人物

丝路员工成长记⑯ | “运维尖兵”龚腾 & “创新标兵”张昊信-凯发在线平台

来源:苏州中材、中材海外   发布时间:2023-12-05

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心无界,路同行

今年是共建“一带一路”倡议提出10周年。10年来,中国建材集团坚定不移走国际化道路,不断创新“走出去”模式,始终秉持“为当地发展作贡献、与当地企业合作、为当地人民服务”的合作共赢“三原则”,为“一带一路”沿线国家和地区提供高质量建材和工程技术服务,为构建人类命运共同体贡献了建材力量。

中国建材集团拥有遍布全球的 2 万多名海外员工,他们在砥砺奋进中书写精彩答卷,在企业发展中实现共同成长,用一点一滴的默默奉献生动谱写“美美与共”美好蓝图。

接下来,我们将为大家讲述其中100 位海外员工的故事,看他们如何在“一带一路”建设中播撒梦想的种子,收获喜悦的果实,书写着丰富多彩、生动鲜活的感人故事……

01

争当转型先锋 磨砺运维尖兵

龚腾 

1995年加入中国建材

苏州中材伊拉克生产运营项目经理

中材国际进军伊拉克时长已逾10年

十多年的筚路蓝缕

涌现了众多优秀员工

龚腾就是其中的杰出代表

龚腾是苏州中材第一位保产项目经理

他深入生产一线

带领生产团队努力学习

克服设计、装备、备件供应短缺等重重障碍

2010年

公司决定进行业务延伸

龚腾被任命为苏州中材伊拉克scp保产项目部项目经理

上任伊始

龚腾与项目管理团队精心谋划

先后通过引进、借调、寻求外部支持等方式

为伊拉克 scp 项目现场搭建起了

生产运营技术团队

上任后

针对全公司对相关业务认识模糊的现状

龚腾带领团队

对全阶段进行收据收集整理

以求用最快的速度

掌握各个环节的核心数据

最终形成了一套管理体系

具有开创性的作用和意义

励精图治换来当今的蓬勃发展

目前公司已经包揽

在当地承建的全部6条水泥生产线的

后续保产运维业务

在一系列改革创新浪潮中

龚腾及其团队精诚合作

奋力拼搏

淬炼磨砺出一支专业运维尖兵

(上下滚动查看英文版)

a pioneer of transformation and o&m

gong teng

joined cnbm in 1995

the o&m projects manager of sinoma(suzhou) in iraq

as time goes by, the saplings planted a decade ago have grown into a maple grove, a beautiful sight at the sulaymaniyah cement plant (scp) in iraq. over the past decade or so, sinoma international has expanded its footprint in iraq, from epc projects to diversified projects, and then to cement plant production support and operation & maintenance (o&m), achieving progressive development. along the way, many outstanding people have come to the fore, and gong teng is an outstanding representative.

before coming to iraq, gong teng was the project manager of the alsalam 2500t/d cement plant installation project in sudan. during the period of “bid maintenance” with the owner after completing the contract tasks, he solved many problems of the general contractor tk-ii, an indian company, and won the owner’s trust. he also contributed to the first production support contract on a pay-per-hand basis between the owner and the company. as the first production support project manager of sinoma (suzhou), gong teng inspected the production line and led a production team to study and overcome obstacles such as shortages of designs, equipment and spare parts. in only two months, he enhanced the monthly operation rate of the plant from 52% before his tenure to 84%, building the company’s confidence to undertake production support projects.

in 2010, the company decided to expand its business from epc projects to production support and o&m. gong teng was appointed as the project manager of the iraq scp production support project department of sinoma (suzhou). however, it was not a smooth ride, and full of challenges and unknowns.

at the beginning of his tenure, gong teng and the project management team carefully planned and determined the production guidelines of safety, high quality, high yield, low consumption and environmental friendliness through discussion, as well as an organizational structure featuring hierarchical management by three departments and three workshops. to cope with the shortage of production technicians, he coordinated a number of technicians with more than ten years of production experience for the iraqi scp project through personnel introduction, secondment and seeking external support, and built a production and operation technical team. after four months of running-in, the production of the project was fully on track, creating a prerequisite for the smooth expansion of subsequent production support and o&m.

team building is crucial to any enterprise. the introduction and secondment of personnel at an early stage can only solve difficulties in the short term, while gong teng is more concerned about long-term talent training and reserve. from the first day of the project, a new talent training program was launched. after years of engineering construction, sinoma (suzhou) has built up a large number of excellent engineering and technical personnel, many of whom are experts in equipment operation and production support, and the first batch of production support personnel were selected from them through assessment. after more than ten years of practice, they have gradually matured and been successively sent to other production support and o&m projects of the company.

the core of production support and o&m projects is to ensure the stable operation of production lines and the stable quality of cement products. these projects need to be supervised by experienced production technicians, and improving management is a new challenge. at the beginning of the production support and o&m business, the company had a vague understanding of production[1]related core data, risk control nodes, scopes of error tolerance and correction, etc. which caused great obstacles for the accurate and comprehensive control of production and o&m. in view of this, gong teng led his team to collect and organize the data of the whole process from the analysis of raw material composition, to the preparation, storage and grinding of raw materials, to calcination in kilns, cooling and transportation, and finally to cement grinding and packaging. during that time, gong teng spent almost every minute with his production support team. they shuttled around workshops so as to grasp the core data of each link as quickly as possible, and analyze as well as summarize the data. with a gradual grasp of the reality of all aspects, gong teng led his team to prepare operating procedures, equipment maintenance manuals, monitoring methods of each workshop and unit, and quality control procedures based on the actual situation. they have gradually established and improved production management methods and comprehensive management systems, and built a management system, which has been a pioneering role in ensuring the systematic management of the production support and o&m business and promoting it in other countries and regions.

years of hard work has created a booming production support and o&m business. at present, the company has contracted the production support and o&m business of all six cement production lines in iraqi.

the company taps with local markets in the countries in which it operates, vigorously promotes industrial extension, and creates a new pattern of diversified business. in a series of reform and innovation, gong teng has sincerely cooperated with his team, striving to be the pioneer of transformation. he has forged ahead with determination and made long[1]term development plans for the company. in the face of adversity, ten years of trials and endeavor have trained a professional, enterprising and vigorous o&m team. 

personal insights:

since i devoted to the iraqi market in 2010, upholding the concept of serving the company's overall development, i’ve led the team to cooperate closely and forge ahead. we successfully created the management model for the operation & maintenance business and added luster to the sinoma brand. in the future, i’ll continue to work hard, move forward with determination, enhance learning and improve management to assist the company's high-quality development!

02

创新焕发活力

张昊信

2006 年加入中国建材

中材海外环保与玻璃事业部副部长

无论是在安哥拉担任技术工程师

还是在阿根廷勇挑重担

张昊信总能深耕专业、见微知著

在较短的时间内完成工作目标

工作之余

张昊信总是业务书不离手

不能工作的天气

他总在现场办公室向同事虚心请教

他喜欢独立思考解决问题

在任安哥拉nc15石油焦粉磨站项目经理时

破解了许多“疑难杂症”

该项目创造了

完成海外粉磨站epc项目的纪录

接手阿根廷l’amali 5000tpd水泥生产线项目后

张昊信充分调研

提出的属地化建设的建议得到公司肯定

团队进行属地化分包时

由于两国文化和思维的差异

现场管理异常复杂

张昊信不惧困难

每天最早到达现场

充分协调各项事宜

有序维护项目现场秩序

在阿根廷项目抢攻的关键时刻

新冠疫情波及阿根廷

项目一度停工50天

作为阿根廷项目核心成员

张昊信与团队并肩作战

制定复工和疫情防控方案

在复工后

他们采取灵活的用工方式

巧妙解决了劳动力短缺的问题

并通过谈判

降低了疫情期间的租赁费用

从来豪杰多奇魄

维新维能烛岁月

优秀的综合素质

出众的危机管理能力

让张昊信成功捍卫公司利益

(上下滚动查看英文版)

innovation endows vitality

zhang haoxin

joined cnbm in 2006

the deputy manager of environmental protection & class engineering of sinoma overseas

zhang haoxin worked as a technical engineer in angola and took on heavy responsibilities in argentina. he has always fulfilled his duties, deepened his expertise, and accomplished his work quickly. why? those who know him well will always describe him as a quick-witted professional whose innovations revitalize him and his clients.

innovation requires concentration and diligence. when he was first appointed as the project manager of nc15 petroleum coke grinding station in angola, zhang haoxin always thought independently about difficulties, and then found out the methods and paths to solve them. after consultation with the team, the original "headache" was successfully addressed with the joint efforts. the nc15 petroleum coke grinding station project has set a record. it is the company’s first epc overseas project that was completed within a year, notwithstanding its long process of design, procurement, processing and production, transportation, on-site construction, debugging and assessment.

the highest innovation requires the best ability to learn. during the ncii 5000tpd clinker production line project, zhang haoxin was appointed as technical manager of clinker production line, project manager of 23mw heavy oil power station and debugging leader, and took on the roles of design management, project management of heavy oil power station, debugging and assessment of clinker production line, etc. of course, he had his doubts, since some of these jobs were new to him. what should he do? he could only make up for it by studying. after work, he could be seen slaving away at books. in case of a bad weather, he always consulted some old technicians and managers in the office. in particular, the new knowledge in the field of heavy oil power generation broadened his mind. he studied deeply and absorbed the essence with specific questions in mind. he successfully completed the work at all points throughout the project. especially in the debugging and assessment stage, he prepared the performance assessment scheme, formulated detailed examination implementation methods, adjusted the production parameters, and ensured the smooth performance assessment.

innovation requires responsibility. persistent, zhang haoxin moved to argentina to work on the l'amali 5000tpd cement production line project. after full investigation, his proposal of localized construction was approved by the company. supported by the company, zhang haoxin and the project team conducted localized subcontracting in civil engineering and installation. due to the differences in culture and thinking between china and argentina, the site management was extremely complicated. undaunted by it, he was the first to arrive at the scene every day. he fully coordinated with owner, trade union, local civil engineering subcontractor, local installation subcontractor, and chinese technical director, and reasonably arranged the on-site construction, so as to promote the project in an orderly way.

at the critical moment when the argentine project was in full swing, the global covid-19 pandemic spread to argentina, and the project was suspended for 50 days. this led to a series of ripple reactions as well as crises such as trade union negotiation, pandemic prevention and work resumption plan, work resumption application, production resumption organization, withdrawal of rent of machines and tools, on-site stability maintenance, etc. as a core member of the field management team of the argentine project, zhang haoxin fought side by side with the project team, and finally reached a shutdown settlement agreement through eight rounds of arduous trade union negotiations. during the shutdown, the project team did not slack off. instead, he worked out the project resumption and pandemic control plan, and obtained the resumption permit issued by the argentine government and owner. after the project resumed, the local labor force was in short supply. zhang haoxin and his team thought creatively and adopted flexible employment methods to get out of the understaffed mess. through several rounds of negotiations with construction machinery and material leasing manufacturers, they succeeded in reducing or waiving leasing fees during the pandemic. the hardships and struggles involved were beyond the endurance of ordinary men. zhang haoxin fully demonstrated outstanding overall quality and crisis management skills as sinoma staff, defended the interests of the company and ensured the smooth progress of the project.

only reform and innovation can make brilliant years. zhang haoxin is on the road to reform and innovation. he has a strong motherland behind him and great love in his heart. therefore, we can fully believe that his talent will shine in argentina, 20,000 kilometers away from china.

personal insights:

i'm grateful that sinoma can provide growth platform for my career, where i can devote my professional knowledge and abundant experience to assist the company’s development. i have to devote all my strength, tackle all kinds of obstacles, overcome all the trouble with creative spirit to accomplish the task sinoma grants to me.

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