Do every job and enjoy every holiday

Do every job well

Enjoy every holiday

In the process of modern production, the bottleneck problem that mature enterprises face to achieve breakthrough progress is efficiency and talent issues. Based on the innovative road of actively exploring production management methods, the Seventh Oil Mine put forward the more humanized management concept of “doing every job and enjoying every holiday” based on the improvement of production efficiency and the protection of employees' interests. At the same time, using the advanced awareness to implement no overtime management, that is, to use the management's hard work in exchange for the enjoyment of the operation layer. No overtime management is a management method that uses the modern management method scientifically for a limited time, effectively exerts the eight-hour work time limit, and maximizes the goals of each work to achieve the goal of not working overtime or less overtime.

The assault battle is the oil field produced under certain historical conditions. It has played a huge role in the development and construction of oil fields. People often praise or reward the number of battles and overtime work. This management method is also followed in the daily management of oil production mines. Basically, several types of upper-level battles such as “100 days of work and management level” are carried out every year. During the war, cadres and employees worked overtime, physical and mental exhaustion, and the management level could indeed be improved to a certain extent. However, after the end of the war, a relaxed mentality was generated, which led to a staged decline in management. Based on this situation, it is necessary to carry out various types of battles, which are repeated every year, forming a vicious circle. The management level of the whole year is sinusoidal, and the overall level has not risen. The biggest harm is that the labor and the people are hurt, which affects the normal rest of the employees and infringes on the legitimate rights and interests of the employees. According to the investigation and research, the main tasks of employees working overtime are painting, flat wells and ground standardization. The per capita workload is 3-4 wells. Therefore, as long as the management personnel are properly inspected and supervised, It is feasible to establish a sound and complete text management to achieve no overtime. In response to this management method, the whole mine has carried out scientific and standardized arrangements for various tasks, and gradually improved and perfected a set of measures to achieve no-overtime management, so that employees can do every job and enjoy The purpose of each holiday has solved the problem of unstable management level and unprotected employee benefits in production management, and has taken another gratifying step in realizing human-centered management. The seventh oil mine takes different measures at the management and operation levels to ensure the effective implementation of no overtime management.

Do not pay much for the hero, but how much to gain success or failure - the results of the assessment let management think about things can be officers. No overtime management promotes management to establish a market-oriented management philosophy. How to adapt to the market, strengthen cost control, improve investment efficiency, and integrate all management areas and management activities with the market is the core content of enterprise management innovation. No overtime management makes managers in the enterprise management with the general establishment of market concepts, the concept of competition, benefits, quality, and the concept of survival of the fittest are continuously strengthened. With the continuous development and changes of the internal and external environment of enterprises, and constantly reforming and innovating working methods, the core competitiveness of enterprises can be enhanced. Cadres are carefully deployed in grassroots management, paying attention to basic management, and formulating scientific and reasonable management assessment methods. In the absence of overtime and undertime work, in order to maintain a steady increase in management water, the past passive management methods have been changed. Do more "useful work", more close to lean production methods, pay more attention to cost reduction, benefit increase and employee benefits, to achieve twice the result with half the effort, and combine the quality of management with personal development. The final "fruit", that is, the results of the annual management level and the completion of production tasks, has risen steadily. Under the guidance of this concept, we focus on the concept innovation, the idea innovation, and the management innovation. For example, after the high level of production, the 14th Group of the China-China Union has resolutely put forward the “knowledge supervisors who are striving to be innovative enterprises, and strive to become knowledge. The knowledge workers of the enterprise have successively been at the forefront of the whole plant in the work of corporate culture construction and "three managements". After the introduction of the system and assessment methods, in the absence of overtime and overtime work, it is necessary to maintain a stable and manageable situation in the management of water, and must play a good management planning, supervision, and inspection functions. In the process of the implementation of the “No Overtime Management Measures”, the seventh oil mine conducts regular inspections and irregular inspections of the grassroots teams every month, and improves and refines the monthly assessment method of the mines, and strictly evaluates them according to regulations. So you can find problems at any time and solve problems at any time. The management personnel are concentrated to the grassroots team for a large-scale inspection once a month. The sampling rate of the oil and water wells is required to be 15% or more, the inspection rate of the warehouse is 100%, and the 15 employees of the production office are divided into three groups. The inspection is carried out for 5 days, and then the inspection results are summarized. In order to enable the management level to be effectively improved in the inspection, in addition to the normal inspection, the management personnel will go to the contractor to guide the grassroots work from time to time, especially for the problems identified in the monthly inspection, to help the grassroots to solve the problem, so that management The hard work in exchange for the enjoyment of the operating layer to achieve "no overtime" or "less overtime."

After the completion of the day, the day of the day and the day - the process control makes the operation layer orderly and efficient. The implementation of no overtime management is essentially an improvement of efficiency to replace the extension of time. Its significance is very far-reaching, guiding employees to emancipate their minds, change their concepts, and promote the development of employees' potential and the active activation of operational layers. After the work system and management plan are formulated, a large part of it is implemented by the operation layer. It is especially important to effectively exert the subjective initiative of employees while standard text management and strict quantitative management. Enterprises can only be prohibited by training employees. Work style, form a "doing the best" work atmosphere, in order to fundamentally solve the problem of low work standards and business skills. On the one hand, it urges employees to conscientiously implement various work systems and management plans, improve work efficiency, and complete various production tasks. At the same time, active education motivates the sense of responsibility of employees, and allows employees to truly “be on the job, be responsible, work, and live”. First, the daily work of employees is quantified and refined. The grassroots team establishes quantitative management and quantitative assessment programs for two levels and two links. The two levels are the on-site management layer and the on-site operation layer. The two links are process management links and performance management links. Through the quantitative management and quantitative assessment, the operation day of the operation layer is completed, so that no overtime is achieved. Since the establishment of the 14th team in the mine, there has been no strict overtime management, and the team has actually developed a strict quantitative management method. They implement three-dimensional shift management in the duty position to ensure the previous shift and the next shift. "Complete"; establish a sound work flow system in the duty position, stylize the daily and repeated management work; develop a quantitative assessment system for bonus distribution. Under the management of bonuses and monthly measurement of ordinary employees, the management level of the Group 14 has always been at the forefront of the whole mine, and their management experience in this area has also been exchanged throughout the plant. Second, the management process is smooth. According to the actual situation of each position, the management procedures and inspection contents of each post were standardized, and the job description system and point management system were improved, so that the operation layer can clearly understand its daily work tasks, working methods and work standards, so that it can be effective. Realize the completion of the day, avoid overtime, and let them fully enjoy and recognize the benefits of no overtime management.

Since the implementation of no overtime management, the management level of the 18 grassroots squads of the whole mine has not declined, and it has risen steadily. The quality of employees has been greatly improved. The production work is among the best in the inspections of the factory. No overtime management is the production of the oilfield grassroots. The scientific, standardized and efficient management has opened up a new path.