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2018 Turnaround Tough Battle Fully Launched


On November 1st, as SC Unit stopped feed and cooled down, the production units in the new plant reached the goal of “Turnaround Cycle of 5-years”, and the production units in both new and old plants entered the key implementation stage of turnaround and projects construction for configuration adjustment etc. 2018 turnaround tough battle was fully launched.

From November 1st, the refining and chemical units in new and old plants started shutdown for turnaround/ technical revamp/ potential hazards handling, with main focus on refining/ chemical/ supportive systems, the estimated cost was 1.3 billion RMB and the total working time was 4.8 million man-hours. The turnaround task was arduous and tough, with the labor peak of 9,800 people/day and duration of 52 days.

To properly organize the turnaround, the Company made good preparations including early planning of turnaround/ revamp work, overall coordination on personnel, safety training, materials supply, construction preparation, logistics support, etc. The Company organized several coordination meetings to timely coordinate/ resolve the problems in the maintenance plans about the arrangement of people/ machine/ tools, and supervised the implementation of the equipment/ materials requisition for maintenance/ revamp work.

The Company attached great importance to the introduction and practice of advanced concepts and management methods in turnaround. Adhering to the concept of “one team, one goal”, the targets and requirements about “zero injury, zero incident, zero pollution” and “safe, high quality, efficient, punctual” were established to further strengthen the force of safety/ quality supervision.

In view of the wide-range of maintenance points and high operation risks, the Company strictly implemented the work permit process, supervised and inspected permit management and safety measures implementation on site, and reported at daily maintenance meetings. Safety personnel reviewed the key operation links as per construction characteristics at each stage, and further standardized the safety management of direct operation links such as hot work, confined space entry, lifting operations, work at height, and temporary power use, to ensure strict monitoring. At the same time, recognize good safety performance and behavior, and implement zero-tolerance, thus to ensure the priority of safety during maintenance and operation.

During turnaround, the Company centralized management resources, set up turnaround progress notice board, i.e. to summarize and publicize the progress of maintenance work every day, adjusted the construction resources and working procedure according to turnaround progress, focused on the progress of critical paths and the resources of non-critical paths, took measures to expedited the construction and followed up promptly, to ensure completion of critical points as per the schedule.

The Company Party Committee carried out the themed Party building activity “Decisive Winning over the Turnaround for high-quality development”. Wearing the party emblem, the Party members proactively showed their identities to play the vanguard and exemplary role. They made great efforts to ensure the progress of maintenance, fought against time and carried forward the spirit of hard work, fighting and dedication to promote the process of turnaround. At the same time, the Company Labor Union proactively carried out the “Six Competitions and One Guarantee” labor competition to ensure completion of turnaround tasks in high quality and efficiency. (Xuan Wen)

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