Requesting an "Experience Paper on Locomotive Maintenance Team Management in Railway Locomotive System" of about 1,000 words. . .

Railway transportation is an extremely important "main artery" for our company's production and operation. The total amount of railway transportation every year accounts for more than 85% of the company's total materials in and out of the factory. Especially in recent years, the company has increased its technology Structural adjustment, accelerated development, and accelerated progress towards the two goals of "National Extra Large Enterprise" and "Southern China's Premium Building Materials Base". With the completion and commissioning of the first and second rounds of technical transformation projects, the company's production capacity has increased significantly, and the total amount of materials entering and leaving the factory, especially the railway transportation volume, has also increased sharply. Against this background, the Ministry of Transport, as the organizer of railway transportation, is ready to focus on the overall situation, innovate management, overcome difficulties such as insufficient transportation capacity, aging equipment, and streamlined personnel, and carry out practical results in improving efficient transportation management and ensuring the smooth flow of railway arteries. work. The implementation of high-efficiency management of railway transportation with the purpose of promoting semi-militarization to improve the overall efficiency of transportation is to reduce transportation costs, improve transportation capacity and economic benefits, and realize the strategic transformation of railway transportation from extensive management to standardized and efficient management. A useful way to meet the company's production expansion. According to statistics, the total railway transportation volume increased from 11.84 million tons in 1997 to 22.27 million tons in 2004, and the iron water transportation volume increased from 870,000 tons in 1997 to 3.6 million tons in 2004, with increases of % and % respectively. At the same time, the number of personnel in production positions decreased by more than 400 people. 1. Innovate management ideas to achieve leapfrog development of transportation and adhere to the basics. Let’s first focus on a set of data: the total railway transportation volume was 11.8 million tons in 1997 - 22.27 million tons in 2004; the amount of iron water flowing uphill was 870,000 tons in 1997 - 3.6 million tons in 2004. ; Bureau vehicles were parked for 24 hours in 1997 - 14 hours in 2004; inter-regional transportation: 1.97 million tons in 1997 - 3.16 million tons in 2004; 183 vehicles entering and leaving the factory in 1997 - 393 vehicles in 2004; on-duty personnel: 2240 in 1997 - 1,650 people in 2004; 8 departments in 2004 - 4 departments in 2004; 114 management staff in 1998 - 86 in 2004; Locomotive status: 12 steam locomotives, 15 diesel locomotives, of which all steam locomotives are included Elimination, overage period. The total transportation volume is gradually increasing, the number of positions is decreasing year by year, and the power of locomotives is seriously insufficient. How did the Ministry of Transport achieve such impressive results in just a few years? There is only one answer: innovate management mechanisms and seek transportation breakthroughs in innovation. 1. Innovate transportation models and maximize the potential of transportation to meet the company's production needs. In recent years, the company's production scale has continued to expand, and the contradiction between production capacity and transportation capacity has further worsened. The Ministry of Transport has clearly stipulated the responsibilities and powers of relevant departments in the management mechanism, strengthened the transportation production management system and supervision system, and established a transportation long-term management system suitable for the company's development. An effective mechanism is implemented to dynamically manage all existing transportation organizations and monitor the entire process. At the same time, we break the traditional transportation organization model, adopt a transportation organization model that responds to changes, and implements the principle of "loading to promote unloading, and unloading to determine loading" to accelerate vehicle turnover and improve transportation efficiency. Among them, the plan to ensure the supply of hot water uphill, the technical transformation and transportation plan for blast furnaces No. 8 and 7, the compressed station parking time, and the punctual general cargo transportation plan in the interval, etc., all have made innovative breakthroughs in the original systems, measures, management, and assessments. As far as Tieshui Mountain is concerned, the total length of the railway line is 24 kilometers, with 4 villages in the section, many curves and crossings. It is unimaginable to ensure transportation safety, but the transporters did it. From formulating the first set of iron and water mountain transportation plan to meeting the company's iron and water mountain transportation needs at any time. The Ministry of Transportation has adopted efficient management measures for the company's iron water mountaineering, including setting up personnel according to positions, segmenting management, and gradually improving the management of the iron water mountain. Scientific decision-making and rigorous management have ensured the rapid transformation of the company's iron water mountain from "quantity" to "quality" and created a good foundation for the company. Accelerate development and provide solid transportation backing. The second is to optimize the reform of the personnel system and achieve quasi-military management. The organic combination of human resources and transportation management has laid a solid foundation for the development of the Ministry of Transportation in recent years. In 1997, there were 2,240 on-the-job personnel in the Ministry of Transport, and in 2004, there were 1,650 on-the-job personnel. The optimization and reduction of a large number of on-the-job personnel brought unexpected difficulties to transportation management. In order to give full play to the effective use of on-the-job human resources, in July 2002 In September, the Ministry of Transport took the lead in implementing the post-salary wage system for all on-the-job personnel. From the original job salary to the post salary system, the labor and personnel allocation resource reform will be carried out based on the four major principles of "the principle of linking work performance", "the principle of determining salary based on position", "the principle of fairness" and the "principle of contribution".

The implementation of the post-salary system has widened the income distribution gap, accelerated the market-oriented operation of positions, increased the proportion of living wage distribution, promoted employee job competition, and mobilized employees' work enthusiasm and initiative. At the same time, in the process of promoting the post-salary system, the Ministry of Transport focuses on key positions such as managers, engineering professional and technical personnel, hard, dirty, tired, dangerous, and team leaders. At the same time, quasi-military management is carried out for on-the-job personnel, one person has multiple posts on site, and diversified management of fixed personnel and posts is implemented to promote the transformation of transportation to efficient development. The third is to increase railway technical reform, tap transportation potential, and realize the automation of the company's railway transportation. Since 2000, the Ministry of Transport has adopted the railway technical transformation general contracting method and has invested 27 million in railway technology issuance and completed more than 20 large and small technical transformation areas, including the transformation of station layout, the use of railway computer interlocking, railway infrastructure Project transformation and the promotion of wireless shunting systems provide transportation support for the company's development. At the same time, advanced technology and advanced equipment create conditions for the later development of transportation. 2. Chain transportation measures to provide an execution platform to ensure the sustainable development of transportation. Production has doubled and the pace has accelerated. As the main artery of the company's production, railway transportation has a series of processes from the entry of bureau cars into the factory, marshalling, on-line, diversion, emptying, maintenance, etc. Any link among them that is out of control will affect the overall efficiency of the railway operation, which will affect the overall efficiency of the railway operation. The company's efficient production makes an impact. Therefore, in order to achieve high efficiency in transportation, it is necessary to implement node control over the entire transportation process, and penetrate the semi-military management concept into every transportation operation link to ensure that each link is linked and coordinated like a process chain. , the focus is to systematically sort out the difficulties, inertia problems and key factors that restrict transportation efficiency in transportation organization, and use the closed-loop management principle of "arrangement, inspection, implementation, feedback, and assessment" to formulate corresponding transportation control processes and each The assessment standards of each link have been established to form a complete transportation assessment system. By controlling factors related to key points, we ensure that efficient transportation is comprehensively deepened, vehicle turnover is accelerated, stationary train stops are reduced, and railway arteries are ensured to be smooth to meet the needs of the company's efficient production pattern. At the same time, in view of the differences in transportation task goals in different periods, we will continue to optimize transportation organization, improve transportation measures, and focus our efforts internally. The first is to continuously adjust the operation plan for small trains between stations at Yamashita, downplay the inter-station intervals, and strive to run more pairs of trains for small trains between stations on the basis of ensuring a certain number, so as to ensure the rapid on-line operation of vehicles, shorten the dwell time of trains, and reduce the dwell time of trains. Parking time dropped from 20.1 hours in 1997 to 14 hours in 2004. The second is to adjust the operation chart of the new weekly section, strive to tap the passing capacity of the new weekly section, and add hot water trains and small running trains in the section. The number of hot-metal trains has been increased from the original ten pairs per day to thirteen pairs, and the number of small-scale trains has been increased from the original three pairs per day to four pairs. Inter-regional transportation volume increased from 1.974 million tons in 1997 to 3.1 million tons in 2002. The third is to continuously optimize the transportation organization of slag iron tanks and continuously adjust the transportation organization plan of slag iron tanks according to the company's production needs for iron and steelmaking. The transportation volume of hot metal increased from 870,000 tons in 1997 to 3.6 million tons in 2004, and the transportation volume of iron slag also increased from 950,000 tons in 1997 to 1.64 million tons in 2004. The fourth is to keep up with the company's development pace, integrate transportation volume according to transportation capacity, ensure smooth reception and delivery of trains entering and leaving the factory, ensure timely pickup and delivery of operating vehicles, and maximize the potential of existing transportation equipment. The total volume of railway transportation completed increased from 11.84 million tons in 1997 to 22.27 million tons in 2004, and the number of vehicles entering the factory increased from an average of 183 vehicles entering the factory per day in 1997 to an average of 393 vehicles entering the factory per day in 2004. 3. Rebuilding the quality of personnel to provide a talent high ground for creating efficient transportation performance. The adjustment of the production structure and the acceleration of the pace have also put forward higher requirements for the allocation of human resources for transportation in the process of leap-forward development. At the same time, scientific and technological innovation in railway transportation has been comprehensively promoted, making it possible for quality construction to maximize benefits. The widespread application of microcomputer interlocking technology and flat wireless shunting systems has played a huge role in the integration of switchman positions. At the same time, with the realization of information automation, computerization and high efficiency in transportation equipment technology, advanced technical equipment has simplified the tedious procedures of transportation work, but at the same time, it also puts forward higher requirements for the sustainable operation of equipment. If the equipment maintenance level, equipment condition analysis, judgment ability and equipment repair level cannot keep up, it will have a huge impact on transportation and production security.

How to maintain the equipment and ensure its normal operation? Highlight the key points to further improve the level of equipment professional and technical personnel, speed up the training of scientific and technological professional teams, effectively start from strengthening the quality of internal technical teams, adopt effective means, increase the training intensity of equipment professional and technical personnel, and cultivate a team of equipment professionals as soon as possible. A large number of talents who are proficient in high, sophisticated and cutting-edge equipment and technology, especially focusing on important positions such as locomotive power and microcomputer interlocking systems, increase technical training, labor competition and job training to adapt to the automation and continuity of transportation equipment , the requirements for continuous improvement of efficiency, training for all employees, and creating efficient transportation performance with a high-quality team. To this end, on the one hand, we are implementing all-staff training and striving to create transportation gold medal employees. At the same time, we have adopted a policy that favors front-line key positions, basic and dangerous positions, team leaders and comprehensive technical talents, and use policies to encourage employees to stick to their positions. One post creates talents and one post has multiple talents, effectively creating a comprehensive development talent team suitable for the development of the situation, and there is a shortage of front-line shunting positions. On the other hand, for other key positions such as shunters, internal adjustments will be made based on the actual situation of the Ministry of Transport, and through changes in operating methods (from the original "four shifts and two operations" to "three shifts and two operations"), The difficult situation of insufficient personnel and heavy work tasks during the transition period was reversed. In addition, we take the management innovation of "seeking benefits from quality and reducing costs through quality" as the main line. According to the new situation and new requirements faced by transportation, we organize management and scientific and technological personnel to open a transportation innovation management forum to continuously inject into our transportation management work. The new ideological connotation enables the quality of the employee team to achieve greater changes and leaps, while stirring up thoughts and caring about the hot issues of employees. Regarding the issue of stopping and starting a steel plant, we have done a solid job in ideological education and widely publicized the concept of "as long as you work hard, there will be a job", and we have used various channels of education and guidance to eliminate the concerns of employees. , devote yourself to daily work with a stable attitude. At the same time, we will implement the practice of making factory affairs public and publicizing job changes, and follow the principles of "openness, fairness, and impartiality" to achieve job competition, so that every employee can fully understand the job adjustment measures during the transition period, thereby stabilizing the workforce. , ensuring a good situation of enterprise stability and unity. In terms of ensuring normal production, based on the actual situation of the post, the Ministry of Transport's mountaineering personnel will continue to work at their original posts, and no adjustments will be made for the time being. The new work of transporting molten iron to the #8 blast furnace and steelmaking plant will be undertaken by Yamashita personnel. In order to ensure the smooth progress of the work, on the one hand, the nature of labor is appropriately used in custodial positions such as crossing guards and switchmen (by rehiring retired and retired personnel with strong sense of responsibility from the former Ministry of Transport) to fill the corresponding personnel vacancies and exceed the Conventional methods and high-yield organizational methods better met the needs of transportation and production guarantee at that time. 4. Innovate the unique culture of transportation, which provides the glue for the safe and efficient operation of transportation. In the Ministry of Transport, striving to be a transporter, striving to be a model party member, creating a red flag branch, and forming an iron army is a highlight of the Ministry of Transport's corporate culture creation in recent years. In order to build a high-level and high-quality transportation team. Focusing on the transportation center and the actual safety production, the Ministry of Transport carried out in-depth discussions on "What can I do to be a transporter?", "What can I do to win over the company's trucks and reduce costs", and "Family-Enterprise Safety Joint Protection Activities". And through speeches, exchanges, and forums, employees can consciously participate to achieve the goals of common concern, joint efforts, and full collaboration, thereby creating a good transportation atmosphere. 1. Create a learning team and build it into a red flag branch. Adhere to the principle of simultaneous improvement of ideological and political work and transportation production, and focus on the quality education of party members, professional education of party members, and the combat effectiveness of the party organization. With the goal of innovative and characteristic branch work, we insist on monthly party branch meetings, quarterly red flag party branch evaluations, and annual thinking and research work experience exchange meetings, which enhance the role of the branch as a battle fortress. At the same time, we carried out in-depth activities with the theme of "Party members setting up posts, assigning responsibilities, and innovating". Through the establishment of posts in the branch, selection of party members, appointment of party members and responsibilities, and exemplary leadership, a stage is built for the majority of party members to show off and become a flag on the transportation line. 2. Party members have become a new barrier to transportation safety. In recent years, the rapid development of the company's production has placed higher and higher requirements on transportation and production security. To this end, the Ministry of Transport, while strengthening the situational education of party members, informs the majority of party members about the pressures and difficulties faced by transportation safety work, response measures, work requirements and existing risks, so that party members can take the initiative to take risks, shoulder heavy responsibilities bravely, and effectively Give full play to the vanguard and exemplary role of party members.

Today, party members are everywhere on the 140-kilometer railway line. "I am a party member, I am a transporter" has become a conscious action of 190 party members of the Ministry of Transport. 3. Establish a people-oriented approach and build a safe transportation barrier. Establish employee files, home mailing addresses, care about employees' lives, and help front-line employees solve practical problems. The Ministry of Transport insists on putting people first and strives to create a harmonious atmosphere between people and safety. In recent years, the party and government leaders of the Ministry of Transport have insisted on visiting the employees who have been stationed on the front line along the regional railways during holidays and festivals, so that employees can always feel the concern of the organization and devote themselves wholeheartedly to their work. In order to build a safe transportation barrier, the Ministry of Transportation carried out the "Family Interactive Safety Activities" across the board in 2004, including a letter to all employees' families, safety speeches, safety tours, family safety cartoons, safety letter competitions, and safety management. forum. Through the activities, we further innovated the form of safety education activities and mobilized the enthusiasm and initiative of employees.

Exchange of experience in enterprise railway transportation innovation management