Zhongzhou Aluminum exceeded its annual profit target three months ahead of schedule

Since the beginning of this year, under the superposition of the triple pressure of the epidemic, the flood, and the rise of bulk raw materials, Chinalco Zhongzhou Aluminum Co., Ltd. has innovated work implementation methods, implemented value creation management, and carried forward the spirit of overcoming difficulties. As of September, the annual profit target issued by Chinalco was exceeded three months in advance.

Goal is the direction and implementation is the key

At the beginning of this year, the company held the second second workers’ congress to deploy the annual production and operation tasks and formulate six safeguard measures. Zhang Jianye, secretary of the company’s party committee and executive director, proposed at the meeting that all employees should work together, think about changes, and strive to exceed the annual profit target issued by Chinalco.

The goal is the direction, and implementation is the key. The company takes the “13710” work system as its guide, improves the closed-loop implementation mechanism, comprehensively enhances execution, and forms a strong atmosphere of grasping every day and doing everything well.

“Every department and unit must be determined to set goals and not let go, grasp implementation, dare to take responsibility, do good deeds, and work for a long time.” Zhang Jianye always emphasizes the importance of implementing well, “The important rules of work deployment Only when it is implemented, everything is implemented, and everything is effective, can we continuously improve production and operation performance.”

As the main battlefield of alumina production, the Second Alumina Factory put forward the principle of production organization of “output is king”, requiring that all tasks be coordinated with output as the center. To increase the output, the dissolution workshop plays an important role in connecting the past and the future. In particular, the feed rate of the dissolution unit directly affects the output of the final product. The operators of the dissolution workshop who have the heavy responsibility always pay attention to the operating current of the equipment and deal with abnormal situations in time. The workshop implements a three-level inspection system of post inspection, professional inspection, and supervisory inspection by the person in charge of the workshop to ensure that the auxiliary equipment of the unit is “strong and healthy”. At the same time, the workshop carried out labor competitions such as reducing the amount of flocculants and reducing the last total alkali, mobilizing the subjective initiative of employees, and increasing the “heavier weight” for the feed rate of the dissolution unit. Since the beginning of this year, the feed rate of the unit has gradually increased, reaching a record high of over 2,700 cubic meters per hour in August, which has played a “ballast stone” role in increasing alumina production.

In order to achieve the goal of striving, the various units and departments of the company cooperated with each other, went all out, carried forward the spirit of “nailing nails”, showed the courage to achieve the goal, cultivated the ability to implement good results, and played “combined punches” to be practical. Do all the work carefully to ensure the successful completion of the target. As of September, the company’s assessment indicators such as full-caliber cost per ton of product, operating cash flow, total profit, alumina first-class rate, mineral consumption, alkali consumption, self-generated electricity and other assessment indicators have completed the annual target value ahead of schedule.

Fully implement value creation strategy centered on efficiency

Taking benefit as the center is the value-driven “baton”, and it is also an inevitable requirement of an enterprise as an economic organization. The company plucked innovative strings, played the concerto of economic operation of the process, elimination of waste, all elements of the benchmark, interactive linkage, overall coordination, and played a high-pitched movement of value creation and economic efficiency.

From the perspective of the overall situation, Guo Qingshan, the general manager and deputy secretary of the party committee of the company, requires continuous optimization of process operation, strengthening of equipment maintenance, and improvement of the operating efficiency of the entire process.

The production management center and all production units put lean command production in the first place, refined management and control of the production system, consolidated equipment management, carried out process technology research, refined index control, optimized energy management system, and formed the economic operation of the production process Pattern.

The stable operation of the clinker kiln system is the key equipment for the new material company to increase the output of fine alumina. In fact, there is a conflicted community between the operating cycle, production capacity, clinker quality and environmental protection indicators of the clinker kiln. The clinker workshop, batching workshop, and dissolution workshop of the New Materials Company cooperated to build a “sintering life community”, forming a “linked early warning of clinker kiln operation and slurry composition” mechanism, and found the best between production and emission indicators. A good balance point has achieved a win-win situation of “long-term equipment operation and qualified emission indicators”, especially the 7# clinker kiln has created the longest operating cycle in 15 years. The stable production operation of the clinker kiln system provided important equipment support for the production of fine alumina in the first nine months of this year to increase by 19.20% year-on-year.

Reducing waste in the production process is one of the important means to reduce costs and increase efficiency. The company organizes activities to “eliminate waste and create value”, concentrate its efforts, carry out activities such as process energy saving optimization, treatment of equipment big horse-drawn cart phenomenon, elimination of high energy-consuming backward equipment, waste heat utilization, etc., to tap “potential points” and stop ” “Bleeding points”, thick planting “profit points”. At the same time, the “Administrative Measures for the Auditing of Expenditures for Production Expenses” was issued, and the auditing department would irregularly organize inspections of the rationality and compliance of expenses and strengthen the control of expenses. Through the implementation of activities, the awareness of saving of all employees has been enhanced, the management system has been improved, and the energy use structure has been more scientific. In the first nine months, the energy consumption per 10,000 yuan of output value decreased by 7.7% year-on-year.

The company insists on all-factor benchmarking as an important means of value creation, establishes a monthly benchmarking sharing mechanism, and continues to benchmark against the “leading indicators in the industry, the best indicators within Chinalco Group, and the best indicators in the company’s history”. The standard indicators are decomposed into branch level, workshop level, and team position level, forming a benchmarking management system that links up and down and all staff interact with each other to find gaps, make up for shortcomings, strengths and weaknesses, and improve the internal operation quality of production.

Towards the goal of doubling annual profits

Affected by continuous rainfall in late July, waterlogging occurred in the company’s factory area, local network outages, communication interruptions, material supply, and product shipments were affected to varying degrees. The enthusiasm for the enterprise is what cannot be extinguished by the rainstorm; the will to defend the enterprise is what cannot be washed away by the waterlogging. With rock-solid arms, all employees raised their hands into forests, blocked rainwater, drained stagnant water, rushed to transport materials, repaired lines, and gathered together into a copper wall and iron wall for flood prevention and rescue, and finally defeated the flood situation.

One wave is flat, another wave rises. The “devil” who just surrendered the flood, in August, the “beast” of the epidemic in Henan Province suddenly arrived. As a continuous and intensive production enterprise, the prevention and control of the epidemic has become more specific and important. The company uses internal media to publish prevention and control requirements and prevention and control knowledge. Implement personnel temperature testing, “two-code” testing, information registration, nucleic acid testing, etc., to achieve “full coverage” of epidemic prevention. At the end of the month, the anti-epidemic work in Henan Province won the final victory. The company also achieved zero infection, zero suspicion, zero diagnosis, and smooth operation of production and operation.

During the period of July and August, outside of Henan Province, flood conditions and epidemics were also raging locally. Coupled with the continuous impact of the “rising” of raw material prices since the beginning of the year, the company’s marketing work faced unprecedented challenges.

In response to difficulties, the Marketing Purchasing Center relied on the advantages of Chinalco’s e-commerce centralized procurement platform, and flexibly used market research, introduction of strategic partners, and multi-regional competitive procurement methods to achieve a nearly cost reduction in the procurement of liquid caustic soda, soda ash, and caustic soda compared to the budget target. 20 million yuan.

Service is also competitive. The best way to sell products is to improve customer satisfaction, which depends on the marketing service concept that makes people moving and cordial. Once, a salesperson spent more than 10 hours in a hard-seater car to visit a customer, “Don’t worry, I wear a mask all the way. I’m cautious. I didn’t get dripping water all the way to the pantry and other public places. After getting off the car, I changed. I came here with the sterilized clothes. You see, this is my nucleic acid test certificate, health code, travel code…” As soon as he met with the customer, he explained the situation sincerely. Upon hearing this, the customer readily signed the order.

It is based on the “customer first” concept of “the most contacted is the customer, the most seen is the customer, and the most thoughtful is the customer” concept, which effectively improves the customer’s viscosity and loyalty to the company’s products. In the first nine months of this year, the company’s average monthly sales of non-metallurgical alumina products increased by 36,700 tons year-on-year, customer service satisfaction reached 100%, and the rate of return on payment for export products reached 100%.

Climb the new peak without asking high. At present, the company is seizing the great opportunity of rising alumina market prices, continues to maintain stable and high output, and is striving to achieve the goal of doubling annual profits.