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In 2017, Plant 1 for the production of bleaching powder manufactured 62,323 tons of this substance, an increase of 9,189 tons compared to the previous year. This plant reached a record output of 37,044 tons, and its revenue accounted for 35% of the total revenue generated by the entire factory. It managed to operate without any accidents, contributing to the factory’s ability to turn a profit. The most important reason for this is the strengthening of on-site management. On-site management reflects a company’s image and spirit, as well as its level of management and product quality; it is an important indicator for assessing a company’s overall competence and management standards. Effective on-site management in chemical plants helps enhance a company’s competitiveness. It eliminates problems such as leaks, spills, and other inefficiencies, as well as messy and unorganized conditions. Such management is of great importance for improving product quality and employee competence, ensuring safe production, boosting the company’s economic performance, and strengthening its overall strength. I. Definition of on-site management On-site management refers to the use of scientific management systems, standards, and methods to carry out rational and effective planning, organization, coordination, control, and monitoring of various elements in the production site – including people (workers and managers), machinery (equipment, tools, work fixtures), materials (raw materials), processes (processing and testing methods), the environment, and information – so that they are properly integrated with one another, thereby achieving high quality, efficiency, low consumption, balance, safety, and civilized production. The aspects of on-site management in chemical plants: In on-site management, there are five elements that require attention; these are also the five key factors mentioned in the management of industrial manufacturing enterprises, namely people, machines, materials, methods, and environment. 1. “People,” that is, human management. On-site management is ultimately about managing people. The First Bleaching Powder Plant has employees new to the job first develop a preliminary idea of their assigned role, before moving on to assistive positions to gain experience. During the adaptation period, the branch factory uses the degree of responsibility as the primary criterion for evaluating employees, and conducts a comprehensive assessment based on their operational skills and level of proficiency in order to determine their appropriate positions. For those who are deemed unfit for the position after the initial assessment, the branch factory works to improve the employee’s overall capabilities through training and re-education, so as to enable them to be competent for the role. If they are no longer competent, employment will be declined. In daily production, plant managers pay special attention to communicating with employees, using incentives such as praise, encouragement, and rewards to boost their confidence and enthusiasm for work. 2. “Machinery” refers to the management of mechanical equipment. Mechanical equipment constitutes the material basis for chemical plants to carry out production activities. Based on the complexity of equipment maintenance, Plant 1 of bleaching powder has developed \"equipment responsibility tags\" for each piece of equipment, assigning dedicated personnel to be in charge of them. The branch plant conducts regular on-site management inspections and establishes a corresponding reward and punishment system to help each person responsible for the equipment develop a good habit of maintaining it conscientiously. During shift handovers, employees must keep records of the operating status of the machinery and equipment; any abnormalities in its operation can be reported and addressed promptly. In addition, the branch plant also regularly organizes training sessions on machine operation or theoretical training to ensure safe operations. 3. “Materials” refers to the management of raw materials. Material management is a fundamental aspect in chemical production. The branch factory began by providing specialized training to the personnel in charge of receiving materials, enabling them to become familiar with the production processes and understand the chemical and physical properties of each type of material, so as to be able to calculate accurately the amount of materials needed for a day. Materials that are not suitable for storage must not remain in the workshop; they should be taken and used immediately. Material pickers must conduct timely inspections of the raw materials in the warehouse, and it is strictly prohibited to bring substandard raw materials into the workshop. To this end, the branch factory should also establish a dedicated assessment system to foster a diligent and meticulous work style among employees. 4. “Method”, namely the operating procedure or manual – the operating procedure serves as a guide for carrying out the operations. The first bleach production plant dispatched experienced veteran operators to provide hands-on guidance to the new employees until they fully understood and mastered the tasks. To reduce safety hazards, the branch plant also conducts regular inspections based on original records and display monitors, reminding operators to remain vigilant at all times and to ensure that their operations comply fully with the regulations. For each different position, the branch factory has also established detailed criteria for evaluating the performance of those positions; there are minor evaluations on a weekly basis and major evaluations on a monthly basis. Rewards and penalties are determined in accordance with the rules set out in these evaluation criteria, thereby further enhancing the attention to detail among operators during their work processes. 5. “Environment” refers to environmental management; the environment can have a direct impact on safe production. The First Bleaching Powder Plant adopts the 5S management philosophy of \"Seiri, Seiton, Seiso, Seiketsu, and Shitsuke\", taking on-site management as its foundation. By carrying out self-inspections and mutual inspections, it formulates corresponding rules based on the actual conditions of the plant. The standards for arranging various supplies and tools in the branch factory have become a kind of* habit. The branch factory should encourage employees to actively participate in the \"suggestions for improvement\" initiative, to identify and explore various effective suggestions for improving on-site management, and to analyze, refine, and implement these suggestions in order to achieve continuous improvement. Measures for effective on-site management: 1. Strengthen emphasis on this aspect and focus on solidifying management practices. For on-site management in chemical plants, the bleaching powder production facility has established a system to guide employees’ mindset, thereby focusing on improving management quality. First is the shift of the center of gravity downward. In line with the principle that \"problems should be resolved at the equipment level and focus should be placed on the work site,\" the shift leaders in the branch factories go directly to the relevant workshops to provide on-site supervision and guidance. They strengthen inspections of key equipment and production processes, aiming to eliminate various potential hazards as soon as possible, right at the scene. Second, strengthen implementation. Focusing on the production workshops, the system of requiring managers to be on duty on weekends is strictly implemented, with an emphasis on identifying potential hazards on site, strengthening production management, and ensuring compliance with labor discipline. Third, pay close attention to the site. In addition to regular on-site inspections, team leaders are also responsible for checking the performance of shift supervisors, team safety officers, inspectors, control room operators, etc., as well as overseeing those who work in positions such as freezing stations and forklift operations, to ensure that 100% of staff are present at their posts. Fourth, focus on making corrections. On a regular weekly basis, equipment technicians, safety officers, and workshop supervisors conduct comprehensive on-site inspections of various installations, and any issues identified are required to be rectified within a specified time frame. Fifth, strict attention must be paid to quality. Strengthen the control and monitoring of key parameters in the manufacturing process, enforce strict process discipline, and meet customers’ quality requirements ； Conduct daily quality inspections to promptly assess the quality of products ； Strictly enforce the \"Quality Standards for Raw Materials and Products of the Salt Chemical Plant\" to prevent substandard slaked lime from entering the production process, thereby ensuring stable quality. In 2017, the defect rate of bleaching powder was only 0.7%, a decrease of 2.3% compared to the previous year. 2. Improve technical capabilities to ensure safe production. Skilled and proficient abilities determine the production efficiency and safety of chemical plants. The First Plant of bleaching powder carries out in-depth labor competitions. Twelve operation teams organized labor competitions themed “Reducing Consumption and Increasing Efficiency” and “Fighting High Temperatures to Achieve High Yields.” Each team developed assessment methods focused on production safety, output, quality, and other related aspects; they actively identified areas for improvement, competed in terms of control measures, and strived to be the best, resulting in monthly outputs that exceeded the competition targets. Second is the gradual transfer of production pressure. Production targets and responsibilities were broken down and quantified for each team, with target assessment agreements signed at various levels. Through daily disclosures of production volumes and consumption levels, evaluations during competition weeks, and rewards given at the end of each month, teams were motivated to strive to meet or exceed these targets. This approach effectively created an incentive mechanism in which production volume, efficiency, and revenue were interlinked, thereby stimulating the enthusiasm of managers and employees to increase production and helping to achieve new heights in output for the facilities. In 2017, the bleaching powder production units operated at a high load level throughout the year, with the load rate reaching 108%. Despite having to carry out maintenance on 3 of these units, which resulted in a loss of 122 days of productive time, the factory managed to complete its annual production targets one day ahead of schedule, with output exceeding the designed capacity by 25%. 3. Manage equipment and facilities properly to improve corporate efficiency. Equipment and facilities are the main reliance for employees to carry out production activities. Equipment rotation maintenance and routine inspections were the key focuses of the Bleaching Powder Production Plant’s operations in 2017. To ensure that production and maintenance activities could proceed simultaneously, a comprehensive management model integrating central control, inspections, instrumentation, maintenance, and technical personnel was implemented, based on the plant’s actual conditions. This approach allowed for meticulous management of critical equipment and key pumps, as well as full-process monitoring. The control operator monitors the screens in order to get a comprehensive overview of the device’s operating status, ensuring that no minor issues or potential problems go unnoticed, and thus maintaining the device in its optimal operating condition ； The inspection staff carry out on-site inspections every hour as required, focusing on monitoring key operational parameters such as the equipment’s temperature, oil level, and pressure. Any issues detected are addressed promptly to prevent abnormalities from developing ； Redesign the inspection routes for key equipment such as dryers and intermediate storage tanks, focusing on monitoring changes in the temperature of various rotating equipment, as well as the conditions of the cooling water and lubricating oil systems, in order to reduce the temperature of these devices as much as possible. The branch plant completed tasks that were urgent, difficult, risky, or critical in the shortest possible time and with the highest efficiency, minimizing the impact on production. It achieved the goal of \"zero accidents\" in terms of safety, sustainability, and human-centered maintenance practices, ensuring that the installations could be shut down properly, repaired effectively, and restarted efficiently. Units 2#, 3#, and 5# started up as planned, with successful commissioning on the first attempt; the average daily production volume reached 18.67 tons, enabling stable operation at high load levels. 4. Control the on-site environment and strengthen organized management. To create a favorable working environment, the Powder Dyeing Branch focuses on carrying out the following three tasks: it classifies items on site into three categories – those with high usage frequency, those with moderate usage frequency, and those with low usage frequency. Commonly used items should be placed in an appropriate location, ensuring both safety and ease of use ； For items that are not used frequently, convenient shelves can be set up for storage ； Unnecessary items must be thoroughly removed from the site. Establish reasonable storage areas for special items. Chemical hazards present at the production site (such as various types of oils, harmful gases, paints, solvents, etc.) must be handled in strict accordance with relevant regulations; it is not allowed to stock them in excessive quantities or to place them randomly. To ensure clarity in all areas of the production site, the floors in the branch plants are marked with white paint, white tiles, or other materials to clearly indicate the locations of passages, semi-finished products, raw materials, and waste, thus maintaining order at the site. 5. Strengthen safety management to ensure orderly production. The First Plant of Sodium Hypochlorite conducts safety education through various means. For instance, it encourages employees and their family members to jointly sign “Family Conventions” and “Spousal Conventions” regarding safe production. It also organizes the “Three Admonitions” campaign—where parents advise their children, spouses counsel each other, and children advise their parents—as well as a safety awareness campaign featuring the motto “One Give, Three Reminders, Five Don’ts.” These efforts have effectively ensured that there are no accidents related to safe production at the plant. On-site management is an important part of chemical plant management; the quality of this management and its level directly affect the safety and stability of the entire production process in chemical enterprises. Therefore, in an environment where market competition among enterprises is becoming increasingly fierce, it is crucial to strengthen on-site management in chemical plants.