Youth role deeds
Liu Penghui, born in August 1984, has a college degree in education and is a member of the Communist Party. In July XX, he joined the work and served as technical director and deputy team leader in the Han II project department. He is currently the director of the project management department of the Han II project department. Dedicated to the winner of the award.
Since joining the work, Comrade Liu Penghui has been determined to make progress, dare to innovate, give full play to the role of the youthful life force, practice the purpose of the Communist Party members with his own practical actions, and show the style of young managers in the new era.
In the technical responsibility and production management of the Chimney Team and the Civil Engineering Team, he advocated “based on safety production, focusing on progress and quality, focusing on technical guidance, highlighting development, bringing a good team and enhancing the skills of employees. Level, implement the standardized management of the team, continuously deepen the construction site, realize the management ideas, mechanism innovation, scientific and technological innovation, and lay a solid foundation for the team's management work. Every day, he always insists on the first work, the last one gets off work, he can see his figure at the construction site at any time. Wherever he encounters problems, he has his figure and establishes a good and energetic youth manager. The image has also become an example for the majority of young people to compete for competition. He puts forward some reasonable demands on the employees, and he tries his best to solve the problem. He implements the publicity system on the outstanding issues such as the rules and regulations of the staff, and actively adopts the opinions and suggestions of the employees and stabilizes the workforce. When the first phase of the project was completed in March and April of XX, due to unfavorable factors such as low engineering volume and tight capital, the team was undecided. Many workers were squatting on the edge, causing serious human resource pressure on the construction period. In order to stabilize his work, he actively organized young people on the team to use their spare time in the evening to learn, to enhance their knowledge of theory and professional skills, and to be reasonable and motivated, not only to stabilize the workforce, but also to prevent construction. The occurrence of bad behavior of personnel also improved the quality of the staff, ensured the smooth progress of the project, laid a good foundation for team building, and was unanimously recognized by the leaders of the team and the project department.
In the second phase of the Hancheng project, the grassroots civil engineering team 8 served as the main building of the project department with the largest amount of engineering, technical difficulty and the most complicated production organization. As the grassroots technology and production leader, it was also the first time to be responsible for this project. He is well aware of the challenging nature of this work in the technical management of his work. In order to carry out the construction on the spot, he often gets up early, is busy in the daytime, busy on-site during the day, and works overtime to familiarize with the drawings at night. At the same time, he constantly discusses and learns with experienced employees, collects relevant knowledge from books and the Internet, and understands the advanced construction techniques of various projects. Various types of materials, mechanical properties, etc., continue to optimize construction technology solutions. There are many bolts, embedded parts and holes in the main plant construction, and it is cumbersome to calculate the dimensions on the drawings, and it is easy to make mistakes, omissions or positional deviations, etc., which will affect the future installation work. In order to avoid the addition and subtraction of the site and the impact of the on-site addition and subtraction errors on the quality and construction progress, he worked overtime before each project construction, and all the embedded parts, bolts, etc. were drawn according to the axis by computer graphics. The small picture, and the other technicians check each other and send it to the construction personnel. All the dimensions are clear at a glance, which brings great convenience to the construction. In the on-site construction process, he almost followed the whole process of tracking inspection and guidance and acceptance, especially for the special parts to be completed together with the construction personnel. For each bolt and each piece of iron, he had to personally check and collect the accuracy.
In October XX, Comrade Liu Penghui was transferred to the engineering management department to serve as the director of the engineering department. Since the construction of the bridges and the Weihe River have been carried out successively, the engineering technology and quality management personnel have been transferred a lot, which has led to a sharp increase in the pressure on on-site engineering technology management. After he went to the engineering management department, he saw the status quo of the project management department. The second phase of the project was late. He knew that it was impossible to increase the corresponding technical management personnel. The earthwork and installation technicians were able to stand alone. The civil engineering technicians had less work experience. In order to make full use of the functions of the engineering management department and ensure the normal management of the site, he brought the civil engineers to the site to familiarize with the environment during the day, understand the construction conditions and the construction process and process connection of each construction project, and be familiar with the drawings at night. Learning relevant norms, compiling construction plans, so that civil engineering technicians can quickly enter the state, and can now complete individual project technical management work independently. The Hancheng Phase II project is different from the previous projects. There are three management units of Datang, One Company and Net New Electromechanical. The main factory, chimney water tower and desulfurization projects have all started. In addition to participating in the meetings of various units every day, Basically, we must keep inspection instructions for each construction site 3-4 times a day, and often work overtime until late at night. Although the work is very busy, there is no relaxation in learning. In the usual work, we constantly strengthen the study of professional knowledge and political theory and policy system, use theory to connect with the actual style of study, combine the actual situation of the project department, emancipate the mind, update Concepts, broaden horizons, apply what they have learned, improve their ability to use theory to solve practical problems, enrich and enrich themselves, and improve their theoretical quality and management.
He is such an enterprising and dedicated person, interpreting the meaning of youth with his own actions, highlighting the vigorous vitality of the youth management pioneers in the new era, and leading young people to sway the youthful enthusiasm and sweat for electric power construction!
Since joining the work, Comrade Liu Penghui has been determined to make progress, dare to innovate, give full play to the role of the youthful life force, practice the purpose of the Communist Party members with his own practical actions, and show the style of young managers in the new era.
In the technical responsibility and production management of the Chimney Team and the Civil Engineering Team, he advocated “based on safety production, focusing on progress and quality, focusing on technical guidance, highlighting development, bringing a good team and enhancing the skills of employees. Level, implement the standardized management of the team, continuously deepen the construction site, realize the management ideas, mechanism innovation, scientific and technological innovation, and lay a solid foundation for the team's management work. Every day, he always insists on the first work, the last one gets off work, he can see his figure at the construction site at any time. Wherever he encounters problems, he has his figure and establishes a good and energetic youth manager. The image has also become an example for the majority of young people to compete for competition. He puts forward some reasonable demands on the employees, and he tries his best to solve the problem. He implements the publicity system on the outstanding issues such as the rules and regulations of the staff, and actively adopts the opinions and suggestions of the employees and stabilizes the workforce. When the first phase of the project was completed in March and April of XX, due to unfavorable factors such as low engineering volume and tight capital, the team was undecided. Many workers were squatting on the edge, causing serious human resource pressure on the construction period. In order to stabilize his work, he actively organized young people on the team to use their spare time in the evening to learn, to enhance their knowledge of theory and professional skills, and to be reasonable and motivated, not only to stabilize the workforce, but also to prevent construction. The occurrence of bad behavior of personnel also improved the quality of the staff, ensured the smooth progress of the project, laid a good foundation for team building, and was unanimously recognized by the leaders of the team and the project department.
In the second phase of the Hancheng project, the grassroots civil engineering team 8 served as the main building of the project department with the largest amount of engineering, technical difficulty and the most complicated production organization. As the grassroots technology and production leader, it was also the first time to be responsible for this project. He is well aware of the challenging nature of this work in the technical management of his work. In order to carry out the construction on the spot, he often gets up early, is busy in the daytime, busy on-site during the day, and works overtime to familiarize with the drawings at night. At the same time, he constantly discusses and learns with experienced employees, collects relevant knowledge from books and the Internet, and understands the advanced construction techniques of various projects. Various types of materials, mechanical properties, etc., continue to optimize construction technology solutions. There are many bolts, embedded parts and holes in the main plant construction, and it is cumbersome to calculate the dimensions on the drawings, and it is easy to make mistakes, omissions or positional deviations, etc., which will affect the future installation work. In order to avoid the addition and subtraction of the site and the impact of the on-site addition and subtraction errors on the quality and construction progress, he worked overtime before each project construction, and all the embedded parts, bolts, etc. were drawn according to the axis by computer graphics. The small picture, and the other technicians check each other and send it to the construction personnel. All the dimensions are clear at a glance, which brings great convenience to the construction. In the on-site construction process, he almost followed the whole process of tracking inspection and guidance and acceptance, especially for the special parts to be completed together with the construction personnel. For each bolt and each piece of iron, he had to personally check and collect the accuracy.
In October XX, Comrade Liu Penghui was transferred to the engineering management department to serve as the director of the engineering department. Since the construction of the bridges and the Weihe River have been carried out successively, the engineering technology and quality management personnel have been transferred a lot, which has led to a sharp increase in the pressure on on-site engineering technology management. After he went to the engineering management department, he saw the status quo of the project management department. The second phase of the project was late. He knew that it was impossible to increase the corresponding technical management personnel. The earthwork and installation technicians were able to stand alone. The civil engineering technicians had less work experience. In order to make full use of the functions of the engineering management department and ensure the normal management of the site, he brought the civil engineers to the site to familiarize with the environment during the day, understand the construction conditions and the construction process and process connection of each construction project, and be familiar with the drawings at night. Learning relevant norms, compiling construction plans, so that civil engineering technicians can quickly enter the state, and can now complete individual project technical management work independently. The Hancheng Phase II project is different from the previous projects. There are three management units of Datang, One Company and Net New Electromechanical. The main factory, chimney water tower and desulfurization projects have all started. In addition to participating in the meetings of various units every day, Basically, we must keep inspection instructions for each construction site 3-4 times a day, and often work overtime until late at night. Although the work is very busy, there is no relaxation in learning. In the usual work, we constantly strengthen the study of professional knowledge and political theory and policy system, use theory to connect with the actual style of study, combine the actual situation of the project department, emancipate the mind, update Concepts, broaden horizons, apply what they have learned, improve their ability to use theory to solve practical problems, enrich and enrich themselves, and improve their theoretical quality and management.
He is such an enterprising and dedicated person, interpreting the meaning of youth with his own actions, highlighting the vigorous vitality of the youth management pioneers in the new era, and leading young people to sway the youthful enthusiasm and sweat for electric power construction!
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