兰州石化公司能源管理的业务流程再造
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摘要
兰州石化公司是国家以及中国石油集团公司的重点用能考核企业。作为石油化工行业,兰州石化既是产能大户,也是用能大户,能源成本已经占到企业总成本相当大的比重,并且呈现不断上升的趋势。节约能源降低消耗,一要靠技术,二要靠管理。如何从管理上和技术上降低能源消耗已成为企业积极探索的主要课题之一。管理是企业运行的基础,再好的节能技术,最终必须通过人去操作和完成,因此提高能源管理水平是降低生产成本的必要措施,同时是为各项先进技术在公司的应用创造良好平台,也是实现企业自身可持续发展的需要。
近年来兰州石化公司在生产经营、人才培育、技术发展、企业文化等方面取得重大突破,炼化一体化程度、生产规模、加工手段、经济效益都得到显著发展和提高,已经成为国家西部地区举足轻重的特大型石化基地。而在能源管理方面,由于是建厂五十年的老企业,并且是由原兰炼、兰化两个企业合并组建而成,存在生产厂分散、加工路线长、装置数量多,系统损耗大的问题,能耗指标在石油化工系统长期位居中游。可以说兰州石化公司能源管理工作难度大、程序多,存在信息滞后、流程不畅、员工参与不积极等问题。因此必须对目前的能源管理流程进行剖析,找出产生问题的原因以及管理过程中的不合理因素,并针对问题提出切实可行的解决策略。
兰州石化公司能源管理的业务流程再造,从简化管理流程、组建管理团队等方面入手,最终形成一个高效运转、信息共享、全员参与的管理理念和管理体系,起到显著提高企业核心竞争力的作用,这不仅对兰州石化的发展具有重要意义,同时也可以为石油化工各企业的能源管理提供借鉴和参考。
Lanzhou Petrochemical Company (LZPC) is a state-owned key energy consumption enterprise of China National Petroleum Corporation. As in the petrochemical industry, LZPC is a major energy products enterprise, as well as a major energy consumption enterprise. Energy costs, being in rising trend, account for a large proportion of the whole cost of LZPC. Energy conservation and energy consumption decrease must rely on technology and management. How to reduce energy consumption in management and technique becomes one of the main topics of LZPC. Management is the foundation of running enterprises. No matter how good the energy-saving technologies are, they must ultimately be passed and completed by people. Therefore, improving energy management level is an effective way in production cost reduction, a good platform of applications of advanced technologies, and the achievement of their own sustainable development needs.
In recent years, LZPC achieved a great breakthrough in the production and operation management, personnel training, technology development, and the building of enterprise culture. The integration of the refinery, the scale of production, processing methods, and economic benefits have been significantly developed. LZPC has become a pivotal petrochemical base in the western area of China. However, in energy management, as LZPC is a 50-year old enterprise with merger of Lanzhou Chemical Corporation and Lanzhou Refine Corporation, there are still many problems such as the existence of decentralized production plants, long processing lines, the large amount of devices, and systems loss. Energy consumption indicators remain in midstream of petrochemical system. It can be said that LZPC faces many problems in energy management. The problems include hard difficulties, more procedures, information lag, and staff sluggishness. So we analyze the current energy management processes to identify problems and the reasons and pinpoint the problems and practical solutions.
For LZPC energy management process reengineering, we begin from simplifying management process, establishing management team, and other aspects. Eventually, an efficient operation, information sharing, full participation in the management philosophy and management system is formed, which bring significant increases in the core competitiveness of LZPC. The energy management process reengineering has great significance not only for the development of LZPC, but also for the petrochemical enterprises in energy management in reference information.
近年来兰州石化公司在生产经营、人才培育、技术发展、企业文化等方面取得重大突破,炼化一体化程度、生产规模、加工手段、经济效益都得到显著发展和提高,已经成为国家西部地区举足轻重的特大型石化基地。而在能源管理方面,由于是建厂五十年的老企业,并且是由原兰炼、兰化两个企业合并组建而成,存在生产厂分散、加工路线长、装置数量多,系统损耗大的问题,能耗指标在石油化工系统长期位居中游。可以说兰州石化公司能源管理工作难度大、程序多,存在信息滞后、流程不畅、员工参与不积极等问题。因此必须对目前的能源管理流程进行剖析,找出产生问题的原因以及管理过程中的不合理因素,并针对问题提出切实可行的解决策略。
兰州石化公司能源管理的业务流程再造,从简化管理流程、组建管理团队等方面入手,最终形成一个高效运转、信息共享、全员参与的管理理念和管理体系,起到显著提高企业核心竞争力的作用,这不仅对兰州石化的发展具有重要意义,同时也可以为石油化工各企业的能源管理提供借鉴和参考。
Lanzhou Petrochemical Company (LZPC) is a state-owned key energy consumption enterprise of China National Petroleum Corporation. As in the petrochemical industry, LZPC is a major energy products enterprise, as well as a major energy consumption enterprise. Energy costs, being in rising trend, account for a large proportion of the whole cost of LZPC. Energy conservation and energy consumption decrease must rely on technology and management. How to reduce energy consumption in management and technique becomes one of the main topics of LZPC. Management is the foundation of running enterprises. No matter how good the energy-saving technologies are, they must ultimately be passed and completed by people. Therefore, improving energy management level is an effective way in production cost reduction, a good platform of applications of advanced technologies, and the achievement of their own sustainable development needs.
In recent years, LZPC achieved a great breakthrough in the production and operation management, personnel training, technology development, and the building of enterprise culture. The integration of the refinery, the scale of production, processing methods, and economic benefits have been significantly developed. LZPC has become a pivotal petrochemical base in the western area of China. However, in energy management, as LZPC is a 50-year old enterprise with merger of Lanzhou Chemical Corporation and Lanzhou Refine Corporation, there are still many problems such as the existence of decentralized production plants, long processing lines, the large amount of devices, and systems loss. Energy consumption indicators remain in midstream of petrochemical system. It can be said that LZPC faces many problems in energy management. The problems include hard difficulties, more procedures, information lag, and staff sluggishness. So we analyze the current energy management processes to identify problems and the reasons and pinpoint the problems and practical solutions.
For LZPC energy management process reengineering, we begin from simplifying management process, establishing management team, and other aspects. Eventually, an efficient operation, information sharing, full participation in the management philosophy and management system is formed, which bring significant increases in the core competitiveness of LZPC. The energy management process reengineering has great significance not only for the development of LZPC, but also for the petrochemical enterprises in energy management in reference information.
引文
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[2]薛恒新等.企业实施BPR的误区与对策[J].中外科技信息,2000(2).
[3]刘力卓.浅析我国BPR的推行及对策[J].价值工程,2003(1).
[4]马建,黄丽华.企业过程创新[M].三联书店(香港)有限公司.
[5]J·佩帕德,P·罗兰.业务流程再造[M].中信出版社,1999年2月.
[6]T·普罗克特.管理创新[M].中信出版社,1999年2月.
[7]安吉斯·索特纳斯等(美).胖企业减肥记[M].机械工业出版社,1999年3月.
[8](美)詹姆斯·迈克.大转变--企业构建工程的七项原则[M].清华大学出版社,1999年4月.
[9](英)埃迪·奥本.现代企业诊断[M].机械工业出版社,2000年10月.
[10]李怀祖.管理研究方法论[M].西安交通大学出版社,2000年5月.
[11](美)罗伯特·史雷特.企业领导人与企业再造[M].机械工业出版社,1999年2月.
[12]徐宁.RP:中国企业管理之梦[J].计算机世界,1998年8月24日.
[13]迈克尔·哈默.企业行动纲领[M].中信出版社,2002,8.
[14]梅绍祖等.流程再造--理论、方法和技术[M].清华大学出版,2004,2.
[15]芮明杰、钱平凡.再造流程[M].浙江人民出版社,1997年.
[16]邱多默,张波.顾客关系管理和相应发展战略[J].江苏商论,2003,(4).
[17]黄艾舟,梅绍祖.超越BPR--流程管理的管理思想研究[J].科学学与科学技术管理,2002(12).
[18]牛津管理评论 oxford.icxo.com
[19]畅享网 www.vsharing.com
[20]元妙企管网 www.yuanmiao.com
[21]Malhotra,Yogesh.Knowledge Management for[E-]Business Performance.Information Strategy:The Executives Journal,v.16(4),Summer 2000,pp.5-16.
[22]Malhotra,Yogesh."Business Process Redesign:An Overview," IEEE Engineering Management Review,vol.26,no.3,Fall 1998
[23]McManus,J.J.,A Methodology for Assessing BPR CASE Tools,Management Services,Vol.41,Iss.6,Jun 1997,pp.16-19.
[24]Keeble P.A New Methodology for Business Process Re-engineering.INFOR,1995,33(4):234-247
[25]Bashein,B.J.,Markus,M.L.,& Riley,P.(1994 Spring)."Preconditions for BPR Success:And How to Prevent Failures," Information Systems Management,11(2),pp.7-13.
[26]Davenport,T.H.& Short,J.E.(1990 Summer)."The New Industrial Engineering:Information Technology and Business Process Redesign," Sloan Management Review,pp.11-27.
[27]Davenport,T.H.(1993).Process Innovation,Harvard Business School Press,Boston,MA.
[28]Davenport,T.H.(1994 July)."Reengineedng:Business Change of Mythic Proportions?" MIS Quarterly,pp.121-127.
[29]Hammer,M.(1990,July-August)."Reengineedng Work:Don't Automate,Obliterate," Harvard Business Review,pp.104-112.
[30]King,W.R.(1994 Spring)."Process Reengineering:The Strategic Dimensions,"Information Systems Management,11(2),pp.71-73.