胜利石油工程公司管具技术服务中心扎实推进制修业务专业化重组，在改革攻坚中交出了一份亮眼答 卷：通过整合资源、优化流程，有力推动外委业务向自主运营转化，全年节约外委成本超千万元，索具 加工效率提升22%，套管头产能提升34%，紧急任务响应时间平均缩短50%以上，业务运行模式实现了 从"各自为战"到"协同作战"的深刻转变。 "重组不是简单的资源叠加，而是通过机制创新实现效能倍增。"管具技术服务中心代表、党委书记马国 良表示，下一步，管具技术服务中心将继续深化内部协同、完善协作流程、拓展业务范围，在巩固现有 成果的基础上，进一步加强技术研发与人才培养，积极开拓高附加值技术服务市场，持续提升自主保障 能力和市场竞争力。(大众新闻记者 顾松 通讯员 杨冬玲) 从材料准备到精密加工，各环节无缝衔接，仅用一天时间就高质量完成首批6根大梁加工，产品全部合 格，圆满完成保供任务。"这不仅是效率的提升，更是团队战斗力的体现。"精密加工制修中心党支部书 记于笑冬感慨道。 在核心部件维修方面，管具技术服务中心也实现了关键突破。以长期依赖外部采购的井控装置试压泵保 压阀为例，中心整合精密加工与现场维修力量，组建攻关小组开展技术攻坚。通 ...

Core Viewpoint - The Liaohe Oilfield Shenyang Oil Production Plant is focusing on transforming outsourced operations to in-house management as a primary strategy for improving efficiency and quality by 2025, having already reduced outsourcing costs by 1.752 million yuan [1] Group 1: Management and Strategy - The plant has established a comprehensive management system from top-level design to on-site execution, with each project led by a designated manager to ensure clear responsibilities and effective progress [1] - The implementation of a "Five Ones" work mechanism ensures that each project has a dedicated manager, team, and blueprint, facilitating accountability and strong execution [1] Group 2: Employee Incentives and Performance - The plant links in-house efficiency gains to employee performance, distributing a total of 230,000 yuan in special rewards for in-house projects, which has stimulated internal motivation and led to the conversion of eight outsourced services to in-house operations [1] Group 3: Technical Innovation and Efficiency - The plant leverages the expertise of technical personnel to create a self-repair list covering six types of services, which has led to over 700 key equipment repairs, generating a total efficiency gain of 3.16 million yuan [1] - The plant balances focus on major equipment repairs with the management of routine minor repairs, completing 396 minor repair projects and reducing outsourced labor by 1,782 hours, saving 396,000 yuan in labor costs [1]