魯西煤礦深入(ru)貫徹落實集團公司一(yi)系列成(cheng)(cheng)本(ben)(ben)(ben)管(guan)控指導思想(xiang)，牢(lao)固(gu)樹(shu)立“成(cheng)(cheng)本(ben)(ben)(ben)致(zhi)勝”理(li)(li)念(nian)，以(yi)全面預算(suan)管(guan)理(li)(li)為抓手，對各項成(cheng)(cheng)本(ben)(ben)(ben)費用前置把關，杜絕不合理(li)(li)成(cheng)(cheng)本(ben)(ben)(ben)費用預算(suan)資金列支。持續開展成(cheng)(cheng)本(ben)(ben)(ben)構成(cheng)(cheng)分析、系統運行寫實，選準(zhun)突(tu)破(po)口、找準(zhun)著(zhu)力點，進一(yi)步強(qiang)化(hua)成(cheng)(cheng)本(ben)(ben)(ben)管(guan)控內功。確(que)保營業(ye)成(cheng)(cheng)本(ben)(ben)(ben)增(zeng)長低于營業(ye)收(shou)入(ru)增(zeng)長，成(cheng)(cheng)本(ben)(ben)(ben)費用利潤率實現穩(wen)中有升。
1-7月份(fen)，魯西煤礦職工薪酬、折舊、維簡、安(an)全、財務費用(yong)5項費用(yong)占(zhan)煤炭總成(cheng)本比重(zhong)同比減少6.77%，固定及相對固定成(cheng)本占(zhan)比減少4.58%。
一、強化體系建設
制定(ding)(ding)(ding)《魯西(xi)煤礦“兩化(hua)融(rong)合”管(guan)(guan)(guan)理(li)細(xi)化(hua)實施方案》《材料管(guan)(guan)(guan)理(li)規定(ding)(ding)(ding)》《節能用電考核(he)(he)細(xi)則》《物資管(guan)(guan)(guan)理(li)辦(ban)法》《“四金(jin)”占(zhan)用考核(he)(he)辦(ban)法》《降本(ben)(ben)(ben)增(zeng)效(xiao)管(guan)(guan)(guan)理(li)考核(he)(he)辦(ban)法》等文件，重(zhong)點圍繞人工成(cheng)(cheng)本(ben)(ben)(ben)、材料成(cheng)(cheng)本(ben)(ben)(ben)、能耗成(cheng)(cheng)本(ben)(ben)(ben)、維(wei)修成(cheng)(cheng)本(ben)(ben)(ben)等可(ke)變成(cheng)(cheng)本(ben)(ben)(ben)，持續開展工作寫(xie)實，定(ding)(ding)(ding)期召(zhao)開月(yue)度經濟活動分(fen)析(xi)會，分(fen)析(xi)通報各(ge)(ge)項(xiang)成(cheng)(cheng)本(ben)(ben)(ben)費用變動情況，找(zhao)準成(cheng)(cheng)本(ben)(ben)(ben)管(guan)(guan)(guan)控(kong)薄弱環節，補(bu)齊成(cheng)(cheng)本(ben)(ben)(ben)管(guan)(guan)(guan)控(kong)短(duan)板弱項(xiang)，針對性整改提升(sheng)。嚴格成(cheng)(cheng)本(ben)(ben)(ben)考核(he)(he)機制，材料費、電費、維(wei)修費嚴格實行定(ding)(ding)(ding)額管(guan)(guan)(guan)理(li)，加大成(cheng)(cheng)本(ben)(ben)(ben)節超獎罰力度，考核(he)(he)聯掛相關(guan)業務科(ke)室及責任(ren)人，1-7月(yue)累計考核(he)(he)獎懲(cheng)66人次，獎罰金(jin)額3.47萬元，充分(fen)調(diao)動各(ge)(ge)級管(guan)(guan)(guan)理(li)人員降本(ben)(ben)(ben)增(zeng)效(xiao)主動性和創造性。
二、強化“兩化融合”降本
強化(hua)內(nei)部市場化(hua)管理(li)，細化(hua)成(cheng)本管理(li)單元(yuan)，層(ceng)層(ceng)壓實成(cheng)本管理(li)責任(ren)。按照“小(xiao)組化(hua)管理(li)、項目化(hua)落實”的原則，對重點(dian)成(cheng)本攻關(guan)任(ren)務進(jin)行考(kao)核，有效(xiao)促進(jin)了工(gong)作(zuo)效(xiao)率(lv)提升。以工(gong)作(zuo)寫實為(wei)抓手，從(cong)系統、設(she)備、管理(li)等方面找短板(ban)，持續優化(hua)相關(guan)技術流(liu)程及指標(biao)參數，促進(jin)精益化(hua)管理(li)水平提升。
一是在快速掘進(jin)方面，結(jie)合“掘進(jin)提升(sheng)年”活(huo)動(dong)的(de)要求，重新(xin)組織開展了掘進(jin)現場寫實，優(you)化(hua)(hua)支護參(can)數，爆(bao)破參(can)數，三(san)(san)采(cai)(cai)(cai)(cai)軌(gui)(gui)(gui)道下山(shan)揭煤(mei)后優(you)化(hua)(hua)了炮眼布(bu)置，提高了循(xun)環進(jin)尺(chi)；加強(qiang)設備(bei)維修人員的(de)培(pei)訓力(li)度，提升(sheng)“快速掘進(jin)、一次成(cheng)巷”水平，完成(cheng)了三(san)(san)采(cai)(cai)(cai)(cai)、一采(cai)(cai)(cai)(cai)“猴(hou)車(che)”安裝、調試及三(san)(san)采(cai)(cai)(cai)(cai)下山(shan)安全設施改造，提高三(san)(san)采(cai)(cai)(cai)(cai)掘進(jin)工(gong)作面的(de)輔助(zhu)運輸效(xiao)率，節(jie)約費用40余(yu)萬元；引進(jin)氣動(dong)單(dan)軌(gui)(gui)(gui)吊2臺(tai)、維修升(sheng)級1臺(tai)、升(sheng)級改造無極(ji)繩絞車(che)1臺(tai)，提升(sheng)了掘進(jin)后路輔助(zhu)運輸效(xiao)率。1-7月份(fen)，三(san)(san)采(cai)(cai)(cai)(cai)膠帶(dai)下山(shan)掘進(jin)工(gong)效(xiao)提升(sheng)17.3%、三(san)(san)采(cai)(cai)(cai)(cai)軌(gui)(gui)(gui)道下山(shan)提升(sheng)2.11%。
二是(shi)在高(gao)效(xiao)采煤方面，突出抓好(hao)生(sheng)產組織，嚴格(ge)執行(xing)生(sheng)產前確認制度，時刻保持現(xian)場條件、裝備的(de)(de)良好(hao)狀態，保證整個(ge)采煤工(gong)(gong)(gong)作高(gao)效(xiao)運行(xing)。目前，煤機速度提(ti)高(gao)0.76米/分(fen)(fen)鐘(zhong)，最高(gao)達到3.5米/分(fen)(fen)鐘(zhong)。根據觀(guan)測結果及時分(fen)(fen)析礦壓變化規律，優化超前支(zhi)(zhi)護(hu)設(she)計，制定(ding)出最合適的(de)(de)超前支(zhi)(zhi)護(hu)長(chang)度，減(jian)少工(gong)(gong)(gong)作面兩順(shun)(shun)槽變形(xing)量(liang)，避免人員劈幫(bang)，節(jie)省工(gong)(gong)(gong)作時間；計劃在接(jie)續工(gong)(gong)(gong)作面順(shun)(shun)槽采用主動支(zhi)(zhi)護(hu)代替單體液壓支(zhi)(zhi)柱形(xing)式，預(yu)計可(ke)減(jian)少支(zhi)(zhi)護(hu)工(gong)(gong)(gong)6人。1-7月份采煤工(gong)(gong)(gong)效(xiao)增幅(fu)6%。
三(san)是在系(xi)統(tong)(tong)(tong)優(you)化(hua)(hua)方面，持(chi)續優(you)化(hua)(hua)皮(pi)帶(dai)(dai)運(yun)輸(shu)系(xi)統(tong)(tong)(tong)，在-300強力皮(pi)帶(dai)(dai)上方安(an)裝“皮(pi)上皮(pi)”，用(yong)于輔助(zhu)采(cai)區(qu)生產(chan)運(yun)輸(shu)需要(yao)，年節(jie)約電(dian)(dian)(dian)費162萬(wan)元。對(dui)3下(xia)A07皮(pi)帶(dai)(dai)巷1#、2#皮(pi)帶(dai)(dai)進(jin)(jin)行變(bian)頻改造(zao)，配置(zhi)智(zhi)能煤流(liu)控(kong)制系(xi)統(tong)(tong)(tong)，降(jiang)(jiang)低(di)電(dian)(dian)(dian)耗(hao)(hao)(hao)，目前(qian)皮(pi)帶(dai)(dai)運(yun)輸(shu)效(xiao)率為(wei)70%。累計停用(yong)變(bian)壓器(qi)7臺，更換(huan)淘汰(tai)老舊開關(guan)150余臺，優(you)化(hua)(hua)后各采(cai)區(qu)變(bian)電(dian)(dian)(dian)所(suo)變(bian)壓器(qi)負荷平均(jun)為(wei)75%，年可節(jie)約電(dian)(dian)(dian)費13.6萬(wan)元。組織開展水(shui)(shui)倉清淤，水(shui)(shui)倉有效(xiao)容量(liang)增加至(zhi)(zhi)90%，-300污水(shui)(shui)處理站安(an)裝恒壓供水(shui)(shui)系(xi)統(tong)(tong)(tong)，有效(xiao)減少了水(shui)(shui)泵(beng)、電(dian)(dian)(dian)機(ji)磨損(sun)和(he)電(dian)(dian)(dian)能消(xiao)耗(hao)(hao)(hao)，-300水(shui)(shui)泵(beng)噸(dun)(dun)水(shui)(shui)百米(mi)(mi)電(dian)(dian)(dian)耗(hao)(hao)(hao)由原來的0.48度(du)(du)降(jiang)(jiang)至(zhi)(zhi)0.41度(du)(du)，降(jiang)(jiang)幅(fu)(fu)(fu)14.6%；-405水(shui)(shui)泵(beng)噸(dun)(dun)水(shui)(shui)百米(mi)(mi)電(dian)(dian)(dian)耗(hao)(hao)(hao)由原來的0.45度(du)(du)降(jiang)(jiang)至(zhi)(zhi)0.36度(du)(du)，降(jiang)(jiang)幅(fu)(fu)(fu)20%。持(chi)續抓好通(tong)風降(jiang)(jiang)阻(zu)工作(zuo)，共封閉閑置(zhi)巷道(dao)10處、長(chang)度(du)(du)1719m，對(dui)總回風巷等巷道(dao)擴修(xiu)212米(mi)(mi)；對(dui)一采(cai)區(qu)密閉、輔助(zhu)采(cai)區(qu)沿空留巷噴(pen)涂和(he)通(tong)風設施進(jin)(jin)行堵漏(lou)，累計減少漏(lou)風276立方米(mi)(mi)/分鐘。1-7月全礦噸(dun)(dun)煤電(dian)(dian)(dian)耗(hao)(hao)(hao)降(jiang)(jiang)至(zhi)(zhi)23.77度(du)(du)/噸(dun)(dun)，比2020年7-10月降(jiang)(jiang)低(di)了1.81度(du)(du)/噸(dun)(dun)，降(jiang)(jiang)幅(fu)(fu)(fu)7%。
四是在煤(mei)(mei)(mei)質提(ti)(ti)升(sheng)方(fang)面，著力提(ti)(ti)升(sheng)核定產(chan)能(neng)背景下的煤(mei)(mei)(mei)炭產(chan)量，做大分母，降低(di)煤(mei)(mei)(mei)炭單位成本(ben)。緊緊圍繞“含(han)矸(gan)率(lv)(lv)、含(han)雜(za)率(lv)(lv)”兩個(ge)重點(dian)(dian)，從采(cai)掘源(yuan)頭(tou)、從每個(ge)細節(jie)抓(zhua)起，采(cai)取多(duo)種措施減(jian)少矸(gan)石(shi)、減(jian)少雜(za)物，特(te)別是在工作(zuo)面煤(mei)(mei)(mei)層變(bian)薄時(shi)(shi)，嚴(yan)(yan)格(ge)(ge)控制(zhi)(zhi)采(cai)高，把架(jia)間(jian)漏矸(gan)清理至老空；大塊矸(gan)石(shi)揀出裝(zhuang)袋或沿(yan)巷幫碼放整齊，回(hui)填老空，嚴(yan)(yan)格(ge)(ge)落實(shi)工作(zuo)面過構造帶分裝(zhuang)分運(yun)措施，降低(di)原煤(mei)(mei)(mei)含(han)矸(gan)率(lv)(lv)。根據接續安排和規劃設計(ji)，超前做好預(yu)測(ce)預(yu)報(bao)，及時(shi)(shi)測(ce)算3上、3下煤(mei)(mei)(mei)配比(bi)(bi)，做好高低(di)灰煤(mei)(mei)(mei)層配采(cai)，實(shi)現工作(zuo)面精準配采(cai)。持續強化(hua)“管(guan)理人員(yuan)和一線員(yuan)工”煤(mei)(mei)(mei)質意識提(ti)(ti)升(sheng)，嚴(yan)(yan)格(ge)(ge)執行“商品煤(mei)(mei)(mei)率(lv)(lv)”獎懲、“雜(za)物回(hui)購”考(kao)(kao)核等制(zhi)(zhi)度，落實(shi)毛(mao)煤(mei)(mei)(mei)含(han)雜(za)率(lv)(lv)抽(chou)查管(guan)理，不斷(duan)強化(hua)煤(mei)(mei)(mei)炭產(chan)、運(yun)、洗、存全過程管(guan)控。1-7月(yue)份原煤(mei)(mei)(mei)含(han)矸(gan)率(lv)(lv)為22%，比(bi)(bi)去年29%降低(di)7個(ge)百分點(dian)(dian)，預(yu)計(ji)全年可增加商品煤(mei)(mei)(mei)4萬(wan)噸(dun)；毛(mao)煤(mei)(mei)(mei)含(han)雜(za)率(lv)(lv)為27千(qian)(qian)克(ke)/萬(wan)噸(dun)，比(bi)(bi)去年40千(qian)(qian)克(ke)/萬(wan)噸(dun)減(jian)少13千(qian)(qian)克(ke)/萬(wan)噸(dun)，降幅(fu)32.5%。1-7月(yue)份平(ping)均發(fa)熱量超集團(tuan)公司考(kao)(kao)核指標126大卡/千(qian)(qian)克(ke)，比(bi)(bi)去年7-10月(yue)提(ti)(ti)高365大卡/千(qian)(qian)克(ke)，增幅(fu)9.7%。
三、強化人工成本管控
一是(shi)優化(hua)(hua)勞動組織降本。積極推動勞動組織變革，嚴(yan)把人員(yuan)(yuan)進口(kou)關，加強用工(gong)總量剛性(xing)管控，常態化(hua)(hua)開展控員(yuan)(yuan)提(ti)效(xiao)(xiao)工(gong)作，實施“動態”定員(yuan)(yuan)，深挖現有人員(yuan)(yuan)潛(qian)能。1-7月通(tong)過(guo)專(zhuan)業(ye)化(hua)(hua)隊伍輸出、人員(yuan)(yuan)清退等方式減少(shao)人工(gong)成本387萬元(yuan)，單(dan)位成本減少(shao)8.7元(yuan)/噸(dun)；二是(shi)強化(hua)(hua)工(gong)效(xiao)(xiao)聯動降本。修訂(ding)工(gong)效(xiao)(xiao)聯動考(kao)(kao)核(he)辦法(fa)，建(jian)立健全全員(yuan)(yuan)業(ye)績考(kao)(kao)核(he)制(zhi)度體(ti)系，完善工(gong)效(xiao)(xiao)考(kao)(kao)核(he)掛鉤機制(zhi)并嚴(yan)格執行(xing)，切實做(zuo)到工(gong)資與效(xiao)(xiao)益(yi)同向聯動。其中，機關人員(yuan)(yuan)2月份和7月份績效(xiao)(xiao)工(gong)資下調20%，金降本24.72萬元(yuan)。
四、強化財務管理降本
一(yi)是加(jia)大(da)低效無效資(zi)(zi)產處置(zhi)力度(du)，通(tong)過(guo)“干將(jiang)”APP競拍，處理(li)(li)報廢設(she)備(bei)殘料254噸，回收(shou)現金(jin)流63.87萬(wan)(wan)元(yuan)(yuan)；處理(li)(li)監獄移交的毀損(sun)、淘汰材(cai)料及地面工廣廢舊材(cai)料167噸，回收(shou)現金(jin)流92.42萬(wan)(wan)元(yuan)(yuan)；堅(jian)持“專(zhuan)班管(guan)(guan)理(li)(li)、一(yi)企一(yi)策”，持續推進逾(yu)期(qi)債(zhai)權(quan)清(qing)收(shou)，1-7月收(shou)回逾(yu)期(qi)債(zhai)權(quan)530萬(wan)(wan)元(yuan)(yuan)；二(er)是加(jia)大(da)資(zi)(zi)金(jin)管(guan)(guan)理(li)(li)創效力度(du)，通(tong)過(guo)簽(qian)訂個(ge)性(xing)化(hua)存款協議提升商票付款比(bi)例等實(shi)現創效226萬(wan)(wan)元(yuan)(yuan)；三是嚴格現金(jin)流管(guan)(guan)理(li)(li)，嚴格資(zi)(zi)金(jin)預(yu)算管(guan)(guan)控,嚴格負債(zhai)規模管(guan)(guan)控，堅(jian)持“以收(shou)定支”,合(he)理(li)(li)控制應付款項支付節(jie)奏，在合(he)同(tong)簽(qian)訂中爭取寬松的資(zi)(zi)金(jin)支付條件，保(bao)持應收(shou)、應付業(ye)(ye)務(wu)的結構(gou)相對匹配，促進資(zi)(zi)金(jin)流動性(xing)提升。二(er)季度(du)實(shi)現經(jing)營現金(jin)凈流量環比(bi)增加(jia)5110萬(wan)(wan)元(yuan)(yuan),為企業(ye)(ye)發展(zhan)提供堅(jian)強(qiang)自有資(zi)(zi)金(jin)保(bao)障；四是加(jia)大(da)稅(shui)收(shou)等優惠政策研究力度(du)，實(shi)現稅(shui)費和政策資(zi)(zi)金(jin)降本(ben)。
五、強化管理協同降本
一是強化(hua)設(she)備(bei)集(ji)約(yue)(yue)管(guan)理，通(tong)過(guo)集(ji)團(tuan)設(she)備(bei)共(gong)享平(ping)臺(tai)，做好設(she)備(bei)集(ji)約(yue)(yue)利(li)用(yong)(yong)(yong)文章。1-7月(yue)(yue)調(diao)出(chu)梭式礦車三(san)臺(tai)58萬元(yuan)，液壓支架40架112萬元(yuan)；二是強化(hua)材(cai)料(liao)(liao)集(ji)約(yue)(yue)管(guan)理，取消了各(ge)工區的小倉庫(ku)，盤(pan)點盤(pan)活各(ge)部門現有倉儲(chu)材(cai)料(liao)(liao)，減少庫(ku)存(cun)積壓，共(gong)調(diao)劑盤(pan)活庫(ku)存(cun)材(cai)料(liao)(liao)金(jin)額(e)70萬元(yuan)。嚴(yan)格(ge)材(cai)料(liao)(liao)計劃管(guan)理，在(zai)確保安全前提(ti)下(xia)提(ti)高舊材(cai)料(liao)(liao)的利(li)用(yong)(yong)(yong)效率，強化(hua)對回撤設(she)備(bei)及附(fu)件維護保養的監(jian)督及考核，1-7月(yue)(yue)實現材(cai)料(liao)(liao)管(guan)理降本298萬元(yuan)；三(san)是強化(hua)用(yong)(yong)(yong)電(dian)管(guan)理，嚴(yan)格(ge)執行(xing)“避(bi)峰(feng)填谷(gu)”用(yong)(yong)(yong)電(dian)制度(du)，利(li)用(yong)(yong)(yong)倉儲(chu)做好主(zhu)副井提(ti)升(sheng)(sheng)(sheng)(sheng)，打滿(man)谷(gu)段(duan)，用(yong)(yong)(yong)好平(ping)段(duan)，保證(zheng)夜班用(yong)(yong)(yong)電(dian)低(di)谷(gu)段(duan)提(ti)升(sheng)(sheng)(sheng)(sheng)滿(man)負荷運行(xing)，平(ping)段(duan)調(diao)節；夜班集(ji)中(zhong)提(ti)升(sheng)(sheng)(sheng)(sheng)矸(gan)石，中(zhong)班峰(feng)段(duan)不提(ti)升(sheng)(sheng)(sheng)(sheng)，矸(gan)石在(zai)大巷存(cun)放，平(ping)段(duan)調(diao)節提(ti)升(sheng)(sheng)(sheng)(sheng)。-300及-405中(zhong)央泵房全部實現夜班谷(gu)段(duan)排水；根據用(yong)(yong)(yong)電(dian)政策合理安排檢修作(zuo)業時間(jian)；調(diao)整優化(hua)掘進勞動組織(zhi)，峰(feng)段(duan)不進行(xing)出(chu)煤(mei)（矸(gan)）作(zuo)業。通(tong)過(guo)以(yi)上措施。1-7月(yue)(yue)噸(dun)(dun)煤(mei)電(dian)費(fei)19.24元(yuan)/噸(dun)(dun)，同比(bi)下(xia)降2.12元(yuan)/噸(dun)(dun)，降幅9.92%，節約(yue)(yue)電(dian)費(fei)支出(chu)200余萬元(yuan)。
六、壓縮非生產性支出
大力削減非(fei)生產性(xing)(xing)、非(fei)緊迫性(xing)(xing)支出，精打細算(suan)，精當投入(ru)，預算(suan)前(qian)置把關、過程從嚴管控(kong)。嚴控(kong)地面(mian)零星工程建設、嚴控(kong)各(ge)類福(fu)利性(xing)(xing)補(bu)貼性(xing)(xing)支出、嚴控(kong)“四項”費用(yong)。1-7月可控(kong)費用(yong)3369萬元，同比(bi)減少147萬元，減幅4.18%。
