巴陵石化己内酰***和环氧树脂事业部对标找差距定措施

在巴陵石化公司扭亏增效专题会上，己内酰***和环氧树脂事业部负责人分别向巴陵公司领导汇报了近期对标找差距定措施工作情况。巴陵公司领导充分肯定了两个事业部在公司相关部门指导配合下所做的对标工作，要求切实对标先进，打开成本，摸清家底，查找差距，细化措施，强化管理，狠抓落实，取得实打实的减亏扭亏成效。

按照公司部署，针对今年前两个月严重亏损及与巴陵恒逸合资公司效益存在较大差距的情形，3月上旬，己内酰***事业部经理带队，组织专业线人员到恒逸学习和对标，查找工作差距。通过分析比较，该事业部主要经济技术指标与恒逸相差很大，主要有三个方面原因。做大总量、降低物耗、降低能耗、压缩费用等挖潜增效初步目标，从三个方面努力，强化扭亏增效措施。

近来，环氧树脂事业部在回顾今年一季度工作的同时，重点查找出工作中存在的5个方面的差距：效益严重亏损，市场开拓未达到预期效果，新装置产能没有有效发挥，产销未达到最佳优化，环保问题未有效解决。在分析了面临的严峻的形势后，该事业部负责人表示将多方施策，大力优化生产经营，提质降耗，降本压费，挖潜增效，对标追标，全面提升经济技术指标，努力完成公司下达的限亏目标。

环氧树脂事业部提出了全力做大有效总量、摊薄固定成本，抓好装置安稳长满优运行、减少非计划停工、提升经济技术指标，抓好经营优化，落实费用压缩的各项措施等四个方面的挖潜增效目标，从六个方面减亏增效。一是全力激活营销，提升经济总量，实行“一品一策”，充分发挥4个拓市小组作用，调整营销考核机制，突出经营优化项目工作；二是完善优化新装置，尽快实现达标；三是优化生产运作，节能降耗提质增效，签订节能降耗责任状，以考核促提升，实行成本对标管理，优化树脂和环氧有机***生产；四是严格精细管理，大力降本压费，对各装置实行精细化管理，严控非生产性维修，减少厂内倒运，降低物流费用，降低外部劳务用工费用，优化资金运作；五是突破环保瓶颈，大幅减排达标；六是夯实安全基础，实现安稳运行。

Baling Petrochemical caprolactam and epoxy resin division standard look gap measures

In Baling Petrochemical Industries Co losses synergistic symposium, caprolactam and epoxy resin division responsible person to Baling Company leadership on recent benchmarking for gap measures work. Baling company leaders fully affirmed the two division in the relevant departments of the company under the guidance to do with benchmarking, requirements and benchmarking advanced, open the cost, to find out the real situation, search difference, detailed measures, strengthen management, pay close attention to implementation, to obtain actual effect reduced losses.

According to the company's deployment, for there is a big gap between the first two months of this year, serious losses and baling Hengyi joint venture company benefit, in early March, caprolactam division manager, organization of professional line personnel to Heng Yi learning and benchmarking, find the work gap. Through analysis and comparison, the main economic and technical indexes of the division and Hengyi vary greatly, there are mainly three reasons. The bigger the total amount, reduce material consumption, reduce energy consumption, compression costs increase initial goal, efforts from three aspects, strengthen the profit efficiency measures.

Recently, epoxy resin division on the review of the first quarter of this year the work at the same time, 5 aspects to find work in the existing gap: benefit is serious deficit, market development did not achieve the desired effect, the new device capacity is not effective, and have not reached the best optimization, environmental problems are not effectively solved. In the analysis of the grim situation, the division responsible person said to many policy, vigorously optimize production management, improving quality and reducing consumption, reduce cost and cut down expense for tapping the potential synergies, benchmarking, after calibration, comprehensively enhance the economic and technical indicators, efforts to complete the company issued limit deficit target.

Epoxy resin division proposes to expand the total fixed cost effective, diluted, grasp the device safe and full of excellent operation, reduce unplanned downtime, improve technical and economic indexes, grasp the operation optimization, enhance the efficiency goal of the four aspects to implement the various measures such as cost of compression, from six aspects of efficiency and reduced losses. One is to activate the marketing, increase the economic aggregate, to implement the "one plan", give full play to the 4 develop city group effect, adjust the marketing evaluation mechanism, outstanding management optimization project work; two is to improve the optimization of the new device, realize as soon as possible; three is to optimize the operation quality and efficiency, energy saving, energy saving and signed responsibility, to examine the raise, implement cost benchmarking management, optimization of resin and epoxy organic chlorine production; four is the strict fine management, to reduce cost and cut down expense for, the implementation of sophisticated management of the equipment, strict control of non-productive repair, reduce the transportation, reduce logistics costs, reducing the external labor costs, optimize the capital operation; five is a breakthrough in environmental bottleneck, substantial emission reduction standards; six is the solid foundation for security, to achieve stable operation.