روغن موتور تمام سنتتیک 
روغن موتور دیزلی 
روغن دنده 
روغن موتور سیکلت Song Xin, 33 years old this year, has spent ten years in the lubricant production system. With glasses on his nose and a humble, friendly manner toward everyone, he is the deputy director of the packaging facility of the Production Technology Department at the East China Lubricant Plant. This 'post-80s' model worker uses his story of struggle to illustrate a simple truth: only hard work is the one shortcut for young people to succeed.
Since joining the workforce, Song Xin has given up his leave, home-visit leave and even his marriage leave for work, with 'five plus two' (five working days plus the weekend) and 'white plus black' (day and night) being the norm. He has long been engaged in packaging equipment, technology and production management, working diligently, daring to innovate and willing to make sacrifices. In particular, he has done pioneering work in key technical areas of production equipment. In his first years with the company he spent almost every weekend at the plant, personally seeing the East China Lubricant Plant's advanced BBU and ABB blending systems, DSC system, and OCME and IBC filling systems go from commissioning to large-scale production, and the birth of China's most advanced lubricant production plant, and he has witnessed the plant's rapid development. He has successively taken charge of electrical management in the Production Technology Department, imported filling equipment and major technical breakthroughs, has rich experience in equipment and site management, has completed every task assigned by superiors with high quality, and has contributed positively to the rapid growth of the East China Lubricant Plant's production and operating performance.
Studious and diligent, he is a pacesetter in equipment and technical management. Faced with the plant's urgent need for advanced technical equipment and operating efficiency during its leapfrog development, he has kept enriching and accumulating professional knowledge, closely followed domestic and international technical trends, studied assiduously, explored actively, and organized and taken part in various major technical projects. He has undertaken or participated in 22 breakthrough projects covering a wide range of fields and content, making new progress in equipment fault analysis, pressure piping and vessels, IBC filling system modification, pipeline over- and under-pressure, and production efficiency improvement, with all projects fully completed. He won one second prize and one third prize for equipment safety management papers at group company level, two first prizes from the Lubricant Company and three second prizes for technological innovation from the Lubricant Company. Through years of assiduous study he further improved technology for over- and under-pressure process pipelines, especially domestic parts for imported equipment and rational production allocation methods; he formed technical modification ideas for the stable operation of overloaded and aging equipment, solving the key problem currently limiting the plant's ability to guarantee timely supply. He and his team, through continuous exploration and practice, analyzed output and equipment change characteristics in different periods and their influencing factors, and proposed plans covering different types of filling machine bodies, capping machines, palletizers and ancillary facilities to raise operating efficiency while ensuring product quality, powerfully safeguarding equipment efficiency and steadily advancing toward the demanding requirements of filling premium products.
Combining site realities, he is a doer in production support work. He has always insisted on preparing in advance and responding actively, leading technical backbones in analyzing dynamic factors affecting production efficiency, carrying out targeted special research, implementing plant targets and optimizing management systems. In production implementation, under the influence of his exemplary and pragmatic work style, the team's capabilities have improved markedly and packaging line efficiency has kept rising, meeting on-site needs and truly achieving the goal of linking management with the site and serving the site with technical results. In particular, during the 2014 'guarantee quality, boost production' quality breakthrough campaign, he led the facility's technical backbones in pooling ideas and reviewing the whole production process item by item, from packaging material quality and operator actions at each post to the operation of every piece of equipment, and formulated a series of measures to improve product quality. Sticking to the principle of 'speed', they moved quickly into corrective and preventive improvement; keeping their eyes on 'excellence', they tightly controlled quality management; and attending to 'completeness', they worked on speed and quality hand in hand, greatly improving product quality control.
Teamwork-oriented, he is a bellwether in grassroots production work. As deputy director, he keeps to his post and, in line with the staffing needs of the packaging facility, optimizes team setup, arranges personnel from the perspective of care, cultivation and understanding, respects individual development wishes and sets personal growth goals, striving to mobilize the enthusiasm of every employee in the facility. He pays particular attention to developing employees' skills and raising overall production support strength. At work he strengthens exchanges and communication with team members, passing on what he knows and feels to younger employees. He strives to make every aspect of production work more detailed and better; with few staff and heavy tasks, he has ensured a good working atmosphere in which every task has someone responsible and everyone has work to do, fully tapping each employee's potential. In 2014, working with the plant, he took the lead in piloting business outsourcing on some of the 4L, 200L and 20L production lines, achieving the expected goal of raising production efficiency by integrating thinking, management, emotion and learning and by optimizing the labor organization structure. At the same time, he revised and improved the employee performance bonus system in good time, breaking the traditional bonus distribution model; on the premise of ensuring product quality, and based on output and production efficiency, it reflects more pay for more work and fully mobilizes employees' enthusiasm, particularly the initiative and dynamism of loading and unloading workers.
'Having seen the fine scenery along the journey, even better views lie ahead' - this is Song Xin's unchanging belief. In his ten years of work, with his quiet, hard-working drive, he has kept searching and pursuing on his own life path and work journey. Inspired by bold innovation and firm belief, and encouraged by the plant's healthy and sustained development, Song Xin will achieve even greater results at work and, with full enthusiasm, help drive the company's rapid development and make new contributions and achievements in building a world-class lubricant company.
(Contributed by the East China Lubricant Plant)
