The Oil & Gas Daqing Co had more than 600 qualified professionals by the end of last year, accounting for 40 percent of its total number of employees. Company leaders have faced a pressing problem in trying to improve the expertise and certification of personnel and in getting them more involved in the continuous improvement campaign.
Earlier this year, the company went down to the grassroots level to study units’ work year-by-year and, after an elaborate discussion, came up with a work plan in March. It was based on key work, such as enterprise development strategies, lean management, management reforms and improvements, and the “Three basics” and “Four investigations and six rectifications”.
The work plan covered nine projects in “cutting energy consumption of petroleum refining devices overall, shrinking preparation costs, optimizing DCS applications, promoting the "three basics" in management, and improving product quality”. The company wants to promote development with continuous improvement projects to implement all of its work projects more effectively.
The projects, with the leadership, coordination, monitoring and motivation from the company’s Continued Improvement Office, were carried out at three levels – the “Management department”, “Grassroots department” and “personnel”. Employees with professional qualifications were the driving force in motivating other personnel and creating a continuous improvement atmosphere with everyone participating.
The company already completed 73 projects for nurturing professionals with qualifications and 122 projects for continuous lean improvement in the first half of the year, certainly a significant achievement.