Heart and heart

Heart and heart are involved <BR>Remove the "wall of the heart"

The Mazhai Oil Mine is close to the production plant of the No. 3 Oil Production Plant, which is nearly 20 kilometers away. Unlike most grassroots production units, this mine has relatively independent production and living areas. In addition to work, the mines have to worry about eating and drinking Lazars. In the past, small employees involved in the daily work and life of employees, many employees thought that things were small, because they were unwilling to speak out, and they were even more reluctant to report to the leaders. The result was boring in the heart, the problems could not be solved in time, and the work affecting the work was occur.
A small event at the beginning of 2000 made the mine leader shake a lot. At that time, there was only one big car in the mine. When it was used, the dispatcher sent an open-top truck to pick up and drop off workers to work and get off work. In the face of wind and rain, the workers suffered from the bumps and did not say, but also to withstand the wind and rain, they are full of grievances. As a result, many employees simply rode bicycles to an online class more than 10 kilometers away. The phenomenon of late arrival and early departure is very common, and the responsibility of employees has dropped significantly, resulting in relatively passive work and a sharp decline in crude oil production. The mine leaders realized that it is not enough to rely on the ideological and political work methods of the single preaching in the past to rely on the limited leadership to receive the working methods of the day. It is necessary to set up a "speaking hall" for employees to open their minds and speak freely.
Since then, Mazhai Oil Mine has embarked on an “accessible communication” activity. In the mine, a questionnaire is distributed to employees every month. The principle of mutual communication is the principle. What do employees think, what they want, what they welcome, what they oppose, what difficulties and problems, what opinions and requirements can be written in this On the table, regardless of whether the question is reasonable or not, the mine leader must give a reply and post the content and reply in the mine disclosure column. The monthly questionnaire was issued, and the “wall of separation” between the leaders and employees was removed, and a “table” that listened to the staff’s “grievances” and relieved the employees’ minds was set up. This is the beginning of the mine's “accessibility communication” campaign.

Set up a "connected heart bridge"

At the beginning of the “accessibility communication” activity, some employees worried about the form of the activity and raised the issue. After learning about this situation in the mine, the employees solemnly promised the "three 100%:" "accessible communication" questionnaire unified number, the transmission and reception rate of 100%; the problems reflected by the employees, according to can solve, can not solve the classification, 100% solution or feedback from superior leaders and departments; 100% do not criticize, do not attack, and do not retaliate against employees who reflect problems. This "three 100%" gave the employees a "reassuring", and the employees reflected the difficulties and problems, the opinions and the demands of the initiative were unprecedentedly high. In response to every opinion of the employees, the Mazhai oil mine can solve the problem seriously and in a timely manner, and the unsettled positive leaders reflect that there is echo in everything.
In April 2003, in response to the fact that some employees submitted a monthly questionnaire survey and the employees saw slow feedback on solving the problem, Mazhai Oil Mine made bold attempts to use the Internet for a large amount of information and convenient inquiry. The quick feature has opened up the “Accessibility Communication” column on the Mazhai Oil Mine website. Many employees can work on the Internet to make suggestions and see feedback when they are at home, and the working hours and space of the “Accessibility Communication” activities have been expanded.
The problems raised and raised by the employees are mainly solved in the mine. There are more than 300 shift workers in the Mazhai oil mine, accounting for more than 80% of the total number of mines. Since the water supply and gas supply are regularly supplied according to the normal working hours of the employees, this brings great inconvenience to the life of the shift workers. After the employees reflected this problem, the mine leaders personally went to the water supply and gas supply departments to negotiate and extend the water supply and gas supply time. After many efforts and coordination, the water supply and gas supply came half an hour early in the morning and closed for half an hour in the evening, which solved the problem of inconvenience caused by the lack of water and gas in the life before and after the workers shifted, and the related time of water, electricity and gas. The problem of non-uniformity was also solved in time.
Since most of the shift workers ate at the staff canteen at noon, the price of meals in the staff canteen was also written by most employees. In response to this problem, the mine sent a special person to conduct a detailed investigation on the price and quality of the food in the mine department and the first-line canteen, and came to the conclusion that the price of meals in the staff canteen is basically sold at the cost price. In the case of soaring prices, the price of food in the canteen has not been adjusted, and the quality of the food is also guaranteed. In the mine, this situation will be explained to the employees, and the principle of serving the employees will be guaranteed. The employees must be full, eat well and be satisfied. As a result, the doubts of the employees’ minds vanished.
The labor insurance raincoat of Mazhai Oil Mine was once integrated up and down. Every rainy day, the workers on duty went to the patrol, and the rain flowed down the raincoat to the rubber shoes. When they came back, they could pour out a lot of water in the rubber shoes. The employees also reported that it is more troublesome to use the raincoat to climb the pumping unit. It is not easy to say that the pumping unit does not say that the clothes are not compact and swing back and forth with the wind. If it is hung on a certain part of the pumping unit, safety is a big problem. It’s all about spending money, why not buy more practical? Because the purchase of labor insurance was purchased by the factory's unified plan, the mine did not have the right to buy it separately, and immediately reflected the problem to the factory, and coordinated with the relevant departments in the factory. Nowadays, the raincoats issued by the Mazhai Oil Mine are all separated from each other. The workers are close-fitting and comfortable, and they are more likely to work.
For individual problems of individual or some employees, the mines are solved one by one. Some employees have reported that the upstairs residents have too loud voices. The elderly and children at home are unable to guarantee an early break. They have repeatedly reminded the residents on the upper floors that they do not work. Immediately dispatched people to the residential building to conduct mediation, work through the upstairs and downstairs, let the attention of the upper floor, the understanding of the downstairs, both sides are humbly one step, this problem has been well resolved.
In order to motivate the workers' enthusiasm for work, this mine has set a salary scale for different positions when setting up salary. The oil-transportation post is a post that is hung in the government. It has been fixed according to the issuing standards of the government. The workers who can transport the oil-steel workers are in the production line, and the wage gap is large. In this regard, several workers in the oil station have a great opinion. The mines actively dispatched labor and other relevant departments to investigate and verify the oil delivery posts. Through understanding, they believe that their posts are linked to the organs, and in terms of the nature of their work, they should be close to the team positions of the frontline production teams. As a result, the mine adjusted the wage standards and bonus factors of the oil delivery posts in time to make up for the loopholes in management, and quickly untied the “疙瘩” of the employees’ minds.
As the problems raised by the workers were solved one by one, the problems reflected by the employees in the past six months have become less and less. Under this circumstance, the mines have passively accepted the workers to reflect the problem as a self-seeking problem, which is not reflected to the employees, but is beneficial to improving the work and living environment of the employees, and can mobilize the enthusiasm and subjective initiative of the employees. The mine took the initiative to propose it. In view of the duty point in the mining area, far from the front line, to solve the untimely situation of the accident, the mine proposed to move the duty point to the front of the oil zone, which not only increases the safety of the night shift workers, but also facilitates the work. After the shift point was moved forward, it was inconvenient for the cadres and workers to eat. To this end, the mine opened five small canteens on the front line, which solved the problem of dining on the front line and shift cadres and workers, and received wide acclaim from the staff.

Be a good master

In the past three years, the “Accessibility Communication” campaign has collected more than 670 opinions and suggestions from employees, and more than 610 articles have been answered and resolved in the mine. The employees have been explained in detail for some problems that cannot be solved temporarily. The development of the activities has made a promising change in the Mazhai oil mine. The relationship between the cadres and the masses is close, the employees' emotions are straightened out, the morale is high, and the production is over-exploited and the development is made. The people in Mazhai share the same spirit. The crude oil production is over-production year after year, and various development indicators are in the forefront of the eastern oilfields in China. The oil field has entered a track of benign development.
While receiving the concern in the mine, the employees also put their heart on the oil and gas production work, and offered suggestions for production and management. The atmosphere of “home” with family affinity was formed. The oil-making nine-team electrician Shi Shengying saw the failure of some well alarms and offered the idea of ​​updating the alarm device. He got the strong support from the mine. Under the leadership of Shi Shengying, he developed the "improved pumping unit." Well alarm". The cost per unit of the device is 200 yuan, only 1/9 of the original alarm price; the high-tech product of the mine, the high-voltage energy-saving motor can not be used due to the lack of supporting power distribution cabinets, Shi Shengying actively studied, after more than 3 months After observing and observing the information, he developed a high-voltage control switch box to make this high-tech equipment "return to life." According to the long-term observation and monitoring of the Weizhou 95-86 well, the oil production team of the 10th team of the oil production team proposed to save 600,000 kilowatts of electricity in one year after ensuring the daily production of the well. Time. After the workers at Mazhai United Station saw the news that natural gas could generate electricity from the power magazine, they thought that the natural gas in the joint station would be empty, not only wasting resources, but also polluting the environment. It was recommended to install a natural gas generator in the mine. After the department’s inspection, this proposal was adopted. After the generator is put into production, it will generate more than 100,000 kWh per year, which basically meets the domestic electricity consumption of the whole mine. Oil production ten team welder Ding Fujian saw that the design of the injection pump was imperfect, and frequent replacement of parts occurred. He took the initiative to undertake the transformation of the 3ZY-4/37 Dagang pump and the 3ZY125A-89/45-24 pump. After the successful transformation of the project, the service life of the mine's water injection pump is significantly extended.
In the past three years, the employees have carefully evaluated their "parental officials" based on the principle of "knowing everything, saying nothing," and through democratic appraisal, Mazhai Oil Mine has publicly removed more than 10 cadres, and the leadership has obtained staff. Advocate and trust, the consciousness of the "owner" of the employees as a mine has been unknowingly rooted in the heart.