How to solve the problem of production capacity?

Innovate team management work and improve team production efficiency. "A thousand lines above, a needle below." As a team leader, I am a part of this locomotive, and I share the same feelings with all team leaders and team members. The feeling is the same. In addition to honor and happiness, we feel more responsibility. A team can range from dozens to a few people, and they all jointly shoulder the important task of enterprise construction and development. How to cultivate the professionalism of team members, stimulate their enthusiasm for work, and ensure that everyone in the team comes and leaves safely are the questions I think about the most. My understanding is as follows: 1. Establish and improve the safe production and operation guarantee system of the team and realize the safe production of the team 1. A perfect team management system is the prerequisite for ensuring the safe production of the team. If there is no set of strict and scientific management system, it will be impossible. Unable to achieve safe production. In the past few years as a squad leader, I have been committed to increasing the intensity of team assessment and refining the system. After the system operation of the equipment was implemented, the positions and personnel were relatively concentrated, and the division of job responsibilities was relatively vague. Based on the work standards of the workshop and the actual situation of the team's own work, we formulated the "Work Assessment Rules for the Fifth Process Class" and the "Safety Production Management Regulations for the Fifth Process Class" " and "Winter Production Management Regulations for the Fifth Craft Class" and other team systems extend the management of the workshop to the team, and refine the various assessments of the workshop into the production activities of each production position, each person, and each class. The team implements floating and quantitative management of bonus income, and refines the assessment contents such as production indicators, production safety, and labor discipline to the production activities of each production position, each person, and each class, so as to achieve more rewards for more work. Widening the income gap between the backbone of the team and those in general positions, it can reach a maximum of 70%. Introducing a dynamic internal competition for employment mechanism, combined with workshop system operation training and monthly examinations; positions are determined and changed every quarter based on system operation theory and actual assessment results. Regardless of seniority and gender, only comprehensive technical quality is used as the criterion for competitive employment. , the bonus coefficient is determined based on the position, and bonuses are obtained based on skills. For example, in 2001, a company-level female technical star in my team received the highest bonus in the class. My team has implemented the workshop's assessment of 12 major indicators such as products, output, quality, energy consumption, labor discipline, and safety of the team to the positions and people, established internal files of the team, and documented each person's work performance in detail. Establish a team honor roll, select the monthly production experts, technical leaders, and energy-saving pacesetters of the team, and provide material rewards. It is this kind of scientific and systematic internal management with the word "strict" at the forefront that makes all team members regard the honor of the team as their own honor and develop the habit of strictly abiding by the rules and regulations of the workshop and team. 2. Establish the core of team safety management and lead the team to achieve safe production. Relying on the workshop safety system, I have established the team leader, deputy team leader, and safety officer as the core of safety management. They are responsible for the normal operation of the team system, train everyone to establish safety production responsibilities, and eliminate human errors. , enhance and cultivate everyone's sense of honor for work safety collectivism, give full play to employees' competitive psychology, and encourage and reward employees' safety behaviors. The team also carries out characteristic education on safety production for job operations, so that employees can understand the relativity, complexity and long-term nature of safety production, take the initiative in safety production, and eliminate unsafe behaviors from people's consciousness. The self-inspection of the team relies on the strength of all team members to proactively inspect the unstable and unsafe environmental factors that exist in the team's production, promptly discover and identify various hidden dangers and accident hazards, and form a kind of awareness in the team. "I want to be safe" work culture. And promptly deal with and rectify the situation, and supervise the implementation of various safety production rules and regulations, job responsibility systems, and operating procedures. Through continuous learning and improvement, we will eliminate habitual violations and stop various violations, creating a safe and stable environment for the team's safe production and ensuring the smooth progress of the safe production of the device. For example, during the minor maintenance of the equipment in 2003, the factory required 12 days of continuous shutdown and operation to complete the work. The time was tight and the task was heavy. At this time, I am afraid of being anxious and rough, causing violations. In order to ensure safety during shutdown and construction during the maintenance period, I held a safety mobilization meeting for the team before the shutdown for maintenance. The team safety officers, deputy squad leaders and other backbones of the team should assume safety responsibilities. When leading the team members to operate the construction, safety matters that should be explained should be explained clearly, and what should be noted should be noted. The backbones of the team must play the role of the core of safety management. .

During the maintenance, the workshop assigned various self-repair projects to our team, ranging from entering the tower for inspection to installing screws and gaskets. In order to complete the task more safely and with quality and quantity, each team leader is required to be careful when arranging work tasks. The person in charge of safety, predicts the hidden dangers and unsafe factors of each work; explains the preventive measures on how to overcome and eliminate various safety hazards, etc. After completing the work, he is required to summarize and evaluate the safety execution and quality of the work, and evaluate the safety performance and quality of the work. The following work arrangement laid a good foundation. At the same time, it also found an effective working method for teams and individuals to find and eliminate hidden dangers in daily production work. Through the implementation of these activities, our class has achieved safety and no violations during start-up, shutdown and maintenance, which has created favorable conditions for the workshop to complete the maintenance tasks efficiently and with high quality as scheduled. 3. Carry out detailed economic accounting of the team to ensure efficient production. The main purpose of pursuing safe production is to ensure production efficiency. Our department will conduct a simple economic activity analysis after each shift to find out the problems and gaps on the shift and make it clear. Go to work in vain, come off work in vain. To achieve this, we must first decompose indicators such as output, energy consumption, material consumption, unit processing fee, and controllable costs into positions and individuals based on the different operational priorities of the positions. The oxidation position is responsible for material consumption, and the refining position is responsible for output. This allows each position to perform its duties. The squad leader, on the premise of safe production, pays close attention to the optimized production of each position, and adjusts the economic indicators such as energy and material consumption, output, product quality of each shift in a timely manner if there are any problems, to ensure that the team completes various economic indicators of the workshop . Through these detailed management systems, each position can perform its duties, making the internal management of the team more scientific and standardized. Based on the differences in the technical qualities of the personnel in each position, the team requires that whether it is a shift handover or a normal inspection, a comprehensive inspection of the operating status of each piece of equipment and the control of temperature and pressure leakage is required, and the position chief operator is required to conduct basic operations of the position. The status is clear and distinct. The implementation of the above measures has greatly promoted the work of the team and ensured the safe production of the team. The annual work indicators issued by the workshop will be exceeded with high quality.