The achievement of these dual breakthroughs is no coincidence. It is the result of the collective efforts of all staff at the Heavy-Wide Plate Plant, guided by the core principle of "maximizing cost-effectiveness" and overcoming challenges together. In terms of management innovation, the plant has continuously improved its "one person, one chart" performance evaluation system, breaking down key indicators such as production volume, quality, cost, and safety into detailed targets for every position and employee. This has created a closed-loop management system where "everyone has goals, everyone has pressure, and everything is assessed." In the production process, the plant adhered to the "man, machine, material, method, and environment" work mechanism. Key process indicators, such as the number of blocks rolled per shift, the number of blocks cut per hour in the finishing line, and the tonnage consumption per ton of steel, were used for detailed management. In terms of process collaboration, the plant deepened cooperation with the steelmaking and quality inspection departments while strengthening coordination with sales and storage teams.

To solidify its quality defense, the plant established a comprehensive "three-tier quality control system," implementing full-process and all-around monitoring from raw material entry to production processes and finished product delivery. The 99.94% first-grade product rate is a testament to the rigorous attitude and "pursuit of excellence" held by all quality control personnel.

In order to ensure safe and stable production, the plant conducted specialized equipment hazard inspections, actively promoted energy isolation pilot projects, and achieved zero safety incidents during the "Hundred Days of Zero Safety Accidents" initiative. This strong safety foundation provided solid support for the dual breakthroughs in both production and quality.

Hua   Xi     

Special  Steel

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