齐鲁晚报.齐鲁壹点王保珠通讯员罗敬玉 在山东能源鲁西矿业单县能源机修厂，一台翻新如初的电动滚筒静置于车间，金属表面光洁如新，仿佛 完成了价值的"重生"。职工张雪核对完最后一项数据，脸上舒展出发自内心的笑容："10月份，我们修 复了180多件设备，累计创效近40万元。"这组数字，是单县能源在应对经营压力和挑战下精耕细作、向 内挖潜的一个生动缩影。 巧施"绣花功"，管理关口向前移 单县能源扎实开展"厉行节约、严控成本"活动及"十项费用节支行动"，引导全体职工从细微处入手，将 精益管理理念贯穿于生产经营全过程，彻底转变传统"坐等设备故障"的被动维修模式，坚持"变维修为 检修，变被动为主动"，推动管理关口前移，构建起一张严密高效的设备巡查检修网络。 "我们现在不再等问题发生后才去解决，而是主动出击，排查设备隐患。"机电副总工程师白银库介绍。 该公司建立了覆盖设备运行全过程的隐患排查治理机制，犹如为每台设备配备了"全天候健康顾问"。一 旦发现设备出现"亚健康"征兆，立即组织技术力量"对症下药"，及时消除隐患。这不仅有效保障了设备 的持续稳定运行，更从源头上切断了无效能耗，使设备维护成本显著下降。 "省下的就是赚下的"— ...

Core Insights - The company is focusing on "light asset operation" and maximizing the value of "sleeping assets" through the repair and reuse of old materials and equipment, which has led to significant cost savings [1][5][7] Group 1: Inventory Management - The company has initiated a "Five Clean-up" action to optimize inventory, which includes clearing material stock, overdue payments, idle equipment, and waste materials, resulting in the identification of over 1,200 idle items and a reduction in capital occupation by over 2 million yuan [3][5] - The management emphasizes that inventory should not be treated as a "safety box" but rather as a "cost burden" that needs to be activated [3] Group 2: Repair and Reuse - The cost of repairing old equipment is significantly lower than purchasing new items, with examples showing savings of 42 yuan per repaired anchor rod and 2.4 million yuan saved on a conveyor repair [5][7] - The company has established a management approach for repair and reuse, setting clear standards and accountability for repair tasks, which has led to the repair of 26 major pieces of equipment and over 1,300 small components in the third quarter [5][7] Group 3: Employee Engagement - The company encourages all employees to participate in cost reduction initiatives through activities that solicit suggestions for efficiency improvements, rewarding accepted ideas to foster innovation [7] - Employees are increasingly motivated to consider the repair and reuse of old materials rather than discarding them, reflecting a cultural shift towards cost-saving practices [5][7]

Core Viewpoint - The company is actively implementing a "profit-oriented" approach to spending, focusing on innovation, collaboration, and efficiency to enhance operational effectiveness and drive high-quality development in mining [1]. Group 1: Ideological Initiatives - The company has launched a discussion initiative on "Four Business Concepts," promoting a learning culture through various formats, including workshops and thematic days, to instill a profit-oriented mindset among all employees [3]. - Over 28 discussion sessions have been organized, with more than 300 participants, resulting in 80 materials collected and 21 suggestions submitted [3]. Group 2: Management Practices - The company adheres to strict budget management principles, ensuring that expenditures are controlled and only necessary costs are incurred, with regular operational analysis meetings to monitor expenses [5]. - Cost-saving measures have led to a savings of 3.48 million yuan through equipment repair and reuse, and over 2.3 million yuan in annual economic benefits from minor improvements [5]. Group 3: Technological Innovations - The company is focusing on addressing production challenges through innovation, with initiatives like the "Challenge and Lead" program to encourage staff to propose solutions, resulting in a 6.8-fold increase in gas extraction efficiency [8]. - Technological upgrades, such as the renovation of power compensation devices, have yielded financial rewards and significant savings in energy costs, including 2.67 million yuan in natural gas savings from April to June [8].