Can't fight equipment

Can't fight equipment

In some chemical companies, especially in middle shifts and night shifts, they will often see such scenes: contractors or managers of production units will focus on important positions, or assist operators in debugging process indicators, switch valves, or personally Hands-on operation greatly replaces the operator's operation. The purpose of doing so is to achieve high production and production of this production unit, and to obtain commissions or bonuses for completing production tasks. Therefore, the author is doubtful as to whether this kind of surrogacy is conducive to the stability and safety of the device and whether it is beneficial to the long-term interests of the company and its employees.

In the contracting operations conducted by some enterprises, due to the imperfect corresponding supervision mechanism, there are some worrying situations such as the simple fight for output and equipment. Of course, the implementation of contracted operations is to increase production, but the high output and safety of chemical companies is often a contradiction. Overloaded production often results in accelerated equipment losses and increased safety risks. Whenever production is used, safety must be placed at the top of the list, and the pursuit of overcapacity bonuses cannot be pursued without regard to the safety limits of the equipment in pursuit of the high yield and production of the unit. As for the contracting managers or managers of enterprises, in order to increase production in person, adjusting the level of the adjustment, the indicator of whether or not it should be moved, the operators are left on the side, and they are even better. In doing so, it not only contributes to the neglect of safety and brute force, but also creates hidden dangers for the continuous and stable operation of the device, causing the device load to fluctuate, which greatly affects the operating life of the device. It is no wonder that an old employee blamed this situation: The contractor’s bonus was obtained, but the equipment for the workers to eat had to be finished!

Insiders suggested that it is necessary to prevent managers from pursuing one-sided pursuit of output, bonuses, and the vicious operations involved in production. Enterprises should set an upper limit for the production intensity of contracted operations based on the process and equipment conditions of the plant. At the same time, the supervision and management of production indicators should be strengthened to avoid this phenomenon.