Mu Junwu: To Forge Iron, One Must Be Strong Oneself

As director and Party branch secretary of the Lanzhou Plant's packaging facility for 14 years, Comrade Mu Junwu has led all the facility's employees to think as one and work as one. By strengthening personnel management, facility management has improved markedly and production organization has become smoother; in 2014 the packaging facility achieved safe production, producing 130,000 tons of packaged oil, with a 100 percent accuracy rate in metering spot checks, a 100 percent pass rate in quality spot checks and a 100 percent ex-factory pass rate.
Innovative management and constant striving for perfection to comprehensively improve packaged oil quality
As the facility's person in charge, he took the company's comprehensive quality improvement and cost reduction and efficiency increase campaign as a breakthrough point. In accordance with the company's quality improvement and cost reduction plans, and after going deep into the teams to seek employees' opinions extensively and discussing repeatedly with the facility's technicians, he formulated the facility's quality improvement and cost reduction and efficiency increase plan, proposed 23 quality improvement measures and 5 cost reduction and efficiency increase measures, set quality improvement targets and corrective measures, and clarified the responsible persons and the assessment and reward methods. In the first half of 2014, during production of the new Tianrun products launched by the company, he followed the production line, kept a close eye on product quality and often worked overtime, insisting on coming to the plant at weekends and devoting himself to his work, keeping abreast of production developments. During a warehouse inspection one day in April, he found appearance quality problems in Tianrun products and quickly organized management staff to carry out a screening inspection; once the problem had been identified, he joined everyone in carefully sorting through the products until more than a thousand products with unacceptable appearance quality had been rectified at around 1 a.m. and the problem was completely solved. Afterwards he drew inferences from the case and, through measures and clearly assigned responsibilities, completed the first batch of new Tianrun filling production to high standards and high quality, extending packaged oil quality improvements to cover all packaged products. His attitude of constantly striving for perfection comprehensively raised packaged product quality, ensured customers' and the market's needs were met in good time, and won the enterprise a fine market reputation.
Strengthening planning coordination to ensure completion of packaged oil production orders
Market demand is the goal of his work. From the 15-day packaged oil plan to the 7-day market guarantee plan, and on how to guarantee and win the market and customers more quickly, he keeps a close eye on the production and operating system every day in line with order plan requirements, arriving early and leaving late; after work he still checks the next day's packaged oil orders on the system, communicates closely with the planning department, the operations department and the blending facility, actively coordinates filling oil plans and packaging material preparation, coordinates and solves production and equipment problems, and overcomes various difficulties to ensure that packaged oil orders can be filled and shipped in good time. Having accurately analyzed product mix, quantities, market demand and order plans, he also increases inventory by an appropriate amount and moves the 7-day supply plan forward to 5 days, effectively easing the contradiction between market and production plans and making an effective contribution to rapid support and to completing the annual packaged oil plan. In April 2014, when market demand was relatively high and staff were short, he led the management staff in responding to production needs and fought alongside employees on the filling line, achieving a record daily production of more than 2,200 cases of motorcycle oil and safeguarding market demand.
Bold management and firm implementation to keep raising facility management standards
As the facility's person in charge, in response to problems and shortcomings in production, equipment and site management, he often goes deep into the production line to learn about team production and staff thinking, and was the first at the Lanzhou Plant to propose the employee 'one post, three responsibilities' system, adding quality responsibility to each post and raising employees' quality awareness. He persists with weekly management inspections, briefings and problem follow-up, and set up three specialized management groups for process, equipment and safety; through the basic model of weekly and monthly facility inspections and group competitions, he has ensured whole-process facility management and smooth production. After a year of implementation and assessment, an incentive mechanism with clear rewards and penalties has taken shape. In team building, he introduced team scoring and ranking and a 'last-place elimination' system for team leaders, promoting a healthy atmosphere of learning, comparing, catching up and surpassing among the teams, fully mobilizing employees' enthusiasm and raising work efficiency, with the facility's management work achieving clear results and progress.
Strengthening workforce development and giving play to the exemplary role of grassroots leaders
As a grassroots leading cadre he earnestly performs his duties and fully plays the exemplary role of the facility's person in charge. He proposed and established housekeeping responsibility zones for management staff, taking the lead himself by arriving 40 minutes early every day to clean his area, and this practical action has motivated all the facility's employees.
In daily life he is also a close confidant of the employees. Whenever an employee or family member has a wedding, funeral or other family event, or runs into difficulty, he always helps enthusiastically, even at the expense of his personal rest time. For one employee in the packaging facility who suffers from a mental illness and cannot work normally, he has visited the family many times over the years and has often given his own money to help, warming this extremely poor family with sunshine-like care.?