Summary of the work of the group administration

The first part of the first half of the work review

The second work area is distinctive. He has three main lines and distinctive features. Such as service quality, team stability, and safe production.

The quality of service is mainly reflected in the accurate measurement, the thoughtful service, the elimination of the card and the "stealing". Most of the oil products in the refined oil position can be exchanged into banknotes or directly used, and many private boat operations. The unconventional means of competition and the gambling psychology of the risky, let some dock employees struggle on the edge of desire and reason, the quality of service problems show diversified and continuous characteristics, and the grass can not eliminate the roots.

Safety production is the core work of the grassroots units. The focus of this work is to improve employees' business skills, safety awareness and responsibility, as well as a third-party safety issue that is difficult to control, such as violations of the ship’s cabin change. When you refine the pump, you can't find someone.

The contradictions of the grassroots units are mainly reflected in the cadres and the three people who confront the leading group with the vast ocean of the people. However, the second district clearly has a magnified image, which is characterized by a part of the people and another part of the population, which is called a part of the strong group and the most vulnerable groups, and the strong Jianghu culture is stronger and weaker. Dazzling "the truth of the world."

In the first half of the year, the administrative work mainly did the following work.

First, safe production

As of June 23, a total of 504 ships were operated, and the throughput was 2,539,916 tons, which was lower than that of ships and throughput in the first half of the year. The main reason is that international crude oil prices have risen sharply, and refineries have reduced production. The main work of safety production is as follows.

1. In conjunction with the "Steam Use Standards" issued by the company, formulate the "Oil Pipeline and Oil Tank Pressure Control Standards" in the second operation area, and do a good job in energy conservation and emission reduction. 2. Work closely with the dispatcher to do a good job in the crude oil transfer business. 3. Formulate relevant regulations on safe production and implement them. 4. Do a good job in pipeline temperature monitoring and pressure relief. 5. Strengthen communication with the refinery to ensure that the venting tank is at a lower level. 6. Seriously implement the ship guardianship system. 7. Actively carry out investigations on hidden dangers. 8. Complete the second and third level safety education for the transferred personnel as required. 9. Strengthen emergency plan drills. 10. Strict management and management of external construction personnel. 11. Launch “Ankang Cup” and safety month activities. 12. Strengthen the management of traffic vehicles and the management of full-time and part-time drivers. 13. Implement the port preservation responsibility system and earnestly perform its duties in actual work.

Second, rationalize management level

The second operation area has 122 people, 9 offices, 11 maintenance personnel and 102 production posts. Among the 102 people, there are 40 senior and deputy squad leaders, 7 large squad leaders, and 47 people manage 55 people, that is, 1 person manages 1.1 people, and there are too many management levels. The management level after smoothing out is: canceling the eight deputy squad leaders on the bank and the second terminal; the second and third terminals are merged into one post, and one squad leader is reduced. What is missing in the work area is not the management staff, but the frontline employees.

Third, establish a red flag job evaluation system

Concentrate on safety production and use the "Red Flag Post" as the carrier to set up safety production, labor discipline, on-site management, and implement five red flags. If the relevant aspects of this position do not meet the requirements, the corresponding red flag will be lost. . The activity is held once a month, not linked to the bonus, and no one vote is rejected. At the end of the year, the most red flag is the “Red Flag Post”, and a one-time reward or honor is given according to the actual situation. The event began trials in March and was officially implemented in April.

Fourth, strengthen service quality management

1. Revise the “Quality of Service Commitment”: stipulate the service standards for the staff of the terminal, provide free flat-panel vehicles for the ship and announce the complaint methods. 2. Strengthening the “Regulations for the Boarding of Employees on the Dock”: It is forbidden for the dock staff to board the ship to do matters related to their work and related assessment opinions. 3. Formulate the “Regulations on the Management of Liquefied Gas Storage Points”: clarify the responsible person of the oil storage point management and implement the double lock system management. 4. Cancel the operation area to collect the “Wharf Facilities Damage Fee Practice” from the ship. In case of damage to the terminal, it shall be reported to the technical department of the company for settlement, and the operation area shall not take the lead. 5. It is forbidden for the dock workers to dispose of the residual oil discharged from the pipeline. All the oil picking matters shall be handed over to Xilian, and our personnel shall be supervised, except for special circumstances. 6. Emphasize that employees' private cars are prohibited from entering the port. 7. With the strength of the company, the phenomenon of “thief touch” was rectified and achieved phased results. 8. Adjust the relevant personnel who are slow to reflect the employees' attitudes. 9. Visit the ship and learn about the service of the staff. 10, the use of shift meetings, the squad leader will often emphasize the quality of service.

V. Do a good job in business training

How to improve the staff's business ability, how to let employees know and know why, and to master the business flexibly is the direction of the grassroots unit leaders to train employees. Through investigation and investigation, it is determined that Wang Xitian and Shi Chengjun will train the main business operation procedures of each position and the common sense of safe operation of refined oil products. The time is March 22nd, 23rd, April 12th and 13th, and the four full Saturdays and Sundays will be used to give a lecture in the morning, and the group will have a meal at noon. Thanks to the cheerful form, the content combined with the actual, and can enhance the communication and communication between each other, the effect is very good. On June 11th, 12th, 13th, 14th, and 18th, technicians Yan Feng trained the land-based oil loaders and measurement laboratories.

6. Grasp the construction of the echelon

1. The training of the class leader and the duty officer of the second-level dispatch. The second-level dispatching post will serve as the base for the training of the second-level college students, providing a platform for the graduates of colleges and universities to demonstrate their ability to provide their ability to provide backup force for the company's talent training. If you can't be the duty monitor, the squad leader, the technician, or the company, you must go back to the team within one to two years. In principle, the duty officer must go through each position. Due to the increase of an average of 2 off-duty shifts per month, the production staff was tense and the development plan was rushed to end.

2. The technical staff is fully capable of training. In order to allow graduates of technical secondary school graduates to become talented early, consciously let them take responsibility, pressure, do topics, write articles, do planning, engage in "diplomacy", reputation, and ability to improve, for three The division of labor of technicians has been adjusted to achieve a transition from a single, one-sided to amphibious and comprehensive development. What young technicians lack is encouragement, motivation, recognition, and passion. If they really don't deserve to be reused, they are physically inclined.
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3. The training of the reserve strength of the squad leader. The quality of the squad leader directly affects the safe production of the post, and its importance even exceeds that of the squad leader. Cultivating a group of squad leaders with high ideological quality, strong business ability and integrity is equivalent to indirectly training a large number of qualified employees, because the squad leader's awareness affects the performance of most employees. The squad leader is too hard and the whole team will be hard or hard. To a certain extent, the squad leader is the avatar of the leadership of the operation area in various positions. He needs to have a better comprehensive ability. The business is not necessarily stronger than the squad leader. The selfishness cannot be too heavy, not too imaginary, and cannot be gang or executive. Strong, the people's foundation is good, and the leadership is a good staff. This class is relatively stable.

4, the backbone of the post business training. The task of cultivating the backbone of the post is mainly to be done by the squad leader and the squad leader. The key is the influence of the squad. To this end, we often work with the squad leader to develop some targeted job training programs, including consciously taking penalties to achieve their professional life.

Seven, improve team cohesion

If you can adjust your employee's status to the best, a lot of work will be done easily. Under the premise of ensuring the safe production of the post, we have organized a large cross-class meal, a two-day tour of the Bingyun Mountain in Bingyugou, and thanked the company leaders for their concern and support for the staff of the second district.

Eight, adjust the distribution mode

Reasonably distributing the salaries of the company to employees is a key factor in the stability of the workforce. It is necessary to avoid the inequality of egalitarianism and the disparity between the rich and the poor. The principle is to ensure that the bonuses of most employees cannot be lower than those of other units in the first line, and they should be appropriately inclined to positions with higher labor intensity, so that it is reasonable.

According to the actual production situation, the operation area will give a one-time reward to the relevant posts from time to time for the team activities. The position of the second-level reconciliation technician is mainly to train graduates of colleges and universities, and to enhance the ability as the primary demand rather than the material interest. The duty officer must flow, otherwise a vicious circle will be formed and the child will be mistaken.

Nine, create humanized management

The traditional management model can be summarized into the following three types: one is strict management by means of “penalty”; the second is gentle management based on “reward”; the third is characterized by “penalty” and “reward”. "Strict and fair" management. These management methods use honey as a bait or threatened by a whip to achieve their purpose. With the development of the times and the renewal of ideas, this "carrot" plus "big stick" management has already spurred the enthusiasm of employees to work hard.

1. Adjust the incentive mechanism: Let each squad leader recommend a favorite successor and consciously cultivate the exercise. The assessment of the erring staff is based on a humane approach, dissatisfied with the disposition, and every effort is made to make every employee a manager and care about this position. Assessment is not an end. The more employees are assessed, the worse the leadership management is.

2, decentralization, authorization and reasonable promotion: the establishment of the squad leader, different opinions, set the benefits, since it is set, it should give it a certain power, maximize his role, employ no doubt, doubt If people do not need to, they should dare to authorize them. If they abuse their power or improperly authorize them, they must have the ability to withdraw their power at any time. Leaders should not interfere too much with the normal production work of the post, let the employees do it, the responsibility is led by the leadership, and the leadership can do nothing. The employees have a lot to do and cultivate the sense of success and responsibility of the employees, not the sense of loss and dependence.

Ten, pragmatic innovation and grasp the implementation of the system

There are many systems in the grassroots units, and they are very detailed. What we lack is not the system, but the system that can implement the system without compromise. The main reasons for these problems are as follows: Some people think that the work is thought to be arranged, even if it is finished; I think that I have done this before, there is no need to do it according to the system; some people think that it is not managed according to the system, everyone does it, and so on. In order to implement a good system, the relevant person in charge should check the inspection. The technicians, the squad leader and the leaders of the operation area are required to check and check at any time, and the rewards and punishments are clear.

The second part has problems

First, did not play a good team strength. Insufficient communication between the teams has affected the team's strength.

Second, 6.6 events: This incident of stealing oil exposed many problems. Subjective reasons, objective reasons.

1. The information feedback channel is not smooth and distorted, and the leader does not grasp the actual situation of the post. 2, employees are lucky, "gambling can win" mentality is still in a certain range of memory. 3. There are omissions in management. The docking staff and the ship's collusion and stealing oil are not the focus of prevention. Instead, the focus is on the petty theft, which objectively gives the stealing oil molecules a psychological advantage. 4. The effect of ideological education is not obvious. The staff's psychological defense line collapses in the face of huge temptations, and they are in danger when they are lucky. 5. The relevant rules and regulations have not been consistently implemented, providing an unimpeded and convenient condition for theft.

Take measures: 1. Implement the sealing system, which will be implemented by the second-level transfer and confirmed by both employees of the terminal. 2. Cancellation of the fixed-duty squad leader on board the ship, requiring the shift supervisor and duty officer to take the ship on a turn, accompanied by the post personnel. Due to the tightness of the dock staff, this regulation was not implemented very well. 3. Combine the company's personnel to exchange opinions and do a good job in internal and external communication. 4. Make relevant regulations on the control of barreled oil products to avoid artificial encroachment. 5. It is forbidden for the operation area to take the lead to collect any fees from the ship. 6. It is not advisable for the dock staff to “force” the ship to write relevant certificates.

The third part of the second half of the work plan

First, standardize on-site management:

1. Do a good job in pipeline identification. 2. Set the crew passage indicator. 3. Update the contents of the post kanban and increase the flow chart. 4. Improve the site management level of the base. 5. Refer to August 3 and do a good job of visualizing the lobby on the first floor. 6, knot

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