论文部分内容阅读
武汉重工铸锻有限责任公司热能厂是为公司铸锻件生产煤气、蒸汽热能的重要辅助生产厂,现有工业煤气发生炉8台,20吨燃煤锅炉2台,年产煤气2.8亿立方米、蒸汽3.6万吨,年耗燃煤近10万吨。近两年来,热能厂面对公司不断发展的生产需要,认真贯彻公司“学习海尔经验、推进管理创新、实施精细化管理”的思路,努力把管理模式由粗放型向精细型转变、组织机构由职能型向流程型转变,在挖潜降本、提质上量上动脑筋、下功夫、求实效,为全公司实现总量从2亿到4亿,效益从亏损到盈利的跨越式发展作出了突出贡献。
Wuhan Heavy Industry Casting and Forging Co., Ltd., a heat energy plant, is an important auxiliary plant for the production of castings and forgings for the production of gas and steam heat energy. The existing industrial gas furnaces include 8 sets and 20 tons of coal-fired boilers, with an annual output of 280 million cubic meters of gas, Steam 36,000 tons, burning nearly 100000 tons of coal. In the past two years, in response to the continuous development of the Company’s production needs, the thermal power plant conscientiously implemented the Company’s thinking of “learning from Haier’s experience, promoting management innovation and implementing refined management”, and tried its best to change the management mode from extensive mode to fine mode. Functional type to process-oriented, tapping potential, quality improvement on the brains, work hard and seek actual results for the entire company to achieve the total amount of 200 million to 400 million from the loss to profit by leaps and bounds made Outstanding Contribution.