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Equipment management is the foundation of a company’s production and operation management; it is an important means of improving a company’s economic efficiency, a prerequisite for ensuring safe production and environmental protection, and a key condition for the long-term development of a company. With the advancement of equipment technology, equipment management has begun to evolve continuously; management systems have become increasingly sophisticated, and refined management practices are being applied more and more in grassroots equipment management. I. Conduct proper basic management of equipment Basic management of equipment reflects the level of standardization in its operation, and it serves as the foundation for thorough equipment management. Only through the compilation and analysis of basic data can we gain a better understanding of the performance and usage of equipment, which in turn enables us to guide and advance tasks such as fault detection, technical upgrades, and spare parts procurement. (1) Management of original data. Establish and improve equipment records, and refine the technical documentation for the equipment. Equipment technical documents include the equipment manual, maintenance guide, drawings, and other related materials. These technical records are essential for understanding the equipment, and they also serve as an important basis for future technical upgrades of the equipment. (II) Equipment ledger management. Establishing practical and useful records is a necessary condition for managing equipment properly. Our department has established an equipment register that is easy to consult and manage, based on the actual conditions. The information included in this register consists of the equipment’s name, model specifications, main parameters, manufacturer, date of purchase, asset number, location of use, and condition of use, etc. It is presented in tabular form and is kept by a designated person, who updates and audits it annually. By checking the equipment register, it is easy to keep track of the quantity of various types of equipment, their distribution, and any changes in these aspects, as well as to gain a clear understanding of the various performance characteristics of the equipment. II. Improve the training mechanism Oil port equipment management integrates knowledge from various fields such as mechanics, electricity, and storage and transportation. For equipment managers, it is necessary to keep updating and improving their theoretical and technical knowledge, and to achieve the \"three capabilities\": the ability to understand the performance, principles, and structure of equipment; the ability to analyze the root causes of equipment failures in light of practical situations; and the ability to carry out technical upgrades actively. Equipment operators should master the “three skills”: being able to operate the equipment skillfully, performing maintenance on it, and troubleshooting its common faults. In the process of implementing refined management, it is necessary to strengthen the establishment of training mechanisms to improve the overall quality of employees. Regular on-site training and assessments are conducted for employees, following the \"1111 Training Method\": after a process is selected, the team leader provides on-site training once, the shift supervisor provides on-site training once, practical operation tests are carried out once per quarter, and online tests are conducted by the team leader and technicians once per month, to ensure that the training truly yields results. III. Establish and improve an assessment system Adhering to the principle of “three clarifications,” carry out comprehensive management of the environmental appearance. First, clarify the executor and evaluator ； Second, clarify the assessment criteria, which should strive to be simple, practical, and easy to apply ； Third, clarify the assessment cycle and implement regular management. After the assessment, the results of the evaluation should be made public promptly. IV. Strengthen the inspection system The purpose of inspections is to identify potential faults in a timely manner and eliminate them, so as to keep the equipment in good condition, extend its service life, and ensure the smooth progress of production. To provide a basis for inspection work, inspection guidelines and forms have been developed. When preparing the inspection guide, a simple diagram of the equipment was drawn, with the inspection areas marked. Inspections are carried out by referring to this diagram and the markings, ensuring that inspectors can see everything clearly at a glance. In the inspection form, the inspection time, items to be inspected, inspection methods, and inspection standards are specified, and the inspection tasks are assigned to specific individuals. Improved chart management makes inspection work more standardized and simplified. V. Equipment management should be coordinated with the manufacturing process. Equipment and the manufacturing process are important components of production, and they complement each other and form an integrated whole in the production process. The configuration of the equipment should be based on production requirements and actual conditions on site, while also taking into account the integration and compatibility between the equipment and the manufacturing process. In the renovation of a certain project, the head, flow rate, and heat tracing of the screw pump should be carefully selected based on the process length and requirements, as well as the viscosity of the medium ； Also, based on the distance between the pump and the storage tank as well as practical considerations, the diameter of the pipeline between the storage tank and the pump was determined through calculations to be twice the diameter of the pump’s suction inlet, in order to prevent cavitation in the screw pump. VI. Equipment management should be integrated with new information. Equipment management cannot stick to old methods; it must be combined with new information, and the willingness to break away from old habits is necessary in order to maximize the efficiency of equipment through technological upgrades. Take the nitrogen production system as an example. When constructing existing nitrogen production systems, the design institute determined the purity of the nitrogen to be 98% based on its own theoretical calculations. After that, we sought theoretical foundations by conducting extensive data collection and field investigations, as well as reviewing relevant standards. Based on our research on the nitrogen purity in the nitrogen production process, the design institute conducted careful calculations and provided us with a new specification for nitrogen purity, stating that the oxygen content should be no more than 5%. By adjusting the purity of the nitrogen produced, the efficiency of nitrogen generation was significantly improved. This not only led to notable energy savings but also provided good support for the company’s loading and unloading operations, thereby alleviating the issue of insufficient nitrogen production capacity in the company. VII. Continuously change management models: Adopt new ideas and methods to innovate traditional equipment management approaches, in order to meet the demands of the new circumstances and era. A “six-layer closed-loop” management model was established, based on the standards of “institutional layer, standard layer, implementation layer, inspection layer, support layer, and record layer”. The institutional level forms the foundation of management; it is categorized into equipment management, process management, and auxiliary management, with each category being examined and improved to ensure virtually no gaps in management coverage ； The standard levels serve as guidelines for management; all equipment management systems are improved item by item, work standards are defined, everything is quantified where possible, assessment requirements are clarified, and the scores for various assessment items are determined based on the risk level ； The execution layer and the inspection layer are the actual layers of implementation; it is essential to ensure clear division of responsibilities. The leadership has defined the tasks for each team member, so that everyone knows their role and is responsible for their duties. At the team level, roles must be assigned to specific positions, and responsibilities must be assigned to individual people ； The support layer serves as the hub for management: dedicated personnel are assigned to this task, a \"year-round task reminder list\" is created, and during morning meetings, the relevant supervisors are reminded using this list along with the \"daily temporary reports\". Progress on tasks is collected before work ends and recorded in the work log ； The record-keeping phase is the final step in management, with checks and evaluations conducted twice a week to ensure that the records are accurate and comprehensive. The new management framework has enabled device management to be carried out in a systematic manner, ensuring comprehensiveness, timeliness, and traceability, thus laying a solid foundation for safe production. VIII. Summary In summary, the refined management of grassroots equipment is based on conventional equipment management, while also integrating key management, distinctive management, and innovative management. The establishment of a refined management system for equipment can draw on the experiences of others, but it should not be copied verbatim; rather, a management model suitable for one’s own situation should be sought, with continuous adjustments, improvements, and innovations in practice to ensure the healthy development of the equipment management system at the grassroots level.