Breaking down the problems and increasing the efficiency of China Aluminum Shandong Branch to start the "reduce the cost of one hundred yuan" battle

【China Aluminum Network】 This year, faced with the complex situation of continuous increase in raw material prices, foreign mining and power and energy, the new leadership of Chinalco Shandong Enterprise has clearly realized that lowering production costs and improving profitability are not only The inevitable requirements of aluminum companies to build more world-class mining companies that are more growth are also an urgent need for the company to improve competitiveness, accelerate development, and safeguard employees' interests. As a result, they have quickly identified “strengthening management, optimizing indicators, plugging loopholes, and the cost of alumina. Another one hundred-year-old workline will be launched in the year, and employees will be fully launched to fight a massive "cost-reduction 100 yuan" battle.
The production cost of aluminum oxide, the leading product for increasing production efficiency, determines the core competitiveness of Shandong Aluminum Corporation, and it is a more fundamental and effective method to increase product output and create economies of scale. All units associated with alumina, such as production, mining, power, transportation, etc., are firmly establishing the overall situation and taking the power and wisdom of the entire company to do everything possible to break production bottlenecks, reduce consumption indicators, and make every effort to ensure balanced and stable production of alumina. High quality and efficiency.
On March 1, the company's sintering alumina business segment was incorporated into the chemical alumina production management framework, and the two production lines achieved integrated production, indicating that the company's chemical alumina development entered a new phase.
In the first quarter, the total output of alumina and chemical alumina led by the company's leading products steadily increased. Currently, it has reached a monthly production level of 180,000 tons and 59,000 tons, providing strong support for the increase in efficiency of enterprises.
Diligent and diligent family ownership is the fine tradition of the Chinese nation and is also a "heritage treasure" for Chinalco Shandong companies.
The company vigorously deepened the cost-reduction management, centralized centralized management of external committee business and labor services, and reduced the expenses of the foreign committee. At the same time, it has made full use of the idle facilities and surplus personnel within the company and undertaken internal repairs, clean-ups, shipments, etc., to revitalize stock assets and avoid the loss of corporate profits. Since the beginning of this year, the maintenance cost per ton of alumina has decreased by 6.4 yuan year-on-year.
Controllable costs are the bulk of production costs and administrative expenses, and they are also the key to “throttle”. In order to reduce various types of expenses as much as possible, they redefined the responsible departments and indicators for travel, office, overhaul, R&D, and other controllable expenses on the basis of centralized and unified procurement management of office supplies, and proposed a Reduce the goal of more than 3%. All units and departments conducted a layered breakdown of cost indicators and measures. The majority of employees used the spirit of “shaking together to form a tower” to collect money and make money. The cost was carefully calculated and the indicators were “preoccupied”.
Compared with the three companies bidding for product supply and sales and related businesses, “choose the right business” is a reliable guarantee for increasing corporate profits and reducing costs by 100 yuan.
Chinalco Shandong's enterprises have fully played the role of “leading” in marketing, and all projects that can open tenders are invited to bid. Most of the red mud discharged from the company's production needs to be transported to the storage yard for storage. In January, they organized a tender for red mud transport, which cost more than three companies, resulting in an average reduction of RMB 2.6/ton for the price of red mud, a decrease of 27%. %, can save more than 3 million yuan in shipping costs throughout the year.
Fly ash is also the company's emissions, and it produces about 180,000 tons per year. Before that, it takes freight to transport it. After an in-depth investigation and analysis of the market, the company found that it had a seasonal use cycle in the cement industry, so they organized a tender auction to make fly ash increase the company's income by more than 4 million yuan.
The beginning of each year has traditionally been the traditional off-season for cement sales. They have changed traditional marketing concepts, highlighted their effectiveness, and applied strategies such as guaranteed price limits according to market demand, so that cement and clinker continue to maintain a relatively high price. At the same time, we actively visited old customers, developed new customers, expanded our product sales, and established a good image. In the first quarter, the company realized a profit of 20.83 million yuan, rewriting the history that the production line was losing money in the first quarter of the 9th year.
Everyone's paddling staff is a solid foundation for the company. The active participation of employees is the source of vitality for the “bearing down one hundred yuan” and carrying the giant ship to sail.
Chinalco Shandong Corporation understands this reason and promotes the fine tradition of “old veteran workers” among its employees. It has extensively launched the “Pioneer Workers”, competed for “employees” and long- and short-distance labor competitions, giving full play to the advanced collectives and The role of the individual's leading and motivating staff plays a role in the main force of the employees and motivates the employees to “reduce the cost of the company”.
Established meritorious service.
The majority of employees have based their positions on offensives, broken problems, and increased profits. The "golden spots" and innovative energy have competed. In response to the problem of shifting the size of the ore after the surface ore and causing serious drop in the grade of the graded iron powder due to the large particle size of the ore slurry, Li Fuqiang, Director of the Production Technology Center of the second alumina plant, raised the height of the overflow weir and the matching ball to control the particle size of the slurry. Between 35 and 40, both the raw material and the sand grade are avoided. The grade of iron ore concentrate is increased to 65-70%, and the monthly profit is increased by 2.4 million yuan.

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