Focus on the Staff Congress | Excerpts of Advanced Representatives' Speeches (Part 3)

Outstanding Project Manager Representative

Zhao Xinlong

Project Manager, Qujing Sewage Treatment Plant Project, 10th Engineering Project Department

I am Zhao Xinlong, the project manager of the Qujing Liangjiangkou Sewage Treatment Plant Upgrading and Expansion (EPC) Project's electromechanical installation project in the 10th Engineering Project Department. It is a great honor to share my project management experience with you. I will now share my experience with you as follows:

I. Planning First, Guidance from the Plan

The project plan is the guiding document for the project, and the construction plan is the guiding document for the work, serving as a beacon for achieving project goals. Upon the establishment of the project department, we organized management personnel to visit and learn from similar projects constructed by the company (Kunming's 13th Sewage Treatment Plant), collected relevant materials, carefully studied the contract, design documents, laws and regulations, and the company's various management regulations, and formulated a guiding project plan and special construction plans. These were strictly implemented during the project implementation. Adjustments were made promptly in case of changes, and measures were taken to correct deviations in a timely manner, ensuring dynamic management and the achievement of various project goals.

II. Safety First, Civilized Construction

Safe production is the foundation of all work, the bottom line, and the red line. Building a "safe and civilized standardized construction site" is the goal of the Liangjiang project. The project department carried out safe and civilized production work around this goal. We implemented "three-level safety education," health monitoring, dangerous operation approval and on-site supervision, pre-shift and post-shift meetings, and weekly "four ones" safety management work. Teams that repeatedly violated the project's safety management regulations received education and punishment; individuals who repeatedly refused to correct their behavior were dismissed and were not allowed to participate in subsequent work. Teams that implemented safety management effectively were rewarded.

III. Strict Quality Control, Building High-Quality Projects

Winning the "Provincial Municipal Engineering Golden Cup Award" and "Provincial High-Quality Engineering Award" is the goal of the Liangjiang project. To achieve this goal, we developed an excellent project plan and explained the professional excellent practices to the teams, conducting inspections during the process. During construction, we invited the Qujing Municipal Housing and Urban-Rural Development Bureau, the Quality Supervision Bureau, and the Provincial Municipal Engineering Association to provide guidance and assistance to the project, effectively controlling project quality. The Liangjiang project hosted Qujing's "Quality Month" activities, and the project's various professional samples and on-site entities were recognized by various departments and industry professionals.

IV. Clear Tasks, Seize Progress

We carefully counted the engineering quantities of each specialty, updated the completed and unfinished engineering quantities, and the arrived and unarrived materials and equipment daily. For work that was not completed according to the plan, we found the reasons and adjusted them promptly, completing the work in the shortest possible time. We organized management personnel and construction team leaders to hold coordination meetings daily to promptly resolve existing problems. We maintained close contact with civil engineering, design, owners, and supervision units to ensure the provision of construction work surfaces, resolution of drawing problems, guarantee of funds, and smooth progress of various acceptance work.

Incentive measures were adopted for the teams. When signing subcontracts, it was clearly stated that, provided quality, safety, and progress were met, the construction teams could receive rewards. When the owner adjusted and compressed the construction period, the project department signed a rush work reward plan with the teams to encourage them to complete their tasks on schedule.

V. Strict Cost Control, Creating Benefits

Profit is the foundation of a company's survival; only by creating profits can a company survive. After carefully analyzing the contract, the project department adopted measures to reduce costs and increase income to improve project efficiency. First, we strictly controlled the unit price of labor subcontracting (clearly defining the work content included in the unit price) and material procurement prices. The subcontracting unit prices for project pipelines and equipment were basically the lowest in the company during the same period. Second, we changed the method of quality and price recognition. For example, carbon steel pipes have price information (procurement losses of approximately 9%), and pipe material anticorrosion can be calculated, but finished anticorrosion pipes do not have price information. The project department entrusted external anticorrosion of carbon steel pipes, and the finished products were brought in, and then the quality and price were recognized as finished anticorrosion pipes, significantly improving the overall profitability of carbon steel pipes.

VI. High-Quality Service, Expanding Business

Addressing the owner's concerns, understanding the owner's needs, and doing what the owner wants. We provide professional technical services to the owner, making professional suggestions and solutions for equipment selection, brand determination, and boundary demarcation, and providing the owner's trading company with standardized procurement technical documents, solving the owner's problems as if they were our own. During the project, we strictly controlled quality and progress, doing everything possible to meet the owner's requirements and win their trust.

VII. Strengthening Team Building, Enhancing Team Cohesion, Execution, and Combat Effectiveness

Management personnel took turns explaining various process flows, asking and answering questions to ensure everyone fully understood the design intent and engineering quantities, and the process pipeline, equipment, electrical instrumentation, and automatic control specialties integrated and complemented each other. We invited the Qujing Municipal Archives, the company's technology center, and professional documentarians to provide training and guidance on document management for the project department, improving professional management capabilities. The project department established a "Party Member Assault Team" and a "Youth Assault Team," allowing everyone to work together around the goal, forming a united force. After work, we organized project employees to participate in political theory studies, visit the Qujing Sanyuan Palace Red Education Base, and hold various team-building activities such as basketball friendly matches and tug-of-war competitions, continuously improving the team's cohesion, execution, and combat effectiveness.

The timely and high-quality completion of various project goals for the Qujing Liangjiangkou Sewage Treatment Plant Upgrading and Expansion (EPC) Project's electromechanical installation project department is the result of the hard work of all personnel in the project department. This success is inseparable from the care, support, and assistance of all leaders and the support of the company's functional departments. I would like to express my special thanks to the Finance Department, Technology Center, and Production Management Department for their assistance.

Finally, on behalf of the company's project managers, I make a solemn commitment to the company: In our future work, we will always prioritize the company's interests, maintain high spirits, continuously learn and improve, and strive to become managers who are "technically proficient, well-managed, and business-savvy," making greater and better contributions to the company's high-quality development!