Mr. xxx is currently the project manager for the 2003 provincial key support project -- the Fujian Nanping Aluminum Co., Ltd.'s technical renovation project to produce 50,000 tons of environmentally friendly and energy-saving electrolytic aluminum annually. In this technical reform project, he takes full responsibility for the daily affairs of the project. To ensure the overall goal proposed by Nanping Aluminum Company of "controlling investment scale, strengthening on-site management, focusing on project progress, and ensuring successful commissioning," he and all the staff in the engineering department, under the guidance of the company's technical reform command post, bravely faced difficulties, overcame various challenges that emerged during the technical reform process, worked hard, and achieved relatively outstanding results, mainly reflected in the following aspects:
Firstly, the organization and management were meticulously handled with remarkable results. The technical reform project started preparation work and completed a series of bidding processes since 2002, and was built by November 8, 2003. From suspension for renovation to completion and commissioning, it took nearly a year, achieving significant results. The first batch of 56 tanks from dismantling old tanks, civil construction, installation, and debugging only took 168 days. Under the conditions of ensuring project quality and the difficulty of renovating while producing, they set a record for the fastest speed among national peers. The second phase of 32 large pre-bake electrolytic tanks were fully installed by November 7, 2003, marking that Nanping Aluminum had formed an annual production capacity of 50,000 tons of electrolytic aluminum. The entire project renovation time was ahead of the original plan by nearly 8 months, achieving the goal of generating benefits in the same year while producing and renovating, creating favorable conditions for Nanping Aluminum to overcome difficulties.
Secondly, investments were effectively controlled. The project implemented scientific bidding methods, saving expenses of 20 million yuan through bidding. During the implementation of the project, there was a sharp rise in domestic steel, cement, and other building materials prices, and the foundation treatment of old factories encountered significant difficulties, increasing the volume of civil engineering work. However, through reasonable arrangements and project optimization, the fixed investment of the project could be controlled within 350 million yuan (including baking start-up costs, with the additional sub-item of 73,000 tons per year basically completed).
Thirdly, the environmental protection and energy-saving effects of the project are significant. The project invested nearly 30 million yuan in environmental protection, adopting large pre-bake technology and alumina dense-phase and super-dense-phase conveying technology, achieving a pollution efficiency of harmful gases containing fluoride of up to 98%. Compared with self-baking electrolytic tanks before the technical reform, the electricity consumption per ton of electrolytic aluminum can be reduced by about 1500 kWh, showing significant environmental protection and energy-saving effects.
Fourthly, normal production was resumed within a short period. After four months of effort, the already commissioned 54 units of 240KA large electrolytic tanks in the first phase have all resumed normal production. Currently, the tank condition is stable, and all technical and economic indicators are excellent. The current efficiency reached 93% in October, approaching or reaching domestic advanced levels. Achieving such results with only half of the electrolytic tanks commissioned is indeed not easy.
During the 50,000-ton electrolytic technical reform, from the preliminary investigation of the project to equipment selection, investment control, project progress, quality assurance, and coordination between sub-projects and various specialties, Huang Xiangzhong, under the correct leadership of the technical reform command post, always looked at the big picture, emphasized integrity, seriously implemented relevant laws, regulations, and rules, and strictly followed the contract. He studied related business knowledge diligently, maintained a proper style, and had strong business and organizational coordination abilities. The project operation was efficient, the quality and safety assurance system was implemented properly, and cooperation with all participating units was excellent, receiving consistent praise from everyone.
For example, in the early stages of the establishment of the engineering department, due to the technicians coming from different positions within the company, most did not have a deep understanding of the electrolysis process. Therefore, Mr. Huang promptly organized them to study the new 240KA electrolysis process and technology, collected relevant technical, process, and equipment data and information, and then sorted, discussed, and analyzed them. He organized multiple visits to Guiyang Aluminum Magnesium Design Institute and relevant units for learning and investigation, allowing the technical personnel of the engineering department to quickly grasp the required process, technology, and equipment performance for each position, laying the foundation for the subsequent process technology optimization design, equipment selection, and construction supervision.
To effectively control the investment scale, on one hand, he actively organized relevant personnel to strengthen communication with designers at the design institute for design optimization, and on the other hand, encouraged engineering technicians to boldly utilize their own intelligence, continuously optimizing the design plan during the drawing review and construction process. In terms of equipment selection, adhering to the principle of advancement and practicality, he lowered costs, choosing engineering, equipment, and materials through public bidding and negotiation forms, effectively reducing investment costs. The entire project saved 20 million yuan compared to the planned investment.
To ensure the timely supply of production and technical reform materials, he requested his department personnel to establish a global perspective, disregarding holidays and off-work times, receiving goods whenever they arrived. During the "SARS" period, to ensure the timely arrival of materials, he maintained 24-hour hotline contact with suppliers, doing everything possible to ensure smooth transportation, ensuring the normal progress of the technical reform.
To effectively manage project progress and on-site management, Huang Xiangzhong adopted networked management throughout the entire project. He divided the entire project into four projects, establishing a project manager responsibility system, equipping each project with relevant technical officers who took full responsibility for the progress and construction quality of each project. When formulating design and construction plans, he broke conventions, using the countdown method to formulate scientific construction plans, communicating and coordinating sufficiently with all bidding units, laying the foundation for ensuring installation progress. For the materials required by the project, he required brand specifications, manufacturer specifications, and model specifications to be defined, requiring construction units to weigh materials at the Nanping Aluminum Company scales, only allowing them to enter inventory after reaching the budgeted amount. He required project personnel and professional technical personnel to jointly supervise, checking construction quality at any time. Concealed works must be inspected and signed by all four parties (professional group, project group, supervisor, construction party) to take effect, and all materials and test blocks used must be inspected by relevant quality departments before use and construction. To resolve problems that arose during construction in a timely manner, he also held an engineering coordination meeting once a week attended by project managers and professional group leaders, summarizing the work accomplished in the week, analyzing existing problems, arranging next week’s work plan, writing meeting minutes afterward, and supervising and inspecting according to meeting requirements. During the critical installation stage of the project, he adopted a method of holding a site meeting with the construction team half an hour before quitting time every day to coordinate and resolve issues, ensuring the project was completed on schedule with quality and quantity guaranteed. For equipment installation and non-standard manufacturing, he specially assigned professional personnel and personnel with manufacturing and installation experience to track continuously, strictly managing according to the procedure quality management method, and conducting acceptance according to the company's relevant acceptance system, thus ensuring the normal operation of the equipment after commissioning.
The successful commissioning of Nanping Aluminum's 50,000-ton 240KA energy-saving and environmentally-friendly electrolytic aluminum technical reform project represents a leap in the company's process and technology. Currently, Nanping Aluminum's overall industrial chain: aluminum electrolysis - casting - processing has reached the national advanced level in terms of technical equipment, and its aluminum commodity material output has ranked second in the country among peers for many consecutive years. This year, its aluminum profiles were rated as the third strongest in the top ten aluminum profile manufacturers nationwide. With the formation of electrolytic aluminum production capacity, Nanping Aluminum's overall competitiveness will further strengthen, and this embodies the hard work of all employees of the Nanping Aluminum Project Department represented by Mr. Huang Xiangzhong.
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