Retreat speech script

Retreat Speech 1

Dear leaders and colleagues:

Good morning everyone!

I am very honored to participate in the group company's 20xx production safety retreat and discuss with everyone the group company's 20xx production safety work ideas. Next, I will make a brief speech on the production safety work of Jilin Company in 20xx and the main existing problems and the ideas for production safety work in 20xx for your reference.

In 20xx, under the correct leadership of the party group of the group company, Jilin Company's production office aimed to create a four-type enterprise and actively responded to the unprecedentedly severe operating situation of power generation enterprises, the highly tight supply of thermal coal and the more prominent funding problems. In case of adverse situations, we will further improve the mechanism, consolidate the three foundations, adhere to two-pronged management, three-line assessment, make full use of the five confirmations and one fulfillment work method, tap potential through benchmarking, and continue lean production management. We conscientiously implemented the "Prohibition on Safety Production of Central Enterprises", implemented 25 countermeasures, strengthened the implementation of safety responsibilities of personnel at all levels, paid close attention to the top-down construction of safety production management and control capabilities, strived to reduce safety risks at the work site, and ensured the safety of Jilin Company. Stabilizing the situation has laid the foundation for the comprehensive completion of the group company's annual safety production tasks and the realization of the goal of one guarantee and one reduction.

1. Completion of major indicators in 20xx

(1) Completion of safety indicators

From January to October, no minor injuries or accidents occurred in Jilin Company’s enterprises Among the above-mentioned personal accidents, there have been no serious equipment damage accidents or above, no fire accidents, and no traffic accidents involving equal or greater responsibility. The safety production situation is basically stable.

(2) Reliability indicators

1. Unplanned outages of the unit

From January to October, 2 unplanned outages occurred, a decrease of 2 times year-on-year.

2. Equivalent output reduction

From January to October, 214 equivalent output reduction events occurred, an increase of 3 times year-on-year.

3. Utilization hours

The average utilization hours of power generation equipment totaled 3,523 hours, a year-on-year decrease of 521 hours.

(3) Completion of main production indicators

1. Completion of power generation

From January to October, the provincial company’s power generation has completed a total of 12.859 billion kilowatt hours , a year-on-year decrease of 461 million kWh, and 55 million kWh more power generation than planned. The load rate was 68.5%, a year-on-year decrease of 1.7%;

2. Heat supply completion situation

From January to October, the provincial company’s heat supply totaled 14.08 million GJ, a year-on-year decrease 420,000 GJ.

3. Completion of coal consumption for power supply

Omitted

4. Completion of power consumption rate of power plants

From January to October, thermal power The cumulative power consumption rate of the unit power plant reached 7.89%, a year-on-year decrease of 0.10%. 0.5% higher than target? Mainly due to the low load rate and poor coal quality (deviating more from the design value)

5. Completion of production oil consumption

From January to October, the provincial company’s thermal power units accumulated Oil consumption was 1,687 tons, a decrease of 519 tons compared with the same period last year. The oil consumption rate was 13.92 tons/100 million kWh, a decrease of 3.23 tons/100 million kWh compared with the same period last year, of which 704 tons were used for starting and stopping oil, and 983 tons were used for combustion support. ton. The main reason is the impact of poor coal quality (large deviation from the design value) and the use of combustion-supporting oil

6. Completion of comprehensive water consumption rate for power generation

From January to October, the thermal power units of the provincial company The comprehensive water consumption rate for power generation reached 1.99 kg/kWh, a year-on-year decrease of 0.11 kg/kWh.

7. Environmental protection indicators

The total emissions are: 8,500 tons of soot, 17,000 tons of sulfur dioxide, and 26,300 tons of nitrogen oxides.

The emissions of sulfur dioxide, nitrogen oxides, smoke and wastewater meet the standards. There have been no incidents reported and criticized by national and provincial environmental protection departments.

8. Lignite blending

From January to October, 1.4297 million tons of lignite were blended, the blending ratio was 51.4%, and the comprehensive income was 70.3 million yuan.

2. Development of key tasks in 20xx

1. Comprehensively implement responsibilities and strive to create an intrinsically safe enterprise

Conscientiously implement the spirit of the group company’s 20xx production safety work conference, and follow the group company’s Create an intrinsically safe enterprise management system and review standard requirements, adhere to the principles of overall design, simultaneous advancement, and step-by-step implementation, and achieve a harmonious and unified human-machine environment without harm to personnel, defective equipment, system failure, and management loopholes. The concept of intrinsic safety is implemented into three lectures, one implementation and two 'half-hour' demonstration activities to solidly promote the work of striving to create an intrinsically safe enterprise. In order to implement safety production responsibilities and strengthen the risk management and control capabilities of provincial companies for affiliated enterprises, a signing and reporting system for the top leaders of enterprises has been implemented since the beginning of the year. That is to say: all the work proposed by the provincial company and supervised by the Ministry of Health and Welfare, all the minutes of various special meetings organized by the provincial company's Ministry of Health and Welfare, the rectification requirements and work opinions after work inspections, and the arrangements for individual key work tasks in production safety, are handled by The Provincial Company's Safety and Health Department formed a top leader to sign the report in duplicate for preparation, review and investigation, and achieved good results.

2. Be scientific and realistic, clarify the three lines, and strengthen both management

Each unit is guided by target management, implements responsibilities at all levels, strengthens process control, and aims to eliminate mediocrity. , sprint towards line A and strive for excellence. Taking the "Evaluation Methods for Comprehensive Safety Production Management" as the starting point, we insist on regular evaluation of dynamic management performance of production safety, establish professional benchmarks, regional advanced and professional stars, and strictly reward and punish them. Adhere to the monthly meeting system, clarification system, daily dispatch system and "Safety Supervision Timeline Rectification Notice" system, focus on solving the problem of two layers of safety production management and the expansion of the responsibility system, and establish a top-down goal-based confirmation and A comprehensive responsibility management mechanism to pursue responsibilities and understand and implement responsibilities from the bottom up based on the problem. In accordance with the requirements of the group company, all employees' performance appraisal work including lectures, evaluations and exposures will be carried out in safety production video conferences.

3. Compulsory maintenance cycles should be revised, defects should be comprehensively managed to reduce defects, and civilized production should be improved

To improve equipment reliability, carry out activities to strive for gold medal units and vigorously cultivate gold medal units . In accordance with the Group Company's "Level A Maintenance Management Guidelines for Thermal Power Generators", with the goal of achieving the design value of various indicators, efforts will be made to eliminate potential safety hazards in the protection and automatic control systems, comprehensively implement process quality acceptance regulations, and actively promote standardized maintenance of units. Adhering to the principle of treating both the symptoms and root causes and focusing on the root cause, we make full use of the functions of the two supermarkets inside and outside the factory, strengthen restoration, repair and reuse, control replacement, carry out long-term maintenance cycle competitions, and strive to improve the health level of equipment. Strengthen daily maintenance of equipment, cure and plug leaks, deepen activities on the level of civilized production, and promote the transformation of civilized production from relying on surprises, cleaning, and oil brushing to relying on equipment guarantees. Formulate standards for civilized production work and carry out comprehensive management work based on benchmarks. Organize and carry out evaluation and exchange activities, incorporate civilized production into production management assessment, and promote qualitative changes in civilized production levels.

4. Standardize management, process control, and accelerate the implementation of key technical transformation projects

Changchun Second Heat Units 3 and 4 desulfurization transformation and supporting projects have been launched. According to the current construction schedule, It is expected to be completed in the first half of 20xx. The industrial water pretreatment project of the Hunchun plant was completed; the energy-saving comprehensive management and transformation project of Changchun Sanre No. 1 unit was completed. In order to ensure the quality and effect of the technical transformation project, the provincial company issued the "Technical Transformation Project Post-Evaluation Management Measures", Organize an expert group to conduct a comprehensive evaluation of the technical transformation projects completed in 20xx, and hold accountable the project leaders and supervisors who violated the regulations of superiors and failed to achieve the expected target values.

3. Main problems and analysis in 20xx

1. The four responsibilities are not implemented in place, and the four inspections and one reform are not paid enough attention

The four responsibilities Insufficient implementation has always restricted our ability to achieve excellence in production safety management. The three dependence phenomena include the problem of imperfect systems and mechanisms, but more importantly, there are varying degrees of bureaucracy among the first persons responsible for production safety at all levels. question. The long-term existence and step-by-step spread of the three dependencies will lead to a formality in job technical training.

Four inspections and one correction are special activities deployed by the group company after the start of the safety month activities in response to the severe situation of system safety production. Its significance and importance are self-evident. However, some companies feel good about themselves and do not pay attention to it or even go astray

2. The foundation of safe production is not strong and safety management is not standardized

In production management, technical monitoring, operation management, and maintenance There are loopholes to varying degrees in management and other aspects, management needs to be standardized, and the safety awareness and comprehensive quality of personnel need to be further improved. Some enterprises have many requirements and arrangements for production safety work, but few inspections and implementations. The work is superficial and formal. For problems that arise in production safety, the standards are not high and the requirements are not strict. They cannot get to the root of the problem and grasp it to the end, resulting in production safety responsibilities. The system is not implemented, the safety production rules and regulations are not implemented in place, and the safety production management work has a tendency to become generalized.

3. The management of outsourcing teams and temporary employment needs to be further strengthened

Each unit has a different number of temporary employees, some of whom are still in important production positions, because temporary employees are highly mobile. , which brings practical difficulties to normal training and certification work, and there are cases where temporary workers work without certificates and operate without certificates. It is difficult for some units to outsource maintenance and outsourced engineering construction teams to manage on-site operations. Illegal operations, cross-operations, and disobedience to instructions often occur. Especially for subcontracting teams, due to frequent personnel changes and uncertain supervisory relationships, management is difficult. and increased risks.

4. The progress of scrambling for power generation, economic dispatch, and energy conservation and consumption reduction is uneven

According to the power supply and demand situation in Jilin Province in 20xx, it is extremely difficult to predict the power generation. , the provincial company issued the "Measures for Competition for Power Generation in 20xx". However, there are still gaps in the implementation of the "Measures" by individual units. Factors affecting power generation such as equipment, coal blending and combustion, power grids, start-up and shutdown are not well analyzed, and the measures taken are not specific and decisive. The phenomenon of equivalent output reduction due to equipment defects caused by coal quality is still the main factor affecting power generation.

5. Equipment investment, maintenance management, and defect control capabilities need to be improved

As the cost of power generation continues to rise, the pressure on enterprise development and operation continues to increase. Some enterprises’ equipment overhaul, There are insufficient sources of funds for technological transformation, there are many debts for equipment investment, and the health level of the equipment has declined. Maintenance management still lags far behind the refined requirements, and problems of extensive management still exist to varying degrees, mainly manifested in: poor planning of unit maintenance, insufficient pre-repair preparations, no serious pre-repair equipment status analysis, poor timeliness of maintenance summaries, and poor repair timeliness. The post-thermal test was not completed in time. The civilized construction at the maintenance site needs to be further improved. The implementation of the three-level acceptance system is not strict and there is a phenomenon of being caught up in the situation. Some managers have not really sunk in and are unable to grasp the on-site situation in a timely manner. The implementation of the work needs to be improved urgently. Judging from the equipment defects that occurred this year and were discovered after the unit was dismantled, some units lacked the ability to predict equipment problems, lacked comprehensive analysis links, had poor ability to analyze and judge equipment defects, and failed to achieve advance control. Equipment defects in individual units were not dealt with in a timely manner. Professional management personnel did not go deep enough into the site, and their subjective awareness of discovering and solving problems was not strong. There were common phenomena in technical management such as trying to save trouble, being afraid of trouble, and not following the rules. Equipment defect reduction activities were carried out. Still needs to be further deepened.

6. The level of civilized production management needs to be further strengthened

First, the standards and systems related to civilized production are not perfect, the division of labor is unclear, and responsibilities are unclear; second, due to unstable coal sources, coal The quality of the equipment has declined, resulting in serious equipment wear and tear, making equipment management and civilized production more difficult; third, the idea of ??focusing on power generation and economic indicators over civilized production still exists in some units, and traces of infrastructure have not been eliminated; fourth, on-site runs, risks, Drips and leaks have not been effectively controlled, the difficulty of equipment leakage has not been completely eradicated, and repeated leaks are serious; fifth, the maintenance and repair work has not been completed, the materials are clean, the site is clean, and on-site signs and identification are missing.

7. The team of cadres and workers does not meet the requirements of development, and safety quality needs to be improved urgently.

The improvement of enterprise safety production levels ultimately depends on the improvement of personnel quality. In particular, some simple, routine, and low-level personnel liability incidents have exposed the problem of low safety quality of some personnel from different aspects, reflecting that we still have deficiencies in the training of employees' safety production skills and safety awareness education. Production supervision and management have been weakened.

4. Ideas for production safety in 20xx

1. Implement responsibilities, implement them in place, and further improve production safety management and control capabilities

To improve the system and strengthen responsibilities As the core, we will effectively strengthen the construction of the safety production system, strive to promote the implementation of safety responsibilities, and sign the "Safety Production Responsibility Letter" step by step to ensure that safety target responsibilities are implemented. Strengthen the assessment of the production safety responsibility system, effectively decompose and implement safety responsibilities and pressures, implement the four aspects of responsibility, system, assessment and supervision, and highlight the safety awareness of "safety first". With the core of strengthening emergency management and improving emergency response capacity building, we will effectively strengthen the construction of safety assurance capabilities, strive to improve the level of safety production control, and effectively improve the safety awareness and safety emergency response capabilities of all employees. Standardize emergency procedures, enrich emergency agencies and emergency response teams, and strengthen the management and control of major hazard sources. With improving quality and strengthening training as the carrier, we will effectively strengthen the construction of the safety supervision team and strive to improve the ability of safety supervision personnel to perform their duties.

2. Lower the focus, consolidate the three foundations, and deepen the four inspections and one correction activities

Focus on four inspections and one correction, and crack down on three violations, and strictly implement the No. 1 order of the general manager of the provincial company In order to deepen the safety production inspection activities, cadres at all levels must go to the grassroots level to strengthen safety supervision, conscientiously carry out on-site safety inspection activities, and maintain a high-pressure posture to crack down on the three violations. Focus on special inspection activities, deepen safety production management actions, and strive to implement the guiding ideology of safety first and prevention first. We will solidly carry out the investigation and management of hidden dangers, draw inferences from one example, deepen the work of reducing non-stop hazards, and improve the intrinsic safety level.

3. Tapping potential through benchmarking, comprehensive management, and benchmarking against first-class standards

In accordance with the principles of goal-oriented, problem-oriented, and project-oriented, we will carefully formulate a five-confirmation-one-implementation action plan and continue to increase Energy-saving renovation efforts. Give full play to the role of thermal testing, regularly carry out unit optimization operation adjustment tests, and strive to ensure that the unit runs under the red line and in a straight line; focus on regular testing work such as steam and water balance, pulverizing system, and oxygen optimization, and focus on boiler air leakage and smoke exhaust Special treatment will be carried out to solve problems such as high temperature and low turbine vacuum. Relying on the energy efficiency benchmarking management platform, the four consumption and small indicators are compared with the design values ??and advanced values, and existing problems are analyzed and found. The high power consumption rate of the thermal power plants and the group company's 33 key energy-saving measures are analyzed. It is necessary to make full use of the contract energy management policy to grasp the governance and implementation, strive to reach the average level of the group company by the end of 20xx, and strive to catch up with the first-class level.

4. Plan ahead and actively carry out the construction of environmentally friendly enterprises

20xx is the second year of the 12th Five-Year Plan. The country’s current environmental protection regulations and standards have been promulgated, and standard management has The work tasks are very arduous, and the environmental protection transformation work faces huge difficulties. First, with the expansion of coal prices, thermal power companies are under increasing operating pressure; second, the sewage payment system is becoming more and more strict. It is expected that Jilin Company’s environmental sewage charges will reach 40 million yuan next year; third, according to the 12th Five-Year Plan for Environmental Protection According to the requirements, starting from 20xx, preliminary preparations for denitrification transformation will be done. According to the requirements of the group company, low-nitrogen combustion technology will be given priority and pilot work on low-nitrogen burner transformation will be carried out. Some enterprises will enter the implementation stage of denitrification transformation. By October By the end of the Second Five-Year Plan, we will ensure that the comprehensive desulfurization efficiency of all thermal power and coal-fired units is >90%, and the comprehensive denitrification efficiency is >50%, and the discharge of sulfur dioxide, soot, nitrogen oxides and wastewater will meet the standards. Completed the desulfurization transformation and supporting projects of Changchun Second Heat Units 3 and 4, and the transformation and acceptance of the Changchun Third Heat Desulfurization Wastewater Treatment Project, and reasonably arranged the construction cycle of the Changshan Plant denitrification technical transformation project; Changchun Third Heat and Liaoyuan Plant new and expansion projects Successfully passed the national environmental protection completion acceptance.

5. Continue to deepen job technical training

Strengthen grassroots management, improve basic work, increase the breadth of job technical training activities, consolidate and improve the results achieved, and make job technical Military training activities were normalized. Strengthen the self-learning, self-improvement and self-development abilities of cadres and employees, and solidly carry out job technical training with the main content of three familiarity, three abilities, four understanding and three skills. In view of the rapid turnover of production management personnel and the shortcomings of technical talents, in-depth job qualification training for professional and technical personnel has been carried out to enhance the business capabilities of professional and technical personnel. Organize and carry out various skills competitions and professional knowledge competitions and other activities to deepen on-the-job training activities.

Cooperate with the Human Resources Department to compile the provincial company's chief engineer management measures, establish necessary management and evaluation systems, establish incentive mechanisms, establish and gradually improve the "employee performance evaluation" mechanism, and continuously improve the dynamic management system for talent training, assessment, and selection. Establish a team of professional technical experts and a team of production skilled personnel. Improve the incentive mechanism and talent competition mechanism that integrates "learning, assessment, use, and treatment" to create a good atmosphere of advocating learning, advocating innovation, respecting knowledge, and respecting talents, and fully mobilize the enthusiasm of employees from passive learning to active self-learning.

This concludes my speech. If there is anything inappropriate, I would like to ask all leaders to criticize and correct it. Thank you all! Retreat Speech 2

Comrades:

After a whole day of discussion, we made a comprehensive and detailed summary of the work in the first half of this year and carefully analyzed the current challenges we are facing. situation and tasks, and identified the existing problems and gaps in the work, which laid a good foundation for us to determine the overall work goals and development ideas for the second half of the year and even for a longer period of time in the future. At the same time, it also laid a good foundation for the convening of the work meeting in the second half of the year. Be well prepared. This morning and afternoon, the participants all made speeches based on their actual work. Next, I would like to share some thoughts on my feelings about this retreat and future work ideas.

1. My feelings about this retreat

Briefly

2. The current situation we are facing

At present, the steel market situation Further deterioration, steel prices have fallen sharply, and raw and fuel materials are still on an upward trend. If production is organized based on recent ore purchase prices, the entire steel industry will once again face losses. At the company level, there were continuous losses from January to May, and production and equipment accidents continued. In response to the current market situation, the company has analyzed and researched and introduced corresponding countermeasures. The key is to see how we implement them. The company is currently in an extraordinary period. Managers at all levels must have a sense of urgency and crisis. For work that is not completed within the specified time in the future, the company will uniformly conduct assessments based on the assessment ceiling. We must be fully mentally prepared for this. Although the current situation is not optimistic, we must still strengthen our confidence. With the smooth commissioning of the 210 Converter Plant 2 continuous casting machine and the 2250 Hot Rolling Plate Plant 2 heating furnace, the company's internal process conditions will be greatly improved; the inventory of raw and fuel materials is also relatively sufficient, providing good conditions for the production organization; Compared with the same period last year, our production and operation results have made great progress, which is where our confidence lies.

As far as the coking plant is concerned, in the first half of the year, we overcame the dual pressures brought by production and operation and technological transformation and construction, conscientiously implemented benchmarking to tap potential, solidly promoted standardized operations, and strictly implemented the responsibility system assessment. Basically, the balance and stability of production are maintained. From January to May, except for the tar and dry quenched coke power generation indicators that were affected by objective factors and failed to meet the target, the output indicators of other products were on par with the company's target or exceeded it, and a cumulative cost reduction of 1.16 million yuan was achieved. While seeing these achievements, we must also clearly see some of the problems and deficiencies we are currently facing:

First, how to ensure the stability of coke quality. Due to the shortage of coal resources, the company has difficulties in procurement and transportation. Coal types are incomplete and out-of-stock phenomena occur from time to time. It is difficult to implement the coal blending plan formulated at the beginning of the year. It is difficult to guarantee the grade and quality of coal, and it is difficult to completely prevent low-quality coal from entering the factory. ; The sense of responsibility and operational quality of employees need to be further improved. Several mismatched coal incidents occurred in the first half of the year, which had a great impact on the stability of coke quality.

The second is how to strengthen standardized operations. In the first half of the year, there were many minor operating accidents and equipment accidents in our factory. Smoke and fire from coke ovens also occurred from time to time. Most of them were caused by employees not following standardized operations, which had a negative impact on the product quality and stable production of our factory. How to further strengthen employees' awareness of standardized operations and improve the level of standardized operations is a question we must seriously consider.

The third is how to improve the main economic and technical indicators to ensure the completion of the annual cost reduction target. In the second half of the year, the company plans to give us additional cost reduction targets of 7 million yuan for the first level and 10 million yuan for the second level. We should be able to feel the extremely arduous nature of this task. In the first half of the year, we fully mobilized various favorable factors. Through the efforts of all parties, with many major economic and technical indicators having significantly improved, from January to May We have only completed cost reduction of 1.16 million yuan.

In the second half of the year, we will go all out to solve several problems in terms of cost reduction. First of all, regarding the consumption of washed coal, it is necessary to strengthen the quality monitoring of incoming coal and the control of the production process to ensure that the consumption of washed coal is stabilized within 1380kg/t in the second half of the year. Secondly, there is the issue of coke oven gas output. External coordination and internal balance must be further strengthened to reduce the number of gas emissions and reduce losses. In addition, efforts must be made to increase the metallurgical coke rate, increase dry quenching coke power generation, increase coke by-product output, reduce production consumption, and strengthen controllable cost management to ensure that the cost reduction in the second half of the year can be successfully completed.

The fourth is how to achieve the annual environmental protection work goals under the increasingly severe situation of energy conservation and emission reduction. At present, we are under great pressure in terms of wastewater treatment, coke oven smoke and fire control, and effective operation of dust removal facilities. Although we did a lot of work in the first half of the year and achieved certain results, we are still assessed by the company every month. This includes the unreasonable setting of assessment indicators, as well as some problems in our own internal operations and management. Therefore, we need to further strengthen management and straighten out these tasks as soon as possible to effectively improve the environmental quality of the factory and surrounding areas and enhance The external image of our factory.

The fifth is how to ensure that the technical transformation construction reaches production and results on schedule. Due to factors such as design progress and weather, the construction period of the coke oven 3 overhaul and chemical production system transformation project has been delayed by more than a month. The company requires that the desulfurization and phosphoric acid washing ammonia systems be put into operation by the end of August, and the coke oven will be put into operation on October 31. Loading coal and putting it into production puts great pressure on the construction period and makes the work tasks at each node even more arduous. At the same time, the company has not yet deployed the large number of personnel needed to put the new system into production, but personnel training has already begun. How to coordinate and solve these problems is directly related to whether the project can be started smoothly when it is put into production and whether it can achieve rapid production and efficiency. Therefore, we need to pay high attention to it.

3. Basic ideas for the next step of work

In the second half of the year, the main tasks and work goals of our factory are: improving and optimizing production organization and management, ensuring the stability of product quality and production Balanced and stable, provide high-quality services for the next process; vigorously implement benchmarking and operating cost management, continuously improve major economic and technical indicators, and achieve all-round cost reduction and efficiency; improve environmental awareness of all employees and pay close attention to comprehensive environmental management , improve and enhance the environmental quality of the factory area and surrounding areas; accelerate the progress of technical transformation and construction, strive to ensure the quality of the project, and strive to achieve the project's production and effectiveness on schedule.

Business goal: achieve cost reduction of RMB 10,000 (tentative).

In the second half of the year, we must focus on the following aspects:

(1) Stabilize and improve product quality and create good conditions for the next production process

In the second half of the year, we must continue to adhere to the work policy of giving priority to quality and focus production management on quality management, especially focusing on the stability of coke quality and the improvement of gas quality. It is necessary to strengthen the quality management of washed coal entering the factory, coordinate and communicate with the production quality management center and the purchasing department in a timely manner, improve the structure of incoming coal, ensure balanced coal quality, continuously optimize the coal blending structure based on inventory and incoming coal conditions, and strive to achieve the same goal as the annual allocation. Coal scheme is consistent. Strengthen the operation and management of the coal yard, ensure reasonable stacking, no mixing of coal, and good stacking, strictly implement the "flat laying and direct extraction" operating system, and strive to improve the accuracy of coal blending. Pay close attention to coke oven operation and temperature management, and rationally adjust the heating system according to oven temperature conditions and changes in production plans to ensure uniform maturation of coke. We must ensure the production process control and coordination between the coke oven and the dry quenching system to ensure that the dry quenching rate is always stable above 93%, maintain the stability of coke quality, and create good conditions for ironmaking production. At the same time, we should pay close attention to the training of desulfurization operators and continuously standardize operations. We strive to start the desulfurization system smoothly after the recovery system transformation is completed, achieve production and efficiency as soon as possible, and improve the quality of coke oven gas.

(2) Solidly promote standardized operations and planned value management, and further streamline and optimize production organization

It is necessary to solidly promote standardized operations, further carry out three-level self-examination and self-correction, and comprehensively Implement various on-site standardized operations and actively explore the best model for implementing change point management. It is necessary to strengthen the inspection and assessment of processes, strengthen the inspection and assessment of the direct extraction operation of the coal yard, the smoke and fire of the coke oven, the amount of coal loaded in a single furnace, and the pressure adjustment of the gas collecting pipe, and implement the inspection and assessment into practice, and further standardize the employees' performance. operating behavior and reduce operating accidents.

Strict production plan value management and assessment, emphasizing process obedience, increasing daily dispatch management and assessment, and strictly assessing behavior that does not obey dispatch management. Careful attention should be paid to the coordination between technical reform and production. The production system should timely adjust production and maintenance plans according to the progress of technical reform and construction, creating favorable conditions for the rapid advancement of technical reform and construction, and at the same time minimizing the impact of technical reform construction on production. coming influence.

(3) Carry out in-depth benchmarking and operating cost management to ensure continuous improvement of various indicators

Carry out benchmarking potential and operating cost management scientifically and systematically, and through comparison of indicators, Analyze the gaps, find out the reasons, formulate practical and effective improvement measures, promote the continuous improvement of the main production and operation indicators of our factory, and strive to approach or reach the advanced level of the same industry, especially indicators such as ton of coking coal consumption and process energy consumption. According to the benchmarking work plan formulated at the beginning of the year and combined with the actual work of our factory in the first half of the year, we carried out in-depth benchmarking and potential tapping work for the main indicators that have a greater impact on costs. It is necessary to strengthen communication and coordination with the production quality management center, and on the premise of ensuring the quality of coke, reduce the volatile content of the blended coal as much as possible and steadily reduce the coal consumption target per ton of coking coal. It is necessary to conscientiously organize and carry out energy conservation and consumption reduction research, strengthen operation management and process control, and reduce the consumption of high and coke oven gas, electricity, steam, water and compressed air. It is necessary to strengthen the management of controllable expenses, strictly implement the material requisition review system, and further reduce the four expenses. Quantitative analysis of various indicators, further formulating and improving indicators improvement measures, and ensuring in-depth and continuous improvement of various indicators through independent management, operation cost accounting and other means.

(4) Increase the comprehensive improvement of safety and environmental protection, and continuously improve the production and operating environment

In the second half of the year, we will continue to strengthen the safety responsibility awareness education of employees and increase on-site safety production Strengthen the inspection and supervision of management, conduct in-depth investigation and rectification of various safety hazards, strengthen safety management of maintenance units, construction units, and outsourced labor, carry out various accident emergency plan drills in a timely manner, and create good safety production in the entire factory work environment. In terms of environmental protection, the first is to increase the operation and maintenance of environmental protection facilities to ensure that the operation rate of environmental protection facilities reaches 100%; the second is to continue to increase the efforts to rectify smoke and fire in coke ovens, standardize the coal loading and unloading operations of coke ovens, and improve and Optimize the coke oven gas collecting pipe pressure self-adjusting system; third, increase the management of external wastewater, use the external wastewater quality online monitoring system to strengthen supervision of the treatment effect of raw and dewatered wastewater, standardize the operation of relevant processes, and ensure the qualified rate of external wastewater Reach 100%; fourth, strengthen the management of hazardous waste and recyclable waste to prevent major pollution accidents.

(5) Pay close attention to the progress and quality of technical transformation construction to ensure that the project reaches production and results on schedule

Due to the impact of design progress and weather and other reasons, currently 3 coke oven overhauls and chemical The construction period of the production system transformation project has been delayed by more than a month, which has increased the pressure on the construction period and made the work tasks of each node more arduous. In the next step, we must conscientiously do the following work: First, strengthen coordination with the design unit, continue to dispatch Special personnel will go to the design unit to conduct design liaison to ensure that the design drawings arrive as soon as possible; second, we will do a good job in civil construction in each area, and speed up the construction progress as much as possible while ensuring the construction quality; third, we will do a good job in supervising the key equipment, and send dedicated personnel While going to the equipment manufacturers for on-site supervision, send people to inspect and supervise each equipment manufacturer from time to time to ensure the manufacturing quality and progress of the equipment; fourth, ensure the quality of the masonry of the coke oven body and organize capable forces Cooperate with the supervision department and urge the construction unit to strictly follow the coke oven masonry specifications; fifth, do a good job in personnel training, and arrange relevant operators in a planned and step-by-step manner for self-training and external training according to the project construction progress to ensure operation The quality of personnel can meet the needs of the system when it is started. Through the above measures, we ensure that the ultimate goal of achieving project production and results on schedule is achieved.