本(ben)網滕(teng)州訊 “自(zi)開展調荷(he)避峰措施(shi)以(yi)來，我們鑄造廠每個(ge)月(yue)節(jie)約電(dian)費近5萬元，光節(jie)省出(chu)來的(de)(de)電(dian)費就占到(dao)了職工(gong)(gong)工(gong)(gong)資總額的(de)(de)7成(cheng)左右，效益非常可觀。”7月(yue)24日，棗礦集團柴里(li)煤礦榮(rong)達公司鑄造廠廠長馬士路(lu)掰著手指頭計算(suan)著職工(gong)(gong)的(de)(de)工(gong)(gong)資收入。今年以(yi)來，柴里(li)煤礦的(de)(de)每一(yi)名員工(gong)(gong)都像馬士路(lu)一(yi)樣，成(cheng)為了“自(zi)負(fu)盈虧”的(de)(de)經營者，全力挖掘各個(ge)崗(gang)位(wei)的(de)(de)最(zui)大效益。

為(wei)(wei)應(ying)對原煤生(sheng)產條件(jian)差等不利因素，柴(chai)里礦今年從強化企業經(jing)(jing)營目標(biao)(biao)(biao)管理(li)入手，把目標(biao)(biao)(biao)成本(ben)(ben)(ben)控(kong)制作為(wei)(wei)崗(gang)位(wei)價值精細管理(li)的(de)核(he)心，層層分(fen)解落實目標(biao)(biao)(biao)成本(ben)(ben)(ben)指標(biao)(biao)(biao)，并考核(he)到(dao)崗(gang)位(wei)，使生(sheng)產單位(wei)、管理(li)部門、崗(gang)位(wei)三個(ge)層面都成為(wei)(wei)成本(ben)(ben)(ben)控(kong)制的(de)主體，增(zeng)強了全(quan)員成本(ben)(ben)(ben)意(yi)識，形成了共同承擔(dan)成本(ben)(ben)(ben)控(kong)制良好局面，真正做到(dao)了“人(ren)人(ren)都是(shi)經(jing)(jing)營者(zhe)、崗(gang)崗(gang)都是(shi)效益源”。

現在在柴里礦，每(mei)一(yi)名干部職工每(mei)天必定要做的一(yi)件事就是算(suan)(suan)賬，不僅各級管理人(ren)(ren)(ren)(ren)(ren)員人(ren)(ren)(ren)(ren)(ren)人(ren)(ren)(ren)(ren)(ren)會(hui)算(suan)(suan)賬、會(hui)算(suan)(suan)經濟賬，而(er)且崗(gang)位(wei)職工也人(ren)(ren)(ren)(ren)(ren)人(ren)(ren)(ren)(ren)(ren)都會(hui)算(suan)(suan)賬，人(ren)(ren)(ren)(ren)(ren)人(ren)(ren)(ren)(ren)(ren)都能在算(suan)(suan)賬中(zhong)對比、在對比中(zhong)提高，從(cong)點滴入(ru)手(shou)，從(cong)小事做起，廣泛參與企業經營，最(zui)大限度節(jie)支(zhi)降耗(hao)、降本增效。

今(jin)年(nian)年(nian)初(chu)，該礦(kuang)結(jie)合本單位實(shi)際重新制定完善了(le)(le)(le)節(jie)電(dian)(dian)(dian)(dian)(dian)管(guan)理(li)辦法，并分解落(luo)實(shi)到基層單位、各職能科室，由機電(dian)(dian)(dian)(dian)(dian)部門按月考核獎罰兌現(xian)。與此同時(shi)，該礦(kuang)大力(li)推(tui)行源頭控制和強化調荷避(bi)峰(feng)用(yong)(yong)(yong)(yong)(yong)電(dian)(dian)(dian)(dian)(dian)措施，合理(li)安(an)排(pai)每日生產、檢修(xiu)時(shi)段，嚴格(ge)控制峰(feng)谷用(yong)(yong)(yong)(yong)(yong)電(dian)(dian)(dian)(dian)(dian)時(shi)間，科學編排(pai)井下提(ti)升、運輸、通風、排(pai)水系統等大型(xing)用(yong)(yong)(yong)(yong)(yong)電(dian)(dian)(dian)(dian)(dian)設備載(zai)荷運行程序，形成了(le)(le)(le)峰(feng)時(shi)少用(yong)(yong)(yong)(yong)(yong)電(dian)(dian)(dian)(dian)(dian)、谷時(shi)多用(yong)(yong)(yong)(yong)(yong)電(dian)(dian)(dian)(dian)(dian)的管(guan)理(li)格(ge)局(ju)，杜絕了(le)(le)(le)無功(gong)用(yong)(yong)(yong)(yong)(yong)電(dian)(dian)(dian)(dian)(dian)現(xian)象(xiang)、提(ti)高電(dian)(dian)(dian)(dian)(dian)力(li)使用(yong)(yong)(yong)(yong)(yong)效率。在現(xian)場生產設計使用(yong)(yong)(yong)(yong)(yong)中(zhong)，該礦(kuang)還通過優化生產系統，減(jian)少設備空運轉造成的電(dian)(dian)(dian)(dian)(dian)力(li)消(xiao)耗(hao)，較好地解決了(le)(le)(le)“大馬拉(la)小車”等耗(hao)電(dian)(dian)(dian)(dian)(dian)問題，提(ti)高了(le)(le)(le)用(yong)(yong)(yong)(yong)(yong)電(dian)(dian)(dian)(dian)(dian)效率，節(jie)省了(le)(le)(le)電(dian)(dian)(dian)(dian)(dian)費支出。

“5月份(fen)，我們針(zhen)對雨季來臨前，組織機關科室人(ren)員清(qing)挖井下—490水倉，增大水倉容(rong)積，并(bing)通(tong)過人(ren)人(ren)算(suan)賬、班班理財，實(shi)現調荷(he)避峰，集中在谷期作業，僅此一項(xiang)每(mei)年可節約(yue)電費差(cha)價約(yue)110余萬元。”該(gai)礦(kuang)礦(kuang)長徐永和對記者說。

“不斷優化選煤(mei)(mei)(mei)工藝(yi)，也是(shi)我們保證煤(mei)(mei)(mei)質的關鍵。為提高(gao)精(jing)(jing)煤(mei)(mei)(mei)產(chan)(chan)率，停用了跳汰洗煤(mei)(mei)(mei)，通(tong)過(guo)采取跨礦煤(mei)(mei)(mei)配洗、單(dan)重(zhong)介洗煤(mei)(mei)(mei)等(deng)措施，上(shang)半年(nian)，精(jing)(jing)煤(mei)(mei)(mei)產(chan)(chan)率提高(gao)3%以(yi)上(shang)，增加精(jing)(jing)煤(mei)(mei)(mei)產(chan)(chan)量2.79萬噸(dun)，增收2169萬元(yuan)。”該礦生(sheng)產(chan)(chan)副礦長孫繼利(li)告訴(su)記(ji)者。據介紹，柴里礦還通(tong)過(guo)采取工作面端頭放煤(mei)(mei)(mei)、兩頭帶采、巷道刷寬等(deng)手段，多回收煤(mei)(mei)(mei)炭(tan)資(zi)(zi)源9300余噸(dun)，通(tong)過(guo)實施23上(shang)612綜放工作面旋(xuan)轉(zhuan)開采，多回收煤(mei)(mei)(mei)炭(tan)資(zi)(zi)源6.5萬噸(dun)；利(li)用打鉆注漿(jiang)等(deng)方(fang)法，可解放火區煤(mei)(mei)(mei)炭(tan)資(zi)(zi)源110多萬噸(dun)，有效緩解了下半年(nian)乃至明年(nian)的生(sheng)產(chan)(chan)接續(xu)緊(jin)張的現狀。

與此同(tong)時，該礦還向(xiang)(xiang)全(quan)礦職工下發了(le)《降本(ben)增效(xiao)(xiao)倡議(yi)書》，號(hao)召廣(guang)大(da)干(gan)部職工牢(lao)固(gu)樹(shu)立過“緊日子”的(de)思想(xiang)，厲行勤(qin)儉節約(yue)，從(cong)自(zi)身做起(qi)(qi)，從(cong)點滴做起(qi)(qi)，積極參(can)加創新(xin)創效(xiao)(xiao)活(huo)動，通(tong)過精細管理、技術革新(xin)、修(xiu)(xiu)舊利廢(fei)(fei)等活(huo)動，最大(da)限度地壓縮(suo)了(le)成(cheng)本(ben)投入。今年上半(ban)年完(wan)成(cheng)修(xiu)(xiu)舊利廢(fei)(fei)回收(shou)復用物(wu)資(zi)(zi)880萬(wan)元，調劑利用材(cai)料物(wu)資(zi)(zi)138萬(wan)元；成(cheng)立了(le)“陽光招(zhao)標(biao)大(da)廳(ting)”，上半(ban)年組織招(zhao)標(biao)50余次，節約(yue)資(zi)(zi)金近600萬(wan)元；按(an)照“一廠(chang)兩(liang)制”的(de)原則，完(wan)成(cheng)了(le)機修(xiu)(xiu)、電修(xiu)(xiu)、綜修(xiu)(xiu)三廠(chang)向(xiang)(xiang)主業的(de)平(ping)穩(wen)移交，在降低原煤生(sheng)產成(cheng)本(ben)的(de)同(tong)時，對外創收(shou)達1159萬(wan)元。

“自今年實行班(ban)班(ban)理財、人人算賬(zhang)、全員經(jing)營企(qi)業以來，以往(wang)因入(ru)爐煤(mei)配比不合(he)理、燃(ran)(ran)煤(mei)效率低導致發(fa)電(dian)標煤(mei)耗較(jiao)高等現象(xiang)不復存在了。取而代之的是，每一名職工(gong)都積極主動地參與經(jing)營企(qi)業了：職工(gong)通(tong)過自主創新(xin)，實施了電(dian)廠燃(ran)(ran)料裝運系統、運渣系統等技改工(gong)程，預計每年可(ke)節(jie)約成本支出1000余萬元。”該礦熱電(dian)公(gong)司經(jing)理李成洲如是說。雙(shuang)降雙(shuang)提雙(shuang)保增強(qiang)發(fa)展活(huo)力