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Gather Strength, Changing and developing The company held a summary of the three major tasks of winning and commencing of reforming and mobilization meeting

TIME:2020-06-27 16:41AUTHOR:Wuhu Shipyard VIEWS:0

On the morning of June 20th, the company held a summary commendation and mobilization meeting for the reform and development of WS. More than 100 people including the company's operation and management team, six central module management cadres, business backbones, award-winning teams and individual representatives attended the meeting. At the meeting, Zhang Zhao, General Manager, made the mobilization plan of "Cohesion, Reform and Development", and Chairman Zhou Biren made an important speech.

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In the first half of 2020, the epidemic situation of New Crown Pneumonia raged all over the world, and the company's production and operation activities were unprecedentedly challenged. Under the leadership of the company's party committee and management, it adheres to the two-handed and hard-handed policy of epidemic prevention and control and resumption of production, and the resumption rate exceeds the industry average by more than 30%. Through the joint efforts of all employees, since the resumption of work, the company has made remarkable achievements in epidemic prevention and control, 64,000-ton ship crossing bridges, and floating tank training. Among them, the company united to fight against the new coronary pneumonia epidemic, and achieved "zero suspicion and zero infection" for all employees; the last ship of 64,000 tons finally passed the Nanjing Yangtze River Bridge on March 16 this year. It took a full year to successfully complete the five ships Bridge crossing task; the newly developed multi-purpose pontoon system successfully passed the actual combat drill task of a pontoon bridge unit from April 1 to 20, and was successfully delivered to the military in May. The completion of these three major tasks fully reflects the company's corporate spirit of "unity and hard work, pragmatic innovation, excellence and efficiency", and it also reflects the work style of our WS employees who are not afraid of hard work, tiredness, and daring to fight day and night.


Recognizing the three major battles

      

In the first half of 2020, the epidemic situation of New Crown Pneumonia raged all over the world, and the company's production and operation activities were unprecedentedly challenged. Under the leadership of the company's party committee and management, it adheres to the two-handed and hard-handed policy of epidemic prevention and control and resumption of production, and the resumption rate exceeds the industry average by more than 30%. Through the joint efforts of all employees, since the resumption of work, the company has made remarkable achievements in epidemic prevention and control, 64,000-ton ship crossing bridges, and floating tank training. Among them, the company united to fight against the new coronary pneumonia epidemic, and achieved "zero suspicion and zero infection" for all employees; the last ship of 64,000 tons finally passed the Nanjing Yangtze River Bridge on March 16 this year. It took a full year to successfully complete the five ships Bridge crossing task; the newly developed multi-purpose pontoon system successfully passed the actual combat drill task of a pontoon bridge unit from April 1 to 20, and was successfully delivered to the military in May. The completion of these three major tasks fully reflects the company's corporate spirit of "unity and hard work, pragmatic innovation, excellence and efficiency", and it also reflects the work style of our WS employees who are not afraid of hard work, tiredness, and daring to fight day and night.

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Commendation by the pneumonia epidemic prevention and control and resumption of production team


Anti-epidemic advanced collective awards: Anhui Yuhe Security Service Co., Ltd., Anhui Ruida Logistics Service Co., Ltd., Wuhu Xinxing Property Management Co., Ltd., and Wuhu Yazhi Landscaping Engineering Co., Ltd.


Anti-epidemic pioneer individual awards: Wu Xiuhua, Cui Linyong, Liu Mingming, Ye Xiaomiao and 42 others.

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Recognition of the multi-purpose pontoon project team


Outstanding Individual Award: Xia Zhen, Shang Zhonglin, Li Huibin, Wang Lei and 29 others

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Commendation by the 64,000-ton bulk carrier bridge team


Advanced collective award: production and operation center (production management room, EHS management, work commissioning group), party and mass comprehensive management center


Outstanding Individual Award: Wang Qiang, Wu Xiuhua, Xie Xinsheng, Cao Kun and 30 others 


Increase production speed and improve management quality


At the meeting, the company's deputy general manager Wang Ruhua and executive personnel director Pan Yuhong proceeded from their respective business management modules, focusing on "production speed improvement" and "management quality improvement", respectively, "production efficiency reform" and "employee performance and labor service reform" Mobilize the speech and systematically elaborate the measures to improve the module business.

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Deputy General Manager Wang Ruhua made a mobilization speech on "Production Efficiency Reform"

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Director Pan Yuhong made a mobilization speech on "Employee Performance and Labor Reform"


Cohesion, change and development

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General Manager Zhang Zhao made the mobilization and deployment of "Cohesion, Reform and Development"


"Through three years of uninterrupted efforts, under the market environment where more than two-thirds of shipyard orders in China do not meet the 12-month production, the berth coverage rate of the company's ship orders has increased from the 10 months before 2017 to the current 30 In January, the transformation from being a domestic trade ship to a foreign trade ship has been realized, and the products have been batched, characterized, and high value-added, and sustained profits have been achieved in the case of more than 90% of shipyards in the domestic shipbuilding industry. The achievements are by no means accidental. They are the result of our vigorous transformation of traditional thinking and persistent adherence to reform and transformation. 2020 is a special year for the company’s 120th anniversary and a year for the development plan of the “Fourteenth Five-Year Plan”. What kind of enterprise does it develop into, and how to become a respected enterprise in the industry? I want to start from the following two aspects. One is: Which direction should the reform and transformation work towards and what preparation work needs to be done to achieve the company? Strategic transformation and reform and development? The second is: how can each of our cadres and all employees keep pace with the company's development rhythm, and how can we turn strategic planning into reality?"


1. Reform and transformation


1. Actively transform to R&D + manufacturing enterprises. In the five-year strategic plan formulated by the company at the beginning of the year, WS will transform from manufacturing to "R&D+manufacturing" and eventually become a diversified enterprise, with revenue doubling and profit doubling by 2025.


2. The goal of completing the annual task is a hard indicator. At present, there are still many bottlenecks in our production. How to ensure the completion of the year's goals, we have systematically arranged from the perspective of production efficiency, process integrity, shortening the production cycle, etc. The key is how to effectively carry out and turn the ideal into reality;


3. More cherish the current development momentum and grab overtaking. We tried our best to grasp the epidemic prevention and control and resume production, and took the lead to run ahead of other shipyards. It is the first enterprise in the domestic shipyard to achieve double-shift operation. This development trend is very rare! We should cherish this hard-won full-load production state. Every manager should plan in advance to find problems and solve problems in advance. The problem is not terrible. The key is to actively think about how to solve it;


4. Increase investment to make up for shortcomings and increase production capacity. In 2020, the company will plan to further expand the business lines of land equipment, armed police, and emergency management equipment products; actively promote intelligent transformation, eliminate backward production capacity, and improve production efficiency in an all-round way; 


5. Fully promote labor and cost reform. In 2020, we must focus on the reform of labor services and cost control reform. To help the labor service company to improve production efficiency from management, it is necessary to reform the company's existing labor service management, with the goal of improving efficiency and reducing costs and building standards, unified team formation system, unified team operation standards, unified salary and assessment, unified standards Price and settlement mechanism, unified standardization of labor force management staff configuration standards, and achieve the same management standards as local labor; cost management reform is the basis for the company to achieve refined management, we need to divide small accounting units, refine the cost accounting particles Degree, calculate the cost of each process and each team.


二. Requirements for cadres at all levels


1. Resolutely eliminate six kinds of psychology. In 2020, we will further eliminate the six stubborn mentalities that exist in the company: eliminate empiricism, eliminate the good guys, eliminate the fear of difficulties, eliminate the numbness, eliminate the fear of responsibility, and eliminate the no-cost psychology. To eliminate these six kinds of psychology, we should not only stay on the slogan, but also reflect it in the work;


2. Due diligence. From the moment of entering the company and signing the personnel contract, we have assumed the responsibilities and obligations conferred by the post. The same thing, some people only need to finish it, 60 years old, some people strive for excellence, and set the completion standard To 100 points, the gap between them is very different. I expect every managerial cadre and every employee to do everything according to the standard of 100 points;


3. Improve risk awareness. The current epidemic of new pneumonia has a huge impact on the global economy, and may be the worst since the 1929 economic depression. We must strengthen production, construction, inspection and other aspects, make various plans and preparations in advance, and master all kinds of initiatives to resolve business risks;


4. Integrity and self-discipline. Since the beginning of this year, I have repeatedly emphasized the issue of integrity and self-discipline, which is the protection of every cadre and employee and the basic requirement for the healthy development of the company. At the same time that the company grants rights to key positions, it is also the endowment of responsibilities. It is necessary to put an end to all acts of privatization and let power run in the sun;


5.Attach great importance to safety and quality management. Safety is the red line to ensure the health of employees, and quality is the red line to ensure the development of enterprises. We must always be responsible for individuals and enterprises to handle safety and quality management. Insist on equating hidden safety hazards with accidents according to the principle of "four not let go", continuously eliminate hidden hazards and avoid accidents; quality management must adhere to the standard construction, and quality departments should strengthen process inspections and guidance, not just "Tourist guide".


"In 2020, risks and opportunities coexist. We must use the current epidemic to turn crises into opportunities, and strive to make use of the good situation that other peers do not have. All employees must strengthen their confidence, cherish and work harder," to promote the century-old craftsman culture, The corporate vision of building a first-class boutique ship is the sail, anchored by the enterprise spirit of "unity, hard work, pragmatic innovation, excellence and efficiency", and strive to fully achieve the production and management goals of 2020, and provide satisfactory answers for the company's 120th anniversary. "

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Chairman Zhou Biren makes an important speech


"2020 is the ending year of China's comprehensive construction of a well-off society and the "13th Five-Year Plan", the tenth anniversary of Chery's group development, and the "first year" after Chery's mixed reform. Standing on "two hundred years" At the historical meeting point of the goal of struggle, in the face of a more complex domestic and international environment, we will face the challenge of “shipping to the wandering is more urgent, and the road to the middle of the mountain is steeper”. We must go through a period of progress, difficulty and progress The more risky, the better, the better, and the better. Chery has completed the mixed ownership reform through capital increase and share expansion, which will further promote the in-depth reform of management mechanism and governance structure. Shipyard, as one of the Group’s seven business segments, how To achieve greater achievements during Chery’s new historical development, the focus is to do the following:"


1. Accelerate the change of concept. I have talked about two concepts at the group meeting many times: tonnage determines status: 30 new orders are received in 2019, the number of hand-held orders is ranked 15th in the country, and there are frequent reports of military bids, which are praised by the military and domestic first-class opponents. Everything shows that tonnage determines status. Each of our employees must work hard, "fight for a breath, and have a long face" to enhance the status of the company and the family. Anyone, a company, as long as we have achieved good results, you will be proud, proud. Because if the shipyard develops better and better, I think every employee and every employee's family will be proud. Action defines the future: Through three years of hard work, the shipyard is no longer worried about the lack of orders. The reason why it can achieve such results today is the result of joint efforts and concerted action by the company's management and all employees. A thousand miles begins with a single step. Each of our employees must think about their actions today will define your future. No matter what position you are in, everyone must give full play to their role and create their own performance;


2. Continue to implement the "Four Tactics". Do everything possible to take orders, do everything possible to reduce costs, do everything possible to reduce risks, and do everything possible to ensure safety;


3. Reform and transformation promote development. In 2019, the Group implemented mixed reforms, introduced large shareholders of private capital, and made the mechanism more flexible. Shipyards have valuable military qualifications. They must actively innovate and adopt more flexible operating mechanisms, and compact their responsibilities through equity reform. The "dividend" of development is shared by all employees, so that each employee and the company become a community of interests, a community of destiny, and a community of responsibilities, and dare to break through the "comfort zone";


4. Management benchmarking. Development requires indicators, first of all benchmarking; work must be in place, the key is to grasp the station. We emphasize personnel optimization, and more importantly, we must discover and cultivate talents. We believe in but not superstitiously have masters outside. We must allow employees who grow on the soil of Wuhu Shipyard to have a platform to drive each one with sincere feelings and grand cause. Employees grow rapidly. A little bit of improvement every day is a big improvement over time;


5. Accelerate labor reform. In 2020, it is necessary to promote the construction of labor-based labor and management platform to improve labor risk management capabilities; to use the "task package + working hours" dispatch form management model to improve production efficiency, by improving efficiency, the team will "make the cake bigger", let The team members are relatively stable, allowing the bosses to make money and achieve win-win cooperation;


6. Strictly control product quality. We advocate one-off success, the quality of work and product quality is the most critical. This requires product inspectors, production and construction personnel, technical designers, etc. to digest drawings, specifications and shipowner requirements in advance, and let each worker know how to meet the quality requirements through training and guidance. Comrades, the great cause of the career is not only the goal of struggle The magnificence lies in the splendor of the struggle process.


"2020 is the 120th anniversary of the establishment of the company. As the only shipbuilding enterprise with a history of more than 100 years in Anhui Province, as one of the two shipyards that Chairman Mao visited in his lifetime, we must seize the opportunity, face the problems and gaps, and strive to overcome difficulties. ; Continue to promote reform and transformation, this is confidence in the century-old WS vitality, and is the expectation of the revitalization of the national industrial mission. Let us use our hard-working hands, only to fight for the day and live up to youth, continue to write the next A 100-year plan to celebrate the 120th anniversary of the establishment of a factory!"


Gazing affectionately at double A son, youth and together again out!


In 2020


 It is a special year for the company’s 120th anniversary;


Recalling the magnificent 120 years,


It is said that the craftsmanship of the shipwreck was passed on;


Standing on the node of the new era,


Contemporary WS people,


with the courage and responsibility to change


Write a new chapter in the future development of the century-old WS