冀中(zhong)能源峰峰集團持續激(ji)發區(qu)隊班(ban)組單元活力

今年以來，冀中能(neng)源峰峰集團持續激(ji)發區(qu)隊班組單元活力，為穩控安全形勢、促進生產經營工作部署落地、完成各階段目(mu)標任務提(ti)供(gong)了有力保障(zhang)。

該集團嚴格(ge)落實(shi)全(quan)員安全(quan)生產責(ze)任，不斷深化(hua)層(ceng)級管(guan)控、分層(ceng)施策(ce)的(de)安全(quan)管(guan)理(li)模式，抓實(shi)“三無”班(ban)組(zu)創建工(gong)(gong)作(zuo)，進一步健全(quan)完善動(dong)態(tai)互保(bao)聯保(bao)制度(du)機制，持續推進班(ban)組(zu)管(guan)理(li)規(gui)范化(hua)、職(zhi)工(gong)(gong)操(cao)作(zuo)正規(gui)化(hua)。扎實(shi)開展“五好”區(qu)隊(dui)、“三無”班(ban)組(zu)評比工(gong)(gong)作(zuo)，增強(qiang)區(qu)隊(dui)、班(ban)組(zu)保(bao)安全(quan)的(de)積極性(xing)、主動(dong)性(xing)。加強(qiang)安全(quan)警(jing)示教(jiao)育，組(zu)織班(ban)組(zu)職(zhi)工(gong)(gong)觀看(kan)警(jing)示教(jiao)育片(pian)，對崗位操(cao)作(zuo)規(gui)程、安全(quan)避險知識和自救器(qi)佩戴使用等進行學習(xi)，引導職(zhi)工(gong)(gong)自覺(jue)提升安全(quan)素養，上(shang)標準(zhun)崗、干(gan)標準(zhun)活，不斷夯實(shi)安全(quan)工(gong)(gong)作(zuo)的(de)基層(ceng)基礎。

辛安(an)礦嚴格執行(xing)(xing)“三(san)無”班(ban)(ban)(ban)(ban)(ban)(ban)組(zu)、“卓越”班(ban)(ban)(ban)(ban)(ban)(ban)組(zu)獎罰規(gui)定(ding)，利用好(hao)安(an)全(quan)(quan)工(gong)資激勵杠桿，增強職工(gong)做(zuo)好(hao)安(an)全(quan)(quan)工(gong)作(zuo)的積極性；充分發揮班(ban)(ban)(ban)(ban)(ban)(ban)組(zu)長(chang)的兵頭將尾作(zuo)用，壓實班(ban)(ban)(ban)(ban)(ban)(ban)組(zu)長(chang)在(zai)安(an)全(quan)(quan)生產工(gong)作(zuo)中的責任，確保(bao)安(an)全(quan)(quan)措(cuo)施(shi)落(luo)到(dao)實處。羊(yang)東礦細(xi)化職工(gong)交(jiao)接(jie)班(ban)(ban)(ban)(ban)(ban)(ban)管(guan)(guan)(guan)理(li)(li)制(zhi)度，強化職工(gong)崗前風險辨識和(he)崗位安(an)全(quan)(quan)評估管(guan)(guan)(guan)理(li)(li)，保(bao)障職工(gong)在(zai)每一個工(gong)作(zuo)環節都安(an)全(quan)(quan)可控(kong)；將班(ban)(ban)(ban)(ban)(ban)(ban)組(zu)每個崗位的操作(zuo)職責與安(an)全(quan)(quan)職責相結合，推動(dong)(dong)創建(jian)(jian)本質安(an)全(quan)(quan)班(ban)(ban)(ban)(ban)(ban)(ban)組(zu)，形成人(ren)人(ren)明責、人(ren)人(ren)盡(jin)責的安(an)全(quan)(quan)生產氛圍。大社礦綜掘區(qu)扎實開展班(ban)(ban)(ban)(ban)(ban)(ban)組(zu)勞動(dong)(dong)競賽活(huo)動(dong)(dong)，按照施(shi)工(gong)質量、工(gong)作(zuo)進度、“三(san)違”情(qing)況、隱患(huan)整(zheng)改(gai)、安(an)全(quan)(quan)技(ji)能等(deng)內容進行(xing)(xing)積分考核，嚴格獎懲，提(ti)高班(ban)(ban)(ban)(ban)(ban)(ban)組(zu)長(chang)的管(guan)(guan)(guan)理(li)(li)積極性，促進區(qu)隊安(an)全(quan)(quan)生產。馬選廠健(jian)全(quan)(quan)“三(san)違”人(ren)員管(guan)(guan)(guan)理(li)(li)臺賬，并對“三(san)違”情(qing)況進行(xing)(xing)分析、點評，從制(zhi)度管(guan)(guan)(guan)控(kong)、感情(qing)引導、技(ji)能提(ti)升等(deng)方面有針對性地(di)制(zhi)定(ding)管(guan)(guan)(guan)控(kong)措(cuo)施(shi)，做(zuo)到(dao)行(xing)(xing)為(wei)治(zhi)理(li)(li)班(ban)(ban)(ban)(ban)(ban)(ban)班(ban)(ban)(ban)(ban)(ban)(ban)管(guan)(guan)(guan)、日(ri)日(ri)清(qing)、月月結，不(bu)斷規(gui)范(fan)職工(gong)安(an)全(quan)(quan)操作(zuo)行(xing)(xing)為(wei)。邯(han)選廠不(bu)斷健(jian)全(quan)(quan)和(he)完善班(ban)(ban)(ban)(ban)(ban)(ban)組(zu)建(jian)(jian)設的檢查、評比(bi)和(he)獎懲機制(zhi)，將班(ban)(ban)(ban)(ban)(ban)(ban)組(zu)安(an)全(quan)(quan)管(guan)(guan)(guan)理(li)(li)納入(ru)績效考評范(fan)圍；建(jian)(jian)立教培創新(xin)試點，開展“沉浸式(shi)(shi)”教學(xue)，創新(xin)豐富(fu)學(xue)習形式(shi)(shi)，促進知識入(ru)腦入(ru)心。

面對煤(mei)炭市場下(xia)行給(gei)企(qi)業(ye)經營造成(cheng)的(de)巨(ju)大壓力(li)(li)(li)，該集團進(jin)一(yi)步樹(shu)牢“過緊日子”的(de)思想(xiang)，制(zhi)定出臺了12條專項措(cuo)(cuo)施應(ying)對市場下(xia)行。各單位(wei)突出效率(lv)效益主線，進(jin)一(yi)步細化舉措(cuo)(cuo)，在(zai)基層一(yi)線區隊班(ban)組中(zhong)，大力(li)(li)(li)弘揚艱(jian)苦(ku)奮(fen)斗優(you)良傳統，從小(xiao)處、細微處著眼，積小(xiao)成(cheng)大，助力(li)(li)(li)企(qi)業(ye)穩(wen)健運營。

九龍礦二采(cai)(cai)區推行(xing)班(ban)(ban)組(zu)(zu)(zu)成(cheng)本(ben)(ben)核(he)算(suan)，結合生(sheng)產(chan)(chan)實際(ji)，將班(ban)(ban)組(zu)(zu)(zu)每月(yue)(yue)各項材料的(de)(de)(de)(de)消(xiao)耗成(cheng)本(ben)(ben)，根據月(yue)(yue)度計劃產(chan)(chan)量與噸煤單價、整修進(jin)度、材料支出等倒算(suan)成(cheng)本(ben)(ben)，把各項成(cheng)本(ben)(ben)層層分(fen)(fen)解到班(ban)(ban)組(zu)(zu)(zu)和(he)(he)個(ge)人；實行(xing)分(fen)(fen)班(ban)(ban)分(fen)(fen)組(zu)(zu)(zu)管(guan)(guan)理(li)(li)、存放、使(shi)用和(he)(he)回收，使(shi)班(ban)(ban)組(zu)(zu)(zu)的(de)(de)(de)(de)材料管(guan)(guan)理(li)(li)直接與個(ge)人的(de)(de)(de)(de)工資掛鉤；每月(yue)(yue)評選“精益班(ban)(ban)組(zu)(zu)(zu)”“精益達人”，并(bing)給予一(yi)定(ding)(ding)的(de)(de)(de)(de)工分(fen)(fen)獎勵，極大激發了(le)班(ban)(ban)組(zu)(zu)(zu)和(he)(he)個(ge)人節支創(chuang)(chuang)效、降本(ben)(ben)增效的(de)(de)(de)(de)積(ji)極性(xing)(xing)和(he)(he)主動(dong)性(xing)(xing)。牛兒莊采(cai)(cai)礦公司引導廣大干部職工立足(zu)崗(gang)位，厲行(xing)節約，圍繞(rao)穩定(ding)(ding)運(yun)行(xing)、降本(ben)(ben)增效等方面，積(ji)極開(kai)展“五小”創(chuang)(chuang)新。峰煤焦化公司嚴(yan)格執行(xing)年度預算(suan)指標和(he)(he)成(cheng)本(ben)(ben)管(guan)(guan)理(li)(li)規定(ding)(ding)，從當(dang)班(ban)(ban)的(de)(de)(de)(de)消(xiao)耗、產(chan)(chan)量、質(zhi)量等方面入手，進(jin)行(xing)統(tong)計和(he)(he)分(fen)(fen)析，采(cai)(cai)用“班(ban)(ban)核(he)算(suan)、日統(tong)計、月(yue)(yue)考核(he)”的(de)(de)(de)(de)模式，對指標超標原因及時進(jin)行(xing)討(tao)論分(fen)(fen)析，制定(ding)(ding)針對性(xing)(xing)措(cuo)施，細化落實到班(ban)(ban)組(zu)(zu)(zu)考核(he)中，確(que)保各項經營(ying)指標完成(cheng)。

（峰(feng)峰(feng)集團新(xin)聞中心   連潔雨）