Behind this "scenery", who would have thought that more than a year ago, this project department with a total length of 17.67 km and a total investment of more than 400 million yuan was almost at the bottom of the project departments of five subsidiaries because of the delay in submitting the construction drawings and red lines. At the beginning of 2007, Wang Manjian, a full-time director with rich management experience, led an expedition to Chibi, Nanshan District, Hubei Province. Facing the expectations of leaders and employees and the freezing construction situation, Wang Manjian from Guizhou Project feels a great responsibility.
Promoting "pre-control" to seize "pre-control" emphasizes solving contradictions at the beginning and seizing the opportunity to solve contradictions. Wang Manjian knows this well. In view of the problems in the preliminary work, Wang Manjian knows that only by taking measures quickly, pre-controlling and preventing problems before they happen can we lay a good foundation for "highlighting the encirclement". To this end, he used a week's time to hold staff meetings and general general party membership meeting at the project and team levels to explain the situation and analyze the problems, and formed the * * * knowledge of "do the best if you don't do it", which quickly unified the employees' thoughts. On this basis, he also revised and improved a series of project management systems according to the requirements of the "new economic policy" of the group company, such as introducing a project performance appraisal method to link all kinds of income other than the basic salary of employees with the assessment results ... This linkage between ideological and political work and economic leverage has United people's hearts, stabilized the team and sounded the horn for the next step.
However, "if a worker wants to do a good job, he must sharpen his tools first." After the team was stable and "pre-controlled", Wang Manjian aimed at the contradiction of insufficient resource allocation. After economic and technical analysis and comparison, he added 1 mixing station and 8 transformers in the project area, which ensured the normal construction of more than 80 drilling rigs in the peak period. The standard of the original service road is low, and trucks are common when it rains, sometimes even causing the consequences of broken piles, which seriously affects the progress of the project. In order to completely solve this contradiction, the project department is willing to invest, upgrade the service road, and open up a "grain and grass channel" ... "We must be realistic, scientifically and rationally allocate sufficient factor resources, so that we can freely stretch our fists. It seems to save costs, but in fact it has delayed the fighters and caused greater waste! " Talking about this, Wang Manjian was deeply touched. It is the implementation of the "pre-control" measures of these elements that laid a solid foundation for the five companies to "get the top spot".
If you want to go ahead, you must also calmly analyze, take warning, and nip in the bud. Pile foundation is the first step of construction, and the progress can't keep up. The following process is tantamount to finding fish from the edge of the tree. When Wang Manjian first arrived at the construction site, half of the working face didn't even hit the pile driver. At this time, other pipe sections are already in full swing, advancing by leaps and bounds in one day ... At this time, the deadline for erecting beam joints is less than 16 months from June 15, 2008. If extraordinary measures are not taken, the imminent contradiction of "pre-control" will inevitably endanger the reputation of the five companies and even the group company. In mid-February 2007, it was already the Spring Festival, and the surrounding villagers were already buying new year's goods. Workers want to go home for reunion, and migrant workers want to go home for the New Year. However, time waits for no one, and extraordinary measures must be taken in extraordinary times. Facing the contradiction of the construction period, Wang Manjian signed a mechanical entry contract with the cooperative team in advance, made ideological "pre-control" in advance, and resolutely decided to carry out the project as usual during the Spring Festival. Throughout the Spring Festival, except for the first day of the first month, 1000 employees and laborers worked overtime and fought day and night. The once silent construction site was full of traffic during the day, machinery roared, lights were brightly lit at night, and energy soared. What a "spring scene"! "Don't talk about peaches and plums, learn from others." In the face of the quietly changing projects of the five companies, Lu Chunfang, vice minister of the Ministry of Railways, leaders of Wuhan-Guangzhou Company, leaders of local governments such as Xianning Chibi, leaders of group companies and five companies all came, and they gave heartfelt praise to the employees for their confidence and strength in continuing to overcome difficulties in the fierce battle.
The process of "strictly controlling" aircraft support projects is not only a window of image, but also a source of profit, which is the value expression of the achievements of enterprise construction, production and operation activities. As the first responsible person, Wang Manjian knows that every project is our "fighter" to create the biggest profit. If it is not properly managed, it may miss the opportunity and even face a crisis. Only by truly implementing scientific management, saving the money that should not be spent, earning the money that should be earned back, and making the greatest contribution to the development of the enterprise can we be loyal to the enterprise and retain the "fighter".
In March, 2007, when Wang Manjian signed the statistical table of equipment use, he carefully found that there were even mechanical operation sign-offs on February 29th and 30th in the statements of a branch company, and the calendar days in February were only 28 days! In the face of this vicious and false report, Wang Manjian, who has always been calm, lost his temper, and two direct parties were punished by informed criticism and were fined 1000 yuan respectively. "Manager Wang is not only meticulous in management, but also not afraid of offending people and dare to be serious. Such a leader is convincing! " The staff of the project said frankly. When talking about the scientific management of the project, Lin Shiqiu, deputy secretary of the Party Working Committee, also said with deep feelings: "The project department strictly follows the rules and regulations in the selection of construction labor teams, the introduction of large-scale equipment and the procurement of bulk materials. Major issues are collectively decided and put on the table. Everyone speaks freely. For example, the procurement of sandstone and fly ash, public bidding is carried out on the basis of full investigation, which not only ensures the quality, but also compares with it. In the management of materials and equipment, the consumption of materials is counted at four o'clock in the afternoon every day, and the report is made at the morning meeting the next day, so as to achieve daily settlement; In terms of equipment management, due to the long pipeline and frequent equipment access, management loopholes are prone to occur. Therefore, the project department implements a numbering system for all mechanical equipment, with special supervision and on-site tracking, and improves the accounting system for machine-teams. In "I usually have few telephones, and the general problems will be properly solved below." "As a project manager, I have to draw a good circle for myself. I want to take care of myself and coordinate with other team members. Only when everyone does their job, can I give full play to my initiative and creativity and the project can operate in an orderly manner!
Paying attention to management details and adhering to the rigidity of the system have created good conditions for realizing the scientific operation of the project and maximizing the benefits. But these are not enough. There must also be a good platform to carry out management intentions and quickly form execution. To this end, Wang Manjian implemented the "three ones" meeting system: one morning meeting every day, one branch dispatching meeting every week, and one general project dispatching meeting every month. These seemingly tedious, but realistic, regular work meetings with clear themes not only solved the ever-present and complicated construction site problems in the first time, but also made the project clear what to do and how to do it, greatly improved the management efficiency, and made the project department of the five companies keep marching on the fast lane of creating excellence. ...
The "joint control" of all staff shows vitality. As the saying goes, "a fence has three piles, and a hero has three gangs." When talking about the current achievements of the project, Wang Manjian always said: "It's all based on the previous work!" So, what is the "everyone" in the project department of the five companies? In the words of Director Jiang of the Project Department Office, "the achievements we have made have benefited from the joint efforts of various departments and the implementation of various work areas"! Among the team members of the project department, the deputy secretary of the Party Working Committee, the deputy manager and other leaders are almost 50 years old, but in order to "turn over", they only rest for five or six hours every day during the peak construction period, and sometimes even work all night. Inspired by the example of old comrades, young talents have thrived and quickly provoked the girders. Xu Di, a technical cadre who just graduated two years ago, was on duty for two consecutive days and nights in order not to affect his work, regardless of the pain after joint surgery. There are many typical deeds like this in this project department.
"Everyone gathers firewood and the flames are high" is the precious spirit of all employees' loyalty and dedication to the enterprise, which makes the project department of No.5 Company stand out among the five subsidiaries of Wuhan-Guangzhou Passenger Dedicated Line and come from behind.
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