思想破冰，行动突围

从“5+2”变“4+2”

近年来，集团公司连续开展主题教育活动，“转观念”贯穿始终，“转观念”转出了精打细算的经营理念。结合当前新形势新任务，大庆石化干部员工将提质增效作为推进企业高质量发展的战略举措，将转观念作为首要任务，以思想之变引领行动之变。

以往冬季大负荷生产期间，锅炉运行方式为“5+2”，即5台煤粉锅炉和2台循环流化床锅炉同时运行，以满足化工装置的用能需求。考虑到企业整体成本如何最优，大庆石化突破思想束缚，探索用能新路，尝试实施冬季锅炉“4+2”大负荷运行方式。

摒弃惯性思维，深化“遍地是黄金”的认知，大庆石化迈出守正创新的一大步，但现实问题随之而来。运行锅炉数量减少后，一旦突发紧急工况，“4+2”运行方式下的蒸汽负荷调整空间变得有限，这给系统抗风险能力和运行管理带来了挑战，也对员工的技术技能水平提出了更高要求。

为顺利推动新运行方式落地，生产运行部、热电部等部门多次组织召开专业会，统一全员思想，明确目标任务，引导员工“不为困难找借口”。他们以提升管理水平作为“破局之刃”，根据设备老旧、自动化程度低等特点和生产现状，通过加强日常运行的状态监测，动态跟踪调整运行参数，成功地让一台锅炉“休假”。去年冬季，“4+2”运行天数比上一年度运行天数增加103天，使生产成本降低885.8万元，减排二氧化碳6万吨，减少蒸汽消耗23.89万吨。

Thought breaks the ice, action breaks through

From "5+2" to "4+2"

In recent years, the group company has continuously carried out theme education activities, and the "change concept" runs through the whole time, and the "change concept" turns out the management concept of careful budgeting. Combined with the current new situation and new tasks, Daqing petrochemical cadres and staff will improve the quality and efficiency as a strategic measure to promote the high-quality development of enterprises, change the concept as the primary task, and lead the change of action with the change of thought.

In the past, during the heavy load production in winter, the boiler operation mode was "5+2", that is, 5 pulverized coal boilers and 2 circulating fluidized bed boilers ran at the same time to meet the energy needs of chemical plants. Considering how to optimize the overall cost of the enterprise, Daqing Petrochemical broke through the ideological bondage, explored a new way of energy use, and tried to implement the "4+2" large-load operation mode of the boiler in winter.

Abandon the inertia of thinking, deepen the cognition of "everywhere is gold", Daqing Petrochemical has taken a big step to keep the right innovation, but practical problems follow. After the number of operating boilers is reduced, the steam load adjustment space under the "4+2" operation mode becomes limited in case of sudden emergency conditions, which brings challenges to the system's anti-risk ability and operation management, and also puts forward higher requirements for the technical skill level of employees.

In order to successfully promote the landing of the new operation mode, the production and Operation Department, the thermal power Department and other departments have organized professional meetings for many times to unify the thinking of all staff, clarify the goals and tasks, and guide employees to "not find excuses for difficulties". They take the improvement of management level as a "game-breaking edge", according to the characteristics of old equipment, low degree of automation and production status, by strengthening the status monitoring of daily operation, dynamic tracking and adjustment of operating parameters, successfully let a boiler "vacation". Last winter, the "4+2" operation days increased by 103 days over the previous year, reducing production costs by 8.858 million yuan, reducing carbon dioxide emissions by 60,000 tons, and reducing steam consumption by 238,900 tons.