Shop supervisor

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Recently, a friend asked me for help with a product project, so I went to his chemical company. During the discussions about the product project, I told him about some products. He thinks they are all old products. I told him it’s an old product, but it has special technical features and very low production costs. Sure. He asked again: How’s the market? I replied: The total annual production of domestic enterprises amounts to tens of thousands of tons. He asked again: Are there any specific manufacturers? I replied: No. Because I only work in technology; I believe in one thing. Competition in the product market relies on low costs and high quality. Then I advised him to improve the existing products and enhance his management skills. But he believes that our product costs are similar to those of domestic competitors. I said: Your product’s production process is quite simple; the yield is only 74%, so there’s still a 15 percentage point margin for improvement. He replied, So what? The domestic peer companies are the same. Then he criticized me, saying, \"I’ve met many people from Jiangsu and Zhejiang, and I think you are especially arrogant.\" Upon hearing these words, a question suddenly arose in my mind Am I considered a particularly arrogant person? I remember one year when I first started working at a pesticide chemical plant. I had been working as a technician in the technical department for less than two weeks when I was already assigned to be the head of a product production workshop. Being the head of the production workshop is a tough job, but it’s one’s source of livelihood – how can one refuse? Besides, it is said that competition in the product market is fierce; the price dropped by another 20,000 from 110,000, which is worrying for the boss. Upon arriving at the workshop, a strong foul smell hit me, and the place was in a state of chaos. Even the office isn’t clean. What’s even more troublesome is that the two deputy directors below are fiercely competing for my position as “director”. One deputy director is competing for power and wants to control everything, because he is the boss’s brother-in-law. One deputy director is in charge of technology; I took up my post three days ago, and he didn’t even give me the product production procedures. Sigh, I had hoped that once the old director left, after three years of waiting I would finally get a permanent position. Who would have thought that another outsider would show up now? There’s no other choice; I’ll just go straight to the workshop to work. When the workshop workers took time off, I stepped in to cover their duties; when the equipment broke down, I fixed it. If there’s no job to do, then go clean. Regarding the work in the workshop, I just follow everything as it was before and simply sign to approve it. As a result, I managed to stay safe in the workshop for two weeks. By the third week, I took office. It was the opposite of its usual casual appearance. I held a meeting; first, I listed all the areas in which the workshop was falling behind, and then I made a self-criticism, admitting that as a \"manager\" I was not performing well enough, and promising to do better from now on. . Subsequently, production requirements and plans to increase wages in the workshop were put forward. Finally, I arranged for a workshop to carry out a “practice good hygiene” campaign. I know that at the time, although I was a “director,” my words were too “unrealistic.” Suppose there is someone who believes, but no one to listen. But I’m confident; I believe that one day they will all listen to me. The next day, I brought a bucket to the workshop to clean and scrub a reactor; I made it spotless, and then announced that anyone who dirtied it again would have $5 deducted from their pay. A reaction kettle is a device worth tens of thousands of yuan – how not to take good care of it? I assigned a person to each device and set a bonus of 20 yuan. If it’s not clean, the bonus will be deducted. Driven by me, there are twenty-three reactors in the workshop. All the tower equipment is clean now. Next, I called for hygiene in the production environment. My reasoning is simple: to take care of one’s own health, it is essential to have a hygienic production environment. One day, I mixed and fed the materials together with the workers. After drawing, I asked the worker how heavy the empty bucket was Answered: 10.5 kilograms. I said, Okay, then let’s go and weigh it. The weights indicated showed that none of them were correct. The cumulative weight of the 13 buckets reached 152 kilograms. This means that 5.5 kilograms less of raw material was used in the production. Afterward, I handled the incident accordingly. 3 kilograms of that was due to improper operation, and the worker was fined 30 yuan. 2.5 kilograms is a management responsibility, handled by the workshop. The worker was rewarded 50 yuan for identifying the problem. Hygiene management efforts involve not only improper behaviors among workers but also extend to issues such as leaks, spills, and other problems with the equipment in the workshops. Issues with the installation of drainage ditches in workshops. And the issue of backward product manufacturing technology. Once, I went to the laboratory to check on the production quality in the alkane processing section. I asked the lab technician, referring to the control chromatogram from the alkylation section, why there was one less peak in the final chromatogram The lab technician replied: It’s bromopropane. I asked again: When did it disappear? Was it 5 minutes ago, 10 minutes ago, or 20 or 30 minutes ago? The lab technician couldn’t answer. The team leader next to him hurriedly replied: We’ll go and check it. On the third day, he came to me happily and told me that one peak was missing at 35 minutes. It is also recommended to increase the feed amount of bromopropane. Later, I followed her advice, and the yield of the product increased by 4 percentage points, rising from the original 89%. At the planned monthly production capacity of 50 tons of alkylates, this recommendation helped the company save over 100,000 yuan in production costs. After I reported this matter, the company gave her a bonus of 1,000 yuan. Give an additional 50 yuan in salary to each person in the alkylation section. Washing materials is a common task in chemical production. The wastewater resulting from washing is not the responsibility of the workshop to treat. But during the hygiene promotion activities, one worker told me one day that the wastewater after washing was extremely smelly. There might be materials. I suggested he get a bucket to fill with the wastewater from washing. Pour out the water from the upper part of the bucket every day, and then fill it with the freshly washed wastewater. Please help me hold on for a week. Later he told me that there was a layer of material at the bottom of the barrel (it was chlorine damage and p-chloropentanenitrile). Afterward, I adopted his solution: in the wastewater resulting from the washing of materials, as it flowed through the drainage ditches, I had three sump pits dug. As a result, the workshop can produce an additional 50 kilograms per day of the mixture of chlorine injury and p-chloropentanenitrile. A 50-kilogram mixture is worth over 400 yuan. The company later increased his salary by 50 yuan. ………Three months later, I returned to the technical department. Perhaps, after working for so long, it’s inevitable that I have a kind of \"arrogance\"* that others find uncomfortable. But I think that, even though I am just an ordinary chemical technology developer, if I weren’t confident in myself and settled for merely satisfactory results in everything I did, could I possibly leave behind so tiny a trace in China’s chemical industry, as insignificant as that of an ant? So how can we make our due efforts to help Chinese chemical products gain pricing power in the world?