I’ll post a work summary from a coking workshop technician for discussion; more summaries will be uploaded gradually

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This post was last edited by su200595su on 2014-1-2 08:56. Year-end Summary for 2013 　　　　　　2013 was a year that I will never forget and which left a deep impression on me. Under the leadership of the workshop supervisor and with the close cooperation of my colleagues, I have remained dedicated to my job and adopted a practical approach, thereby completing my duties as well as various tasks assigned by my supervisors successfully. At the same time, I have seen significant improvements in my management skills, professional expertise, and ability to independently analyze and resolve various issues that arise in production. Through hard work, I have made the proper contribution to the company. It has laid a solid foundation for my further work as a workshop technician; below is a summary of the key achievements in 2013: 1. The improvement of workshop regulations serves both as a summary of practical experience and as a guide for unified action. At the beginning of its establishment, the workshop had incomplete systems, chaotic management, and frequent production accidents. It is imperative to establish and improve various management systems closely related to safe production, and to carry out production activities in accordance with the scientific principles of safe production. In 2013, under the guidance of the workshop supervisor, I developed a number of workshop management systems, such as the \"Coking Workshop Performance Management System,\" the \"Fifteen Systems for Team Building in the Coking Workshop,\" the \"Scheme for Recognizing and Rewarding Outstanding Performers in the Coking Workshop,\" the \"Shift Handover System for the Coking Workshop,\" the \"Management System for Report Books in the Coking Workshop,\" and the \"Vehicle Allocation System for the Coking Workshop.\" I also worked with the chief engineer’s office to revise the operating procedures for the coking workshop as well as the company’s process parameters. 　　　II. As the saying goes, “No matter how many tactics or strategies there are, they mean nothing if not put into practice”; “No matter what abilities one has, they are of no use if not applied in reality.” Throughout this year’s work, what I learned most deeply and understood best from the workshop leaders was the importance of putting things into action. There are things that, even if repeated ten or eight times, won’t see any action taken, and as a result work cannot get underway. Many of the problems that arose at the beginning of the workshop are directly related to our failure to take action. And when you follow through on everything that your supervisor assigns to you, you’ll find that the work becomes easier, the overall situation in the workshop improves, and you also gain work experience. I also make this mistake often, but by constantly reflecting on it, I am working to improve. 　　　As our workshop systems continue to improve, we should follow up and implement them even more closely. Human errors and non-standard operations are major causes of accidents, so we need to standardize production processes. In accordance with the job operation procedures issued by the company and the rules and regulations established in the workshop, employees are required to master and strictly abide by them, ensuring that everyone performs their tasks to standard. This is done to prevent accidents and further losses resulting from incorrect operations, failure to follow procedures, or inadequate emergency measures. 　　　　III. After the trial production of Coke Oven No. 1 in 2012, there were many problems regarding the production process. Under the leadership of the *director, multiple technical renovation projects have been completed successively. For example, when the cooling ammonia water sprayed from the nozzles associated with the bridge tubes has a low cone shape and poor atomization, it cannot come into full contact with the high-temperature gas. As a result, the smoke-free coal loading effect does not meet the design requirements, leading to the leakage of large amounts of waste gas, which wastes resources and pollutes the environment. Through thorough analysis and research, technical improvements were made to the spraying system related to the bridge tubes. After the modification, the spray cone has a base diameter of around 500 mm, which corresponds to the diameter of the bridge tube; it is located at the root of the bridge tube. The atomization effect is good, and there is excellent contact with the gas. During coal loading, the average negative pressure measured was around 600 Pa, which is 200 Pa higher on average than before the modification ； The problem of gas leaking back through the bridge pipes due to inadequate sealing has existed since the plant began operation. Under the leadership of Director *, careful observation and multiple adjustments to the limits were made, which resolved the issue of gas leaking back through the bridge pipes. At the same time, I also made modifications to some minor issues existing in the coke oven, such as improving the sealing of the bridge tube cleaning access cover, and further upgrading the rising pipe water tank based on the existing design. 　　　IV. In the first half of the year, in line with the activities aimed at ensuring that employees have the necessary knowledge for their positions, which were carried out by the Enterprise Management Department, I developed a detailed implementation plan. I invited department heads and workshop supervisors from the company to provide skill training for the employees, followed by examinations ； A “one question per day” activity is carried out in each work section; at the workshop, I also discuss the key points of operation with employees in various positions and explain safety precautions ； Organize training on emergency response methods for various types of accidents at different positions ； Simulated drills were conducted on the procedures to stop ammonia supply in the rising pipe, retract the coke pushing rod urgently, and handle situations involving a power outage of the hydraulic switch ； Under the leadership of the *director, a ‘Competitive Event for Positions in the Coking Workshop’ was carried out, achieving good results. 　　　V. In 2013, I also completed the following tasks: 1. In accordance with the workshop’s arrangements, I carefully organized the preparatory work prior to heating up Furnace No. 2; a total of 50 preparation items were listed. The workshop implemented each item accordingly, and established an inspection team composed of workshop managers; after each item was completed, it was inspected and signed off for confirmation. The expansion of the furnace body and the measurement points for the iron components have been clearly marked, and all original cold-state data are fully preserved. 2. At the initial stage of carrying out team-building activities within the company, by drawing on experience gained from external training, guidance was provided for the implementation of team-building activities in the workshops; the team-building systems were improved, and the filling out of various records was standardized ； 3. Monitor the implementation of various process parameters in the workshop, supervise the work of the thermal adjustment section, and establish and improve relevant records for thermal adjustments ； Track to inspect the furnace body ； Since the riser was not fixed to the crossbeam during construction, active follow-up has been carried out to resolve the issue ； 4. Summarize and submit the workshop’s production performance and material consumption on a monthly basis, carry out statistical and technical analyses, analyze any abnormalities that occur during production, and take corrective actions ； 　　　VI. I also have many shortcomings in my work this year. The main issues are inadequate implementation – failing to carry out the tasks assigned by leadership properly, lacking boldness in management, and showing a lack of initiative in work. I will strive to make improvements as soon as possible. 　　　VII. Work Plan for 2014 1. Continue to work hard as before, and provide better support to the workshop supervisor in carrying out his duties ； 2. Continuously improve one’s professional skills, strengthen knowledge of the thermal industry, organize workshop production work carefully, and supervise the implementation of process parameters ； 3. Do a good job in energy conservation and consumption reduction ； 4. Ensure product quality by monitoring and analyzing process parameters ； 5. Strengthen on-site management to further improve it. 　　　 The above are my summary of work for 2013 and the shortcomings in my overall plans for 2014; I ask for the leaders’ criticism and guidance. Coking Workshop ***　　　　　　　　　　　　　　　　　　　　　　　　　　　December 26, 2013