【Learning from Others’ Successes】Lanzhou Petrochemical’s Rubber Department’s Special Flight Initiative Raises the Bar for Equipment Management

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On the 25th of that month, the shift leader of the polymerization team at the 15,000-ton/year nitrile rubber production unit in Area 1 of Lanzhou Petrochemical Company’s Rubber Department led his team members in replacing all the bolts of the level gauge drain flanges as well as those of the distribution plate drain flanges that were worn out. To further implement the management philosophy of \"doing everything on-site,\" the Rubber Department of Lanzhou Petrochemical adheres to the requirements of \"four strengths\" in management, and vigorously promotes the initiative to make \"brightly labeled pumps\" and achieve the status of \"best pumps.\" By establishing a management system with clear responsibilities and full employee participation, it strives to overcome challenges in on-site management, thereby laying a solid foundation for the safe and stable operation of the facilities. In the nitrile rubber section, taking “implementing the two responsibilities – namely, responsibility is associated with task assignment, and accountability is linked to area management” as a starting point, efforts are made to ensure that the management system based on task and area assignment is effectively put into practice. On the one hand, following the \"ten-point\" approach to equipment maintenance, the four responsibilities related to equipment cleanliness, lubrication, integrity, and operational performance are assigned specifically to individual persons. On the other hand, using the \"80-character\" guideline as a benchmark, it ensures that team responsibilities are fulfilled, enables comprehensive control over the production environment and safety standards, and establishes a responsibility community characterized by party members taking the lead, teams sharing responsibilities, and all employees participating in governance. In terms of building the responsibility network, the nitrile industry adopts a grid-based management model for regional innovation. The committee members set an example by each taking responsibility for 1–2 key charter flights, which were then publicly listed to identify them and serve as a model. Professional technicians in areas such as processes and equipment are responsible for overseeing the rectification work related to chartered flights, carrying out daily inspections and weekly checks to ensure the stable operation of the equipment through their expertise. The team members responded actively, with each person responsible for 1–3 personal aircraft, ensuring that \"there is a committee member in every area, everyone has an aircraft assigned to them, and everything is under someone’s supervision.\" At the same time, the responsibilities related to charter flights and designated areas are refined, with clear standards and procedures for each task, thereby achieving more detailed and standardized management. To ensure the steady progress of the activities, various grassroots units in the Rubber Department have established a full-cycle assessment mechanism featuring daily evaluations, weekly inspections, and monthly joint reviews. Each team must proactively \"report on the status of their leased equipment\" daily through the regional instant messaging group, thereby showing the maintenance status of such equipment and ensuring transparency regarding its condition as well as visibility of the management process. Professional technical personnel in charge of regional equipment strengthen supervision and assessment on a simultaneous basis; weekly inspections are carried out to ensure comprehensive checks of all equipment under the dual-management system. At the end of each month, the \"best pumps\" and \"worst pumps\" are identified, and corresponding rewards or penalties are imposed, thereby establishing a long-term mechanism for recognizing excellence and addressing weaknesses. Notably, the aircraft pumps awarded as the best will be given priority in being included in the Red Flag Aircraft Pump evaluation and recognition system, thereby serving as a model for others. “Previously, equipment maintenance was a ‘task’, but now it has become a ‘competition’! ” An employee who participated in the event remarked. Currently, employees in various departments of the rubber division are proactively learning equipment maintenance knowledge, voluntarily sharing their experiences, and showing an increasing enthusiasm for the daily maintenance of equipment. Each region will continue to focus on the four goals of \"reshaping the site appearance, improving professional management, fostering positive behavioral habits, and enhancing the overall spirit of the team.\" By leveraging the \"Bright Package Plan\" as a tool, they will keep optimizing management mechanisms, shifting site management from ad-hoc rectifications to sustainable governance. The \"Bright Package Plan\" will serve as an important means to unlock employees’ potential and improve management efficiency, thereby ensuring the safe and stable operation of equipment.