Peng Lifeng, deputy director of the hydraulic workshop, took root in the production line and was in charge of workshop production management and quality management. In 2025, Peng Lifeng helped the workshop to hand over a brilliant answer sheet with innovation and management efficiency, giving full play to the vanguard and exemplary role of grass-roots backbone.
Overall planning to break the dilemma, flexible scheduling to improve efficiency. In 2025, the hydraulic workshop will complete 3500 tons of tonnage and 243210 hours of working hours throughout the year. The workshop products will be basically self-made, the working procedures will be greatly increased, and the difficulty of production organization will increase sharply. How to ensure the stability of the team and the efficiency? Peng Lifeng gave his own answer.
After the task was assigned, he arranged the production tasks of each team as a whole, formulated a detailed team production plan, strictly implemented the assessment of production nodes, and supervised the implementation of the whole process. In the production process, he adhered to the principle of "planning in advance" and actively coordinated the task allocation among workshop sections, teams and members according to the process and process requirements to ensure smooth production connection, so that the equipment did not stop working and the personnel did not stop working, thus effectively improving the overall production efficiency of the workshop.
Faced with the problem of periodic idleness of personnel in each team, especially in the previous process, Peng Linfeng broke the traditional inherent production mode and encouraged and arranged employees to work across teams and types of work-lathe workers were transferred to drilling machines, lathe workers and welders were transferred to assembly... This measure not only revitalized human resources, made more employees have tasks and working hours, but also enhanced the cohesion and stability of the workshop team, achieve a win-win situation of production flexibility and team stability.
Strict grasp the quality of the line of defense, layer by layer control to improve the pass rate. "Quality is the lifeline of an enterprise" is what Peng Linfeng often says. In terms of quality management, he insisted on the word "strict" and took multiple measures to promote the quality of the workshop to a new level.
He keeps a close eye on the production process and strengthens the monitoring of key processes, key personnel and important quality control points, so that the tolerance size control has been significantly improved. By deepening the four-level quality management, compacting the quality responsibilities of each level, and strictly implementing the "three inspection system", the quality problems can be traced back. He actively guided the employees to change their concepts from passive inspection to active inspection, encouraged everyone to actively discover and report the incoming material problems in the previous process, and effectively avoided the occurrence of batch quality accidents. Under his leadership, the one-time pass rate of workshop products rose steadily from 93% to 95%. When encountering quality problems, he took the initiative to coordinate the "consultation" between the production quality department and the technical center, and multi-department linkage analysis of the root cause of the problem and formulation of preventive measures, which not only reduced the rework rate, but also improved the production efficiency and formed a virtuous circle of quality control.
Uphold integrity and stay true to our original aspirations, setting an example through personal conduct. As a grassroots manager, Peng Lifeng always puts political construction in the first place and strictly implements the spirit of the eight central regulations and their implementation rules. He often warned himself: "Don't do what you shouldn't do, and don't do what you shouldn't." In his work, he took the initiative to accept the supervision of the organization and the masses, and regularly reported the work progress and integrity to the leaders; in his life, he consciously stayed away from hedonism and extravagance, and took practical actions to maintain a good image of integrity and integrity, and set a good example for workshop cadres and workers.
Peng Lifeng overcomes difficulties and strives for perfection in ordinary positions, solves production problems with innovative management, guards product quality with strict standards, sticks to job responsibilities with a clean style, and interprets the responsibilities and responsibilities of a grassroots manager with practical actions.
Author: Xia Yuxin
Preliminary Review: Xia Yuxin
Review: Shao Yilin
Final Review: Zheng Juan
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