-recommend the deeds of candidates for the "Youth May 4th Medal" in the city.

. . . Male, 39 years old, Han nationality. University culture, 1984 Graduated from Daqing Petroleum Institute, MBA from Harbin Engineering University, senior engineer in mechanical engineering. 1997 * * Joined China. He is currently the director of the machinery factory of Daqing Petrochemical General Factory. Over the years, he has been rated as an advanced worker of "Two Civilizations" in Daqing Petrochemical Complex for four times, 1993 Daqing Model Worker, 1997 Fujian Refinery Construction Project Advanced Worker and 1998 Heilongjiang Construction System Advanced Worker.

. . . Comrade has served as the builder, director and deputy manager of an engineering company. No matter where he is, he is conscientious and has made outstanding contributions to the enterprise. I have participated in the construction management of some units in Daqing ethylene project, five units in Fujian Refinery and low-temperature storage and transportation units in Zhangjiagang. In the construction management of Daqing Ethylene Phase III project, effective organization and scientific management saved nearly 100 million yuan of project investment.

Carry out theme education activities to guide employees to change their ideas and cheer up.

. . . In order to enter the role as soon as possible, the comrades were transferred to the position of factory director. To carry out his work, he first focused on investigation and research. Together with the members of the party and government team, he went deep into the grassroots and frontline to help solve problems while understanding the ideological status and management problems of the workers and staff. Through heart-to-heart talks with cadres and workers, holding democratic contact forums, etc., it reflects that the workers and staff have both problems of lagging ideology and bad mental state of complaining and being passive and discouraged; Especially after the surviving enterprises and core enterprises operate independently, the great changes in their mutual relations and interest patterns, and the difficulties and advantages faced by machinery factories for survival and development are not well understood in the minds of employees. In view of this situation, he and his team members decided to carry out a big discussion activity of "strengthening three concepts and doing an article well" in the whole factory to guide employees to correctly understand the situation, change their concepts and stimulate entrepreneurial spirit. During the activity, he adopted the "four-in-one" method of combining leaders' preaching with mass discussion, special education with finding shortcomings, general discussion with typical guidance, and raising awareness and improving work, which enhanced market awareness, quality awareness and service awareness, and established the concepts of "benefits are in my heart, costs are in my hands" and "only struggle can survive and entrepreneurship can develop". Through the development of the big discussion activities, the employees of the whole factory realized from the depths of their minds that "complaining about others, being negative and discouraged, can only lose the opportunity for development;" Changing ideas and invigorating the spirit is the best way to seek development. "The whole factory has formed a good situation of striving for survival with one heart and one mind, offering suggestions for development and striving to create benefits. The stable team and high morale have laid a solid ideological foundation for achieving the goal of 65.438+0.5 billion yuan for the whole year.

Deepen internal reform, strengthen management and reduce management costs and benefits.

. . . After coming to the machinery factory, I found that although the slogan of "changing from planned economy to market economy" has been shouted for some years, there are still stubborn traces of planned economy in the management mechanism of the factory, which affects the survival and development of the factory. Therefore, he intensified the internal reform of the enterprise, laying a foundation for the present production and operation and future development. First of all, he organized the reform of contracting and distribution methods. After consultation and repeated argumentation, the profit index of each unit was determined, and the distribution method of excess profit was formulated, so that responsibility and rights were linked. At the same time, according to the labor efficiency and tasks, each person is given at least the monthly distribution of 200 yuan, which plays the role of rewarding diligence and punishing laziness. Secondly, the tertiary industry and Sanhe company were reorganized, and a leading group for debt inventory was organized to conduct an inventory of assets and finance. Cancellation and rectification of enterprises with poor management, revision and improvement of rules and regulations, strengthening standardized operation, strengthening management and giving flexible policies made Sanhe Company stable in revenue and expenditure in 2000, with a slight surplus. The third is to adjust the organizational structure and optimize human resources. He simulated the operation mechanism of the joint-stock company, reorganized the whole factory and set up 10 functional departments such as production department and finance department. The sixth inspection workshop was cancelled and the personnel were merged into the anti-corrosion workshop, which optimized the human resources. A technology development design office was established, and measures were taken to jointly develop new products with Tsinghua University, China Petrochemical Beijing Design Institute and other well-known domestic universities. , so that enterprises can move towards a compact technological innovation consortium integrating science and technology, and the research and development of new products will enter a virtuous circle of development generation, development generation, sales generation and conception generation. The factory has developed original products such as triple eccentric butterfly valve, granulating template machine and twist-sleeve heat exchanger, and the market prospect is promising. The fourth is to complete the work of downsizing and diversion as a whole. As state-owned enterprises, especially petroleum and petrochemical enterprises in Daqing area, it is difficult to completely separate employees from enterprises. In order to do this work well, he organized and set up an assessment leading group and personally participated in the formulation of assessment methods. And top-down, widely launched, layers of publicity, so that the broad masses of workers clear the purpose and significance of reducing staff and competing for posts, and enhance their psychological endurance. Through the combination of democratic assessment and leadership assessment, all employees are assessed, which provides great thinking space for employees. Due to the policy propaganda of the factory, 272 people were paid to terminate the labor contract, of which 87 people retired. It not only ensures the interests of employees, but also reduces the burden for enterprises. While doing a good job in reducing staff, he also carefully studied the relevant policies of the general factory on diverting funds, and formulated the methods of collective buyout and diverting funds by all operating entities of the machinery factory. Due to proper policies, Sanhe Company has three collective enterprises, which provides a good example for other enterprises to divert capital. Fifth, cost control has been strengthened. The purchasing right placed in the workshop was received by the branch factory, which improved the measures of material management in the machinery factory and strengthened the examination and approval and supervision; Take stock of the inventory materials, effectively save assets and achieve the purpose of fully benefiting the warehouse. When the output value is higher than 1999, the sales cost is reduced by 260,000 yuan compared with 1999. At the same time, the control of labor cost and vehicle shift cost was increased, and the material cost decreased by 3,654,380+0.3 million yuan compared with 1999, and the annual outsourcing cost decreased by 3.943 million yuan compared with the previous year.

Establish a good image and stabilize the internal market; Improve the qualification of enterprises and connect with the international market.

At the beginning of 2000. . . When he first came to the machinery factory, he predicted that the annual output value would be less than 1 100 million, and the situation was very grim. Without hesitation, he immediately devoted himself to finding a source of life. He mobilized colleagues and friends he had known in the engineering company to capture information and explore the market. Through active and fruitful work, we have got back the tasks with an output value of about 50 million yuan, such as safety fund and horizontal color board. Guaranteed the realization of the annual output value target. With the market, how to stabilize? Yang Daming attaches great importance to quality and service. He used positive and negative examples to educate employees' quality awareness and service awareness through big discussion activities, quality on-site meetings and other forms, so that "making users 100% satisfied, making users 100% satisfied" became the common belief of employees. In order to strengthen quality management, he also set up a quality checkpoint to strictly regulate the ISO9002 quality operation system. Petrochemical company is the largest and most important market of this factory. Over the past year, the factory has abided by its service commitment, actively carried out operation guarantee, and successfully completed the overhaul and equipment manufacturing tasks. At the same time, with a good image, the overhaul of the refinery and Lianyi Chemical Plant of Refining and Chemical Company was successfully completed. For the international market, Yang Daming also has his own ideas. After China's entry into WTO, there is only one answer to how to make enterprises integrate with the international community as soon as possible and show their skills on the international stage. They must have internationally recognized qualifications. Therefore, he and his team members decided to obtain evidence for ASME pressure vessel manufacturing license, pressure pipeline installation license and pressure pipeline component manufacturing license. After solid work, the factory obtained ASME pressure vessel manufacturing license and pressure pipeline installation license, which enhanced the market competitiveness of the enterprise. In 2000, Yang Daming led the machinery factory 1.200 employees to explore the market, and achieved a total output value of 1.5 1.57 million yuan in the whole year, achieving the goal of breakeven and a slight surplus, ending the history of the factory's losses for three consecutive years.

Entrepreneurship must include hardship, and hardship breeds new development. Over the years, Comrade Yang Daming has spent a lot of time in management positions, sacrificed a lot of spare time, overcome the unimaginable difficulties of ordinary people, done a lot of work for the revitalization of enterprises, and made great achievements. In his daily work, Yang Daming is strict with himself and gets along with the grassroots leaders of the team members on an equal footing, which embodies the image of a leading cadre who is honest and honest. At present, the reform of surviving enterprises is further deepened, and the development of enterprises faces severe challenges. . . Comrades put a more positive attitude into more complicated work. I believe he will make greater achievements.