that for many years, affected by the epidemic situation, raw material prices and other external environments, natural gas equipment manufacturing has experienced some problems, including high production costs and great competitive pressure. At the same time, the profitability of some products within the qualification scope of the Division is not strong, which restricts the value of its superior products. Facing the difficult situation, in August 2021, the Division started a new round of reform. Re-combing the research, determining the core value products, implementing the reform and adjustment of personnel and institutions, leading all cadres and employees to work together, and establishing the belief of not fearing difficulties and crossing the Rubicon. After more than one year's development, now, the output value of production, the sales revenue and the signing of bills had increased by 42%, 60% and 63% respectively year-on-year. The gross profit margin of signing bills keeps creating new highs, and the operating performance has made a qualitative breakthrough.
员工工作现场
Employee Work Site
围绕“保安全、促效益”，全员全过程控制成本，实现全面降本增效。所有部门立足岗位实际，辨识成本控制点，抓大不放小，从电费、邮寄费、办公用品等各个方面开源节流。事业部在成本管控过程中，一直遵守“能替代的，不采购”、“能利用的，不浪费”、“有价值的，不能丢”的原则。厂区内小小的一张A4纸要两面用，废旧金属材料和纸箱等要分区收集……通过一系列措施，培养了全体员工“勒紧腰带过紧日子”的艰苦奋斗精神。另外事业部还通过优化管理、小改小革、指定创新等推动全员创新，积极“走出去、引进来”，大胆创新突破。仅管束式集装箱优化结构设计，每台节省成本就达到了5000元。通过使用新材料、缩短主材供应周期等方式年累降成本近400万元。
Focusing on "ensuring safety and promoting efficiency", all employees' control costs in the whole process to achieve overall cost reduction and efficiency increase. All departments are based on the actual position, identify the control point of costs, pay attention to the big ones, and increase revenue and reduce expenditure from electricity, mailing fees, office supplies and other aspects. In the process of cost control, the Division always abides by the principles of "substitutable, not purchasing", "usable, not wasting" and "valuable, not losing". A small piece of A4 paper in the factory should be used on both sides, and waste metal materials and cartons should be collected in respective areas......Through a series of measures, the hard struggle spirit of "tightening belts and living a tight life" of all employees has been cultivated. In addition, the Division also promotes the innovation of all employees by optimizing management, making minor changes and designating innovations, actively "going out and bringing in", and boldly making innovations and breakthroughs. Only by optimizing the structural design of tube bundle containers, the cost savings per container reaches 5,000 yuan. By using new materials and shortening the supply cycle of main materials, the annual cumulative cost reduction is nearly 4 million yuan.
发挥“头雁效应”，一级带着一级干，围绕生产经营大力度攻坚克难。全面贯彻新发展理念，全体党员、干部讲担当、谈奉献，靠前站位，发挥了排头兵作用。实行支部书记和主要干部攻市场，先后到天津、河北、浙江等区域开发业务，其中2022年与浙江客户一单就确定了1200余万元的订单。结合国外政治经济形势、疫情管控等情况，支部委员组织外贸业务人员在国内错时上班。当夜深人静的时候，外贸业务人员正聚精会神的与国外客户进行沟通洽谈，正是这种夙兴夜寐的拼搏精神，实现了2022年国外订单同比增长35%的良好业绩。实行难点问题课题制，其中减少频繁作业课题的研究实施，实现月人均产值同比增长24%的目标。落实全员安全生产责任制，强化红线意识，领导干部每天深入一线，查隐患、盯现场，实现了安全“零事故”、“零损失”，做到了生产运营的“安、稳、长、满、优”。
The "head goose effect" will be brought into full play, with the first level leading the second, and efforts will be made to tackle the difficulties around production and operation. Implementing the new development concept in an all-round way, all party members and cadres talk about responsibility and dedication, and stand in front of them, thus playing a vanguard role. Party branch secretaries and leading cadres attacked the market, and successively went to Tianjin, Hebei, Zhejiang and other regions to develop business. In 2022, more than 12 million yuan of orders were confirmed with Zhejiang customers. Combined with foreign political and economic situation, epidemic control, etc., branch members organized foreign trade business personnel to go to work at the wrong time in China. In the dead of night, foreign trade business personnel are concentrating on communicating and negotiating with foreign customers. It is this hard work spirit that has achieved a good performance of 35% year-on-year increase in foreign orders in 2022. Implementing the difficult problem project system, in which the research and implementation of frequent operation projects are reduced, and the monthly per capita output value increases by 24% year-on-year. Implementing the responsibility system for all employees' safety in production and strengthening the awareness of the red line, leading cadres go deep into the front line every day, check hidden dangers and keep an eye on the scene, achieving "zero accidents" and "zero losses" in safety and achieving "safety, stability, long-term, full and excellent" in production and operation.
产品发货
Product Delivery
建立经营联动机制，践行“满负荷、低库存、好价格”的经营理念。强化采购、生产、销售等部门的“一条龙、一盘棋、全流程” 意识，事业部每月组织召开经营联动分析会，全面分析制约生产、销售的主要因素，及时调整、快速解决。特别是针对长期存在的矛盾点或突出问题出实招、求实效。调质炉作为生产线高耗能设备，每次调质点炉都要考虑原材供应、订单交付等多种因素，才能达到点炉成本最低化，但运行中往往会出现：“原材料供应慢或批量小无法连续调质”、“调质出来的产品又不能满足订单要求”等情况。针对此种情况，召开经营联动分析会研究，要求销售部门综合利润、制作周期、合同履约等因素，传递发货计划；采购根据调质时间控制材料到货速度；生产结合计划确定调质批次顺序，达到了多方联动。通过改革运行，各部门逐渐养成了遇到问题“迎着走”，直面矛盾敢抓敢管的工作作风。目前，通过经营联动分析会累计解决问题200余项，涉及生产运营、质量管控等各个方面，提高了经营管理质量和效果。
The Division should establish a business linkage mechanism, practice the business philosophy of "full load, low inventory and good price", and strengthening the awareness of "one-stop, one chess game and whole process" in procurement, production and sales departments, and the Division organizes monthly business linkage analysis meetings to comprehensively analyze the main factors restricting production and sales, adjust them in time and solve them quickly. Especially in view of the long-standing contradictions or outstanding problems, we should make practical moves and seek practical results. As a high energy-consuming equipment in the production line, the quenching and tempering furnace should consider many factors such as raw material supply and order delivery every time, so as to minimize the igniting cost. However, in operation, there are often situations such as "slow supply of raw materials or small batch can not be continuously quenched and tempered", "quenched and tempered products can not meet the order requirements", etc. In terms of this situation, a business linkage analysis meeting was held to study, and the sales department was required to integrate factors such as profit, production cycle and contract performance to transmit the delivery plan; The procurement shall control the arrival speed of materials according to the quenching and tempering time; The batch sequence of quenching and tempering is determined according to the production plan, which achieves multi-party linkage. Through the reform and operation, all departments have gradually developed a work style of "facing problems", facing contradictions and daring to grasp and manage them. At present, more than 200 problems have been solved through business linkage analysis, involving production and operation, quality control and other aspects, which has improved the quality and effect of business management.
围绕“增产量、提效益”，改革管理绩效，实行员工收入与产品利润、产量挂钩。重新修订薪酬考核办法，实现销售人员收入与签单利润挂钩，生产人员工资实行定额与产量增幅梯级式考核。通过改革绩效考核方式，2022年各项经营指标均达到近几年最好水平。生产车间员工孟祥林道出了心声：“自从事业部改革绩效考核方式后，全体员工的精神面貌有了很大改变，比、学、赶、拼、超的氛围愈加浓厚。没有了“大锅饭”，就少了‘靠天熬日子’的人，也多了任劳任怨、主动奉献的人。现在每个人工作都很充实，因为‘好日子’不是别人给予的，而是靠自己拼搏奋斗出来的”。
Focusing on "increasing output and improving efficiency", we should reform management performance and link employee income with product profit and output. Revising the salary assessment method, realizing the linkage between the income of sales personnel and the profit of signing bills, and implementing the cascade assessment of quota and output increase of production personnel wages. By reforming the performance appraisal method, all business indicators will reach the best level in recent years in 2022. Meng Xianglin, an employee of the production workshop, expressed his heartfelt wishes: "Since the reform of the performance appraisal method came into effect in the Division, the mental outlook of all employees has changed a lot, and the atmosphere of comparison, learning, rushing, striving and surpassing has become stronger and stronger. Without the "big pot of rice", there will be fewer people who depend on the weather to survive, and more people who work hard and take the initiative to give. Now everyone's work is full, because "good days" are not given by others, but made by their own hard work.
第七工程事业部改革增效的成功，汇聚了优秀企业文化的影响和全体干部员工的凝聚合力，彰显了鲁西集团稳中求进的工作总基调，改革增效不仅仅给企业带来了效益，也让全员树立了正确的价值观，提振了“精气神”，激发了全员干事创业的热情，实现了企业的高质量发展。
The success of the reform and efficiency improvement of the Seventh Engineering Division brings together the influence of excellent corporate culture and the cohesive force of all cadres and employees, which shows the general tone of Luxi Group's work of striving for stability. Reform and efficiency improvement not only bring benefits to enterprises, but also enable all employees to establish correct values, boost the "spirit", stimulate the enthusiasm of all employees to start businesses, and achieve the high-quality development of enterprises.
