修旧利废行动是鲁迈拉公司向管理要效益、以技术挖潜力的一次生动实践，是推动生产方式向绿 色、循环、低碳转型的战略举措，培育了全员厉行节约、精益管理的企业文化。 在鲁迈拉油田作业区，电缆是保障井下电泵机组电力稳定输送的关键材料，消耗量巨大且价格高 昂。通常电泵井作业起出来的旧电缆及新电缆短截往往被列为待报废物资。鲁迈拉公司转变思路，让这 些"沉睡"的资产"苏醒"。 经过相关部门人员数十次的交流讨论，公司电泵管理团队牵头建立了规范的新电缆短截利用和旧电 缆回收检测与分类流程。根据规范流程，专业技术人员对旧电缆进行严格的绝缘性能、导电性能及外观 完好度检测后，将其分为可直接复用、维修后可用及不具备利用价值等等级。对于不同等级的旧电缆， 采用相应的方法进行修复处理，经检测合格后入库待用。目前，对新电缆短截的利用和旧电缆的回收利 用取得了初步成效，并在持续推进中。下一步，公司将进一步深化修旧利废行动。 中国石油网消息（通讯员 李志国 记者 李小松）今年年中以来，鲁迈拉公司大力实施修旧利废专项 行动，取得显著成效。截至11月19日，已建立修旧利废管理相关规范，完成了5口井旧电缆的回收。新 电缆短截（整圈电缆的剩余部分）将用 ...

Core Viewpoint - The company has successfully implemented lean management practices to enhance operational efficiency and reduce costs, resulting in significant financial benefits and improved equipment maintenance [5]. Group 1: Operational Efficiency - The company repaired over 180 pieces of equipment in October, generating nearly 400,000 yuan in cumulative benefits, showcasing its proactive approach to operational challenges [1]. - A comprehensive hidden danger investigation mechanism has been established, allowing for proactive identification and resolution of equipment issues, thus ensuring stable operation and reducing maintenance costs [2]. Group 2: Cost Control - The company emphasizes a "tight budget" philosophy, implementing a lifelong tracking system for material usage to minimize waste and ensure accountability at every stage of material handling [3]. - A "clearing and inventory" initiative has been launched to assess and optimize the use of idle equipment and materials, enhancing resource allocation and reducing procurement costs [3]. Group 3: Resource Recycling - The company has developed a management approach for the recovery and utilization of waste materials, establishing standards and processes for effective resource recycling [4]. - In October, the repair shop successfully restored 113 pieces of equipment and revitalized 67 vehicles, generating approximately 332,400 yuan in benefits from waste material recovery alone [4].

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].