In the current world, the tide of in-depth fusion of information technology and manufacturing industry is regarded as a new Industrial Revolution. As an exemplar of modernized enterprises with high starting point in domestic steel industry, how can Baosteel Ltd. get hold of this critical opportunity of leap-forward development in technology and accelerated upgrading in structure to actively build smart factories and realize smart production? On July 25, Baosteel Ltd. held the 2nd session of managers' seminar this year, focusing on "Opportunities and Challenges in Industrie 4.0", to carry out monographic study and in-depth research and learning.

The seminar invited Prof. Jay Lee, an Ohio Eminent Scholar and L.W. Scott Alter Chair Professor at the Univ. of Cincinnati and founding director of National Science Foundation (NSF) Industry/University Cooperative Research Center (I/UCRC) on Intelligent Maintenance Systems, first president and chief advisor of newly established Advanced Industrial Technology Research Institute (AITRI) at Shanghai Jiao Tong University, to give lessons on "Industrie 4.0, big data analysis and corporate competition transformation". Prof. Jay Lee introduced in details the concepts and developments of Industrie 4.0 and big data analysis, the methods and examples of promoting industrial innovation, and carried out in-depth discussion on and shared the explorations of big data application in each industrial field. The Operation Improvement Department also made special exchange on "Looking upon Baosteel's road of Industrie 4.0 from data usage".

Party secretary of Baosteel Ltd. Zhu Junsheng made in-depth interpretations in terms of the background of Baosteel Ltd.'s implementation of "3-year action plan for employee and enterprise development", and the key points in next-step work. The recently released "3-year action plan for employee and enterprise development" of Baosteel Ltd. clarified the connotation of common development of employee and enterprise, including the four levels of shared responsibility, jointly created value, shared achievements and joint promotion. To achieve "concrete implementation of flexible work", "systematization of professional work", "domination of implicit value", Baosteel Ltd. put forward general target, sub-target and 14 KPI that can be quantized, measured and assessed in the action plan, and defined the 4 in 1 working system of "career development", "remuneration and welfare", "corporate culture" and "working environment", and proposed 25 specific working projects including "Construction of visible career development roadmap". Zhu Junsheng asked each unit and each department to emphasize on integral promotion and atmosphere building, and strive to build the company into "a corporate example of common development of employees and enterprises" through breakdown of target task, responsibility implementation and formation of detailed program, etc.

President of Baosteel Ltd. Dai Zhihao summarized and reviewed the operation performance, key work promotion, highlight work of each unit and the links to be improved in the first half year, and deployed the key promotion work in the second half year to accomplish the annual challenging operational target. Since this year, in the background of profoundly extended "severe winter" of steel industry, complex and volatile economic environment at home and abroad, elimination of outdated capacity in the industry and emphasis on energy saving and emission reduction, Baosteel Ltd. cemented and maintained the leadership of best performance in domestic steel industry by closely sticking to the general operation policy, strengthening the enhancement of corporate manufacturing capability, technology innovation, environmental management, corporate operation mechanism with customer as the center, two-wing business, deepening the reform of 3 systems, and improving the labour efficiency. In the second half of the year, Baosteel Ltd. will lay stress on promotion of strengthening technology innovation, and enhancement of corporate competitiveness, strengthen process control to ensure stable operation and satisfy market demand, pay attention to production and sales balance, and improvement of resources utilization efficiency, continuously pay attention to the control over inventory and cash flow, rapidly enhance the corporate level of environmental protection, expand business modes, and speed up the development of two-wing business, go all out to promote the construction of Zhanjiang Steel Project, deepen the reform and construction of first-class Meishan Steel, etc. Dai Zhihao wished each unit to contemplate on and actively explore the effective practice to enhance the competitiveness of conventional manufacturing industry with information technology while carrying out the current key work of production, operation, engineering construction.




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