Maoming Petrochemical: Streamlining Teams to Optimize Human Resources

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According to Sinopec News Network (Zhong Dahai, Lin Yanfei), “After optimizing and integrating the front and back shifts of the two units in the rubber workshop, we were finally able to reduce the number of shifts from 16 to 8.” ”At the morning meeting in early December, Song Junyan, head of the Party and Mass Work Department of Maoming Petrochemical’s Chemicals Division, said. Maoming Petrochemical is steadily advancing internal reforms, focusing on the optimization and integration of work teams as a key task. The Chemicals Division fully promotes the successful experience of team integration in the butylene workshop. The integration process follows a three-step approach, with the ultimate goal of achieving team \"integration\": In the first step, efforts are made to train key personnel for the entire process, focusing on developing a group of team leaders and deputy leaders, as well as selecting appropriate cross-team leaders to prepare for team integration ； In the second step, the teams were formally integrated, with the equipment team being combined into the Da Heng team ； The third step involves deep integration of the already integrated teams, with appropriate regulatory and incentive measures in place to ensure thorough training throughout the entire process. Through the technical integration of team members and the consolidation of positions, a deep \"integration\" of these teams is achieved. This is a solid step taken by Maoming Petrochemical in optimizing its human resources. Building on the optimization and integration of Units 1 and 2 for polypropylene in 2015, the Chemicals Division focused on enhancing staff training. After half a year of preparation in the polypropylene workshop, the personnel from Unit 3 were incorporated into the larger shift system in January 2016, thereby optimizing and integrating the staff from Units 1, 2, and 3 into 4 shifts. The reduction in team sizes places higher demands on the skill levels of team leaders. In order to select qualified, competent, and outstanding team leaders, the polypropylene and rubber workshops carried out thorough selection processes for team leader positions, employing procedures such as voluntary applications, cross-departmental training, and rigorous examinations, ultimately determining the candidate for team leader of the Da Heng team. At the beginning of the year, the polypropylene production unit reduced its shift count from 8 to 4. Li Guofei and Ren Ailong lived up to expectations and emerged as the leaders of Shift 3 and Shift 4 respectively. These two team leaders have performed exceptionally well and have been awarded the title of “Most Trusted Team Leader” in the Chemical Engineering Division on multiple occasions. Peng Wei from the rubber workshop is a veteran employee who has worked on both the SBS unit and the styrene-butadiene rubber unit. Thanks to his familiarity with the processes, he passed the exams successfully and became the team leader of Team 1 in the rubber workshop, capable of handling the operations and management related to both rubber production units. Wang E, from the rubber workshop, is a young college student. Although he has no experience working with SBS plants, he studied hard and, through his own efforts, ranked first in the workshop’s \"full-process operation\" training, which enabled him to be elected team leader and become the leader of Team 3 in the polymerization section of the rubber workshop. In this team restructuring, apart from the two team leaders who performed outstandingly, the other 6 team leaders were also excellent. The 6 team leaders reduced in the rubber workshop were reassigned to serve as deputy team leaders, and based on their actual training exam results, they were transferred to become regular team members. In this way, 8 outstanding team leaders were selected through the competition for team leader positions in the rubber workshop. This year, the polypropylene workshop and the rubber workshop reduced their shift schedules by 4 shifts and 8 shifts respectively. By early December 2016, the chemicals division had reduced its workforce by 12 teams over the course of the year. At present, the chemical division has developed team optimization plans for the workshops assigned integration tasks, implemented cross-unit learning schedules, and laid a foundation for team integration. This approach aims to improve the efficiency of human resources, achieve high-quality team integration, and prepare the way for further staff reductions in order to supply talent for the CAS projects.