心无界，路同行
近几年是双拥共建“两廊节节高升”倡仪打造 10每年。12年来，华人家装屋面集团公司牢固不移走全国化旅程，逐渐全新“走上去”模型，始终如一秉持着“为是时间快速发展作功劳度、与是时间单位达成合作方式、为是时间百姓安全精准服务”的达成合作方式携手共进“三依据”，为“两廊节节高升”铁路沿线国家的和区域打造优质化量家装屋面和建筑工程高技术安全精准服务，为构筑我们人类命相主体体功劳度了家装屋面爆发力。中国国建筑材料群体具备传遍环球的 2 万数名泰国职工，你们在砥砺前行拼搏进取中写作令人难忘答案，在各个品牌发展前景中做到联合成材，用一丝两滴的静静地讲奉献鲜活普写“朵朵与共”出色愿景。下面来，让我们将为用户 讲中间100 位在美国工人的剧情，看顾客是怎样的在“范围十路”规划中播撒我的梦想的种子资源，成果欢欣鼓舞的浆果，撰写着丰富多样多姿多彩、形象活鲜的感动剧情……01龚腾 1995年加入中国建材
扬州中材伊拉克工作运行工程管理者中材国际进军伊拉克时长已逾10年
十多年的筚路蓝缕
涌现了众多优秀员工
龚腾就是其中的杰出代表
龚腾是苏州中材第一位保产项目经理
他深入生产一线
带领生产团队努力学习
克服设计、装备、备件供应短缺等重重障碍
2010年
公司决定进行业务延伸
龚腾被任命为苏州中材伊拉克SCP保产项目部项目经理
上任伊始
龚腾与项目管理团队精心谋划
先后通过引进、借调、寻求外部支持等方式
为伊拉克 SCP 新项目实地搭修建了工作管理能力创业团队
上任后
针对全公司对相关业务认识模糊的现状
龚腾带领团队
对全阶段进行收据收集整理
以求用最快的速度
掌握各个环节的核心数据
最终形成了一套管理体系
有着创新发展性的功能和含义励精图治换来当今的蓬勃发展
目前公司已经包揽
在当地承建的全部6条水泥生产线的
后续保产运维业务
在一系列改革创新浪潮中
龚腾及其团队精诚合作
奋力拼搏
重铸千锤百炼出一根技术运维管理尖兵
（上下滚动查看英文版）
A
Pioneer of Transformation and O&M
Gong TengJoined CNBM in 1995The O&M Projects Manager of SINOMA(Suzhou) In IraqAs time goes by, the
saplings planted a decade ago have grown into a maple grove, a beautiful sight
at the Sulaymaniyah Cement Plant (SCP) in Iraq. Over the past decade or so,
SINOMA International has expanded its footprint in Iraq, from EPC projects to
diversified projects, and then to cement plant production support and operation
& maintenance (O&M), achieving progressive development. Along the way,
many outstanding people have come to the fore, and Gong Teng is an outstanding
representative.Before coming to Iraq, Gong
Teng was the project manager of the ALSALAM 2500t/d cement plant installation
project in Sudan. During the period of “bid maintenance” with the owner after
completing the contract tasks, he solved many problems of the general
contractor Tk-II, an Indian company, and won the owner’s trust. He also
contributed to the first production support contract on a pay-per-hand basis
between the owner and the company. As the first production support project
manager of SINOMA (Suzhou), Gong Teng inspected the production line and led a
production team to study and overcome obstacles such as shortages of designs,
equipment and spare parts. In only two months, he enhanced the monthly operation
rate of the plant from 52% before his tenure to 84%, building the company’s confidence
to undertake production support projects.In 2010, the company decided
to expand its business from EPC projects to production support and O&M.
Gong Teng was appointed as the project manager of the Iraq SCP Production
Support Project Department of SINOMA (Suzhou). However, it was not a smooth
ride, and full of challenges and unknowns.At the beginning of his
tenure, Gong Teng and the project management team carefully planned and
determined the production guidelines of safety, high quality, high yield, low
consumption and environmental friendliness through discussion, as well as an
organizational structure featuring hierarchical management by three departments
and three workshops. To cope with the shortage of production technicians, he
coordinated a number of technicians with more than ten years of production
experience for the Iraqi SCP project through personnel introduction, secondment
and seeking external support, and built a production and operation technical
team. After four months of running-in, the production of the project was fully
on track, creating a prerequisite for the smooth expansion of subsequent
production support and O&M.
Team building is crucial to
any enterprise. The introduction and secondment of personnel at an early stage
can only solve difficulties in the short term, while Gong Teng is more
concerned about long-term talent training and reserve. From the first day of
the project, a new talent training program was launched. After years of
engineering construction, SINOMA (Suzhou) has built up a large number of
excellent engineering and technical personnel, many of whom are experts in
equipment operation and production support, and the first batch of production
support personnel were selected from them through assessment. After more than
ten years of practice, they have gradually matured and been successively sent
to other production support and O&M projects of the company.The core of production
support and O&M projects is to ensure the stable operation of production
lines and the stable quality of cement products. These projects need to be
supervised by experienced production technicians, and improving management is a
new challenge. At the beginning of the production support and O&M business,
the company had a vague understanding of production[1]related core data, risk
control nodes, scopes of error tolerance and correction, etc. which caused
great obstacles for the accurate and comprehensive control of production and
O&M. In view of this, Gong Teng led his team to collect and organize the
data of the whole process from the analysis of raw material composition, to the
preparation, storage and grinding of raw materials, to calcination in kilns,
cooling and transportation, and finally to cement grinding and packaging.
During that time, Gong Teng spent almost every minute with his production
support team. They shuttled around workshops so as to grasp the core data of
each link as quickly as possible, and analyze as well as summarize the data.
With a gradual grasp of the reality of all aspects, Gong Teng led his team to
prepare operating procedures, equipment maintenance manuals, monitoring methods
of each workshop and unit, and quality control procedures based on the actual
situation. They have gradually established and improved production management
methods and comprehensive management systems, and built a management system,
which has been a pioneering role in ensuring the systematic management
of the production support and O&M business and promoting it in other
countries and regions.Years of hard work has
created a booming production support and O&M business. At present, the
company has contracted the production support and O&M business of all six
cement production lines in Iraqi.The company taps with local
markets in the countries in which it operates, vigorously promotes industrial
extension, and creates a new pattern of diversified business. In a series of
reform and innovation, Gong Teng has sincerely cooperated with his team,
striving to be the pioneer of transformation. He has forged ahead with
determination and made long[1]term
development plans for the company. In the face of adversity, ten years of
trials and endeavor have trained a professional, enterprising and vigorous
O&M team. Personal Insights：Since I devoted to the Iraqi
market in 2010, upholding the concept of serving the company's overall
development, I’ve led the team to cooperate closely and forge ahead. We
successfully created the management model for the operation & maintenance
business and added luster to the SINOMA brand. In the future, I’ll continue to
work hard, move forward with determination, enhance learning and improve
management to assist the company's high-quality development!02张昊信2006 年加入到国家居建材中材国际环保健康与夹丝玻璃企业部副组织部长
不管是是在安哥拉当任技能建筑机械工程师
还是在阿根廷勇挑重担
张昊信总能深耕专业、见微知著
在较短的耗时内完全运转学习目标工作之余
张昊信总是业务书不离手
不能工作的天气
他总在现场办公室向同事虚心请教
他喜欢独立思考解决问题
在任安哥拉NC15能源焦粉磨站楼盘总监时
破解了许多“疑难杂症”
该项目创造了
来完成在海外粉磨站EPC内容的纪要接收墨西哥L’Amali 5000TPD白水泥生產线大型项目后张昊信充分调研
提出的属地化建设的建议得到公司肯定
团队进行属地化分包时
由于两国文化和思维的差异
现场管理异常复杂
张昊信不惧困难
每天最早到达现场
充分协调各项事宜
有条不紊定期维护好项目现场报道社会秩序在阿根廷项目抢攻的关键时刻
新冠疫情波及阿根廷
项目一度停工50天
作为阿根廷项目核心成员
张昊信与团队并肩作战
实行复产和传染病管控解决方案在复工后
他们采取灵活的用工方式
巧妙解决了劳动力短缺的问题
并通过谈判
降底了禽流这段时间内的租用成本费用从来豪杰多奇魄
维新维能烛岁月
好的的融合质量出众的危机管理能力
让张昊信胜利夺取机构收益（前后左右翻动查看手机因为版）Innovation
Endows Vitality
Zhang HaoxinJoined CNBM in 2006The
Deputy manager of Environmental protection & Class engineering of SINOMA
OVERSEASZhang
Haoxin worked as a technical engineer in Angola and took on heavy
responsibilities in Argentina. He has always fulfilled his duties, deepened his
expertise, and accomplished his work quickly. Why? Those who know him well will
always describe him as a quick-witted professional whose innovations revitalize
him and his clients.Innovation
requires concentration and diligence. When he was first appointed as the
project manager of NC15 petroleum coke grinding station in Angola, Zhang Haoxin
always thought independently about difficulties, and then found out the methods
and paths to solve them. After consultation with the team, the original
"headache" was successfully addressed with the joint efforts. The
NC15 petroleum coke grinding station project has set a record. It is the
company’s first EPC overseas project that was completed within a year,
notwithstanding its long process of design, procurement, processing and
production, transportation, on-site construction, debugging and assessment.The
highest innovation requires the best ability to learn. During the NCII 5000TPD
clinker production line project, Zhang Haoxin was appointed as technical
manager of clinker production line, project manager of 23MW heavy oil power
station and debugging leader, and took on the roles of design management,
project management of heavy oil power station, debugging and assessment of
clinker production line, etc. Of course, he had his doubts, since some of these
jobs were new to him. What should he do? He could only make up for it by
studying. After work, he could be seen slaving away at books. In case of a bad
weather, he always consulted some old technicians and managers in the office.
In particular, the new knowledge in the field of heavy oil power generation
broadened his mind. He studied deeply and absorbed the essence with specific
questions in mind. He successfully completed the work at all points throughout
the project. Especially in the debugging and assessment stage, he prepared the
performance assessment scheme, formulated detailed examination implementation
methods, adjusted the production parameters, and ensured the smooth performance
assessment.
Innovation
requires responsibility. Persistent, Zhang Haoxin moved to Argentina to work on
the L'Amali 5000TPD cement production line project. After full investigation,
his proposal of localized construction was approved by the Company. Supported
by the Company, Zhang Haoxin and the project team conducted localized
subcontracting in civil engineering and installation. Due to the differences in
culture and thinking between China and Argentina, the site management was
extremely complicated. Undaunted by it, he was the first to arrive at the scene
every day. He fully coordinated with owner, trade union, local civil
engineering subcontractor, local installation subcontractor, and Chinese
technical director, and reasonably arranged the on-site construction, so as to
promote the project in an orderly way.At
the critical moment when the Argentine project was in full swing, the global
COVID-19 pandemic spread to Argentina, and the project was suspended for 50
days. This led to a series of ripple reactions as well as crises such as trade
union negotiation, pandemic prevention and work resumption plan, work
resumption application, production resumption organization, withdrawal of rent
of machines and tools, on-site stability maintenance, etc. As a core member of
the field management team of the Argentine project, Zhang Haoxin fought side by
side with the project team, and finally reached a shutdown settlement agreement
through eight rounds of arduous trade union negotiations. During the shutdown,
the project team did not slack off. Instead, he worked out the project
resumption and pandemic control plan, and obtained the resumption permit issued
by the Argentine government and owner. After the project resumed, the local
labor force was in short supply. Zhang Haoxin and his team thought creatively
and adopted flexible employment methods to get out of the understaffed mess.
Through several rounds of negotiations with construction machinery and material
leasing manufacturers, they succeeded in reducing or waiving leasing fees
during the pandemic. The hardships and struggles involved were beyond the
endurance of ordinary men. Zhang Haoxin fully demonstrated outstanding overall
quality and crisis management skills as SINOMA staff, defended the interests of
the Company and ensured the smooth progress of the project.Only
reform and innovation can make brilliant years. Zhang Haoxin is on the road to
reform and innovation. He has a strong motherland behind him and great love in
his heart. Therefore, we can fully believe that his talent will shine in
Argentina, 20,000 kilometers away from China.Personal Insights：I'm
grateful that SINOMA can provide growth platform for my career, where I can
devote my professional knowledge and abundant experience to assist the
company’s development. I have to devote all my strength, tackle all kinds of
obstacles, overcome all the trouble with creative spirit to accomplish the task
SINOMA grants to me.
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