"Sales is the leader, production is the foundation, and technology is the support". In just 4 years, Anyuan Pipeline Company has adhered to this concept. The annual output of direct pipes has achieved a huge leap from 350 kilometers to 500 kilometers, which has completely reversed the production level. The failure to meet sales requirements has laid a good foundation for the company's innovation and development. Among them, Wang Guangming, who has the reputation of "Power-on King", has made great contributions. He used the three words "practical, meticulous, and love" to provide a strong source of power for the development of the enterprise and also achieved his own glory. Won the titles of model workers at all levels and outstanding party members.

Reality-Hard-drilling business always never forgets "passing to help"

Looking at Wang Guangming, a simple man with a little shy and deep-sightedness in front of him, you may hardly imagine that he was a "unruly" workshop monitor 4 years ago. At that time, there was always a saying in the workshop: If you start the machine in the workshop, you are afraid to provoke the "startup king". It turns out that other people are prone to large and small failures when starting up. Wang Guangming can always achieve the best technology, the least failures, the best product quality, and the highest efficiency when starting the machine. In addition, his surname is Wang, so his colleagues call him the "power-on king".

It is difficult to start a business, and strive to succeed. Behind the glory of the "king" is Wang Guangming's continuous hard work. In normal work, he is attentive and attentive everywhere. His desk is full of reference books. As long as he has free time, he will find time to study, and one notebook is full of excerpts from him. Once, a customer specially customized a batch of DN300 straight pipes. For some reason, the products produced for 5 consecutive days were waste products, and the technical partner, Harbin Institute of Technology experts, could not do anything. What's the problem? Wang Guangming headed into the office and took out several related books to "gnaw". Starting from the principle of equipment and the introduction of steel-framed composite pipes, he turned over hundreds of pages of reference books. Until the next morning, he found the reason in a new employee technical training material that he had kept for 17 years: it turned out that the plastic and the warp and weft could not be integrated. He quickly came to the workshop and instructed the production workers to expand the mold. The problem was solved smoothly, and finally a qualified product was produced. Looking at his red eyes, the company leader realized that he had stayed up all night again. And this is commonplace for him, just to solve possible problems at any time. The year before last, when his mother was seriously ill and dying, it was also when the workshop's production tasks were the most stressful. He was filial to stay at the unit for three consecutive days and did not go home. The company leaders saw tears in his eyes from time to time, and his eyes were a little dull. Only when he asked about it, he learned of the situation, and he was "rushed" back home. As a result, his mother died a few days later.

During the long-term accumulation, he knew the parameters, principles, and performance of each piece of equipment very well, and he was so familiar with him that he was able to diagnose the cause of the problem by calling him even if there was a production problem even when he was not in the workshop. The solution.

Not long after he became the workshop director, the company leader in order to train more "start-up kings", told him in an agitated tone that if he was still the "start-up king" after three months, the workshop director would have to "change hands." Wang Guangming realized that a single branch does not mean spring, and the garden is full of flowers. Since then, he has held a squad leader meeting every 10 days, and he has given on-site technical lectures to bring the squad leader out first; the squad leader will carry out technical training during the "every five" safety training. In this way, layers of "passing the help", and soon, more than 60% of the employees will become the "start-up king".

While carrying out theoretical education and training, he pays more attention to practical training on the production site, and he will come to a technical lecture from time to time. No, when he came to the place where the mold was out of service for maintenance, Wang Guangming quietly moved his hands and feet on it, and then he asked the operator to ask: "There is something wrong with this mold. Come and see how to deal with it." Seizing the opportunity, Wang Guangming will ask questions to enrich everyone's maintenance experience and improve maintenance skills. Every Friday, there is also a procedure test. Whether you copy or write silently, you must finish the questions. Wang Guangming explained that copying too much will naturally deepen the impression.

This year, the six new PE pipe production lines installed by the pipeline company are key innovation projects. They are new pipeline production lines that the company has never encountered before. Many problems must be overcome. I am a party member and I will go first! When installing the production line, Wang Guangming was inseparable from the manufacturer’s technical consultants every day, his eyes kept looking, his mouth kept asking, and his mind kept remembering, just to get a taste of these "German goods" as soon as possible. It didn't take long before he did it. Therefore, he made another courseware, and took the 8 key business staff who were transferred to study and research together. They worked hard, worked overtime, and completed the installation and commissioning more than half a month in advance. Even the manufacturer's technical consultants praised their efficiency.

fine-fine management, many "late" become "advanced"

Managing people with systems is a magic weapon for Wang Guangming's management. Since he was promoted to the director of the production workshop, he worked with the workshop team to refine the rules and regulations in terms of safety, production, quality, cost, labor discipline, etc., and successively formulated workshop management methods, as well as workshop performance evaluation, maintenance evaluation, cost evaluation methods and The staff appraisal plan implements meticulous management in all directions and enforces it strongly. There is also a selection of "star-level teams" and "star-level employees" every season. A number of "sealing experts", "manipulation experts", and "winding experts" emerge, and many original "latest" elements have become " advanced".

Zhang Zhihui is a very typical example. This "stab head" in the workshop at that time caused headaches for the workshop team because of often disobeying orders. After Wang Guangming became the director of the workshop, he observed him in many aspects and found that his business ability was very top-notch. The area under his jurisdiction had never experienced any downtime. However, because he did not understand some management systems of the workshop, he was very angry. Therefore, Wang Guangming took the initiative to talk with him, boldly appoint him as the monitor, let him often give lectures to employees, and provide him with a platform to demonstrate technology. At the same time, the distribution is fair and just, and the company leaders, team members, monitors, and employees are assessed at the first level. Moreover, Wang Guangming always gave himself the lowest score in the workshop performance appraisal. He said that as long as the employees work hard and the employees save money, he will never take the card and return all the company's rewards to the employees. All of these quickly reversed the view of the workshop employees, especially Zhang Zhihui, on the team, and greatly increased their enthusiasm for work. Zhang Zhihui was also rated as the company's outstanding monitor for five consecutive years.

In daily work, a tape measure and a vernier caliper follow Wang Guangming to inspect in 3 workshops every day. Although he can see many problems with the naked eye, he still insists on two "babies" not to leave. "With my two "babies", you can take random inspections at any time, go to a place, take out a measuring tape to measure, and find problems at any time." Wang Guangming said that a pipe that is more than ten meters long, if there is a gap of 1mm, it will be wasted. A few kilograms of material. To this end, he also deliberately formulated assessment methods, requiring employees to measure each pipe to ensure that the quality is up to the standard when leaving the factory. As long as the quality is found to be unqualified, he will be punished ruthlessly. With his efforts, the employees in the production workshop not only carried a tape measure, but also each carried a flashlight to check the inner wall of the pipeline and check whether the pipeline was leaky and the latitude and longitude were qualified. Today, the yield rate of the production workshop has reached more than 99%, exceeding the company's 98% standard.

Love——Humanistic care, true feelings, warm heart, cohesion

Wang Guangming often said that if the soldiers are raging, they will be raging. If the employees fail to do a good job, it must be the fault of the leader. He not only commends the advanced side, but also cares about the backward side, earnestly grasp the two ends and lead the middle. As long as there is a problem with the employee's working status, he is always the first to find out and try to find the cause to help the employee solve the problem.

There is an employee in the workshop who often finishes work in the morning, but there is no one in the afternoon. Wang Guangming learned that the employee himself was sick, his wife was out of work, his son was going to school, and his family was financially struggling. He sneaked home every afternoon to set up a street stall. Therefore, Wang Guangming brought the condolences, visited the employee, and talked with him. He learned that the main reason for his frequent absence from work was actually because the workshop did not arrange him to do what he was good at. When the crux was found, Wang Guangming immediately adjusted his position. After unlocking the knot, the employee's attitude changed a few days later, and he never came late or left early. There is also an employee who only works for one hour a day, and spends the rest of the time on his mobile phone. Wang Guangming understood that he was addicted to games. In addition to restraining him with the system, he also talked to him in time, told him the facts, reasoned, and talked about the painstaking efforts of his parents, the perishability of youth, and the value of life, which finally made him come true. Awakening, knowing when you are lost.

Wang Guangming has always believed that production workers are the most simple and responsible. Over the years, there have been more than 100 employees in the workshop. Everyone has their birthday, and the workshop will send souvenirs and birthday cards. The employees lamented that the leadership team of this session of the workshop made people feel very warm. The care for employees in difficulty makes them feel more warm. As long as the staff is sick and hospitalized, the workshop team will promptly visit and give condolences. In 2016, an employee suffered from severe acute hepatitis. Due to family conditions, he could not afford to pay for treatment. Wang Guangming took the lead. He mobilized the workshop employees to donate more than 5,000 yuan to him within one day and sent it to the hospital in Changsha. When the worker’s wife accepted the donation, she was already crying

"Wang Guangming is willing to learn, he is bold and innovative in management, and his work is very logical. Not only the management, but the employees also recognize him, which greatly increases the cohesion of the workshop." said Tang Feiyu, general manager of the company. Wang Guangming himself said: "I haven't done enough. As a manager, especially a party member, I must always keep in mind my original mission and lead the employees to work hard, overcome difficulties, and make progress with the company."