Rubber machinery is used to extrude treads, inner tubes, hoses and various rubber strips, as well as to coat cables and wire products. The common one is the screw extruder.
After more than 20 years of continuous development,
Zhejiang jinteng Machinery Manufacturing Co., Ltd. has become a famous
production base and supporting center of screw and barrel for plastic
machinery in China.
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Daqing Petrochemical Chemical Factory No.2 Maintenance Workshop has been implementing a listing system for one year, and the results have been impressive. The number of equipment overhauls has dropped by 40% compared to the previous year, with zero repair rates, reliable equipment operation, extended operational cycles, and a significant reduction in maintenance costs. In the past five years, the plant averaged 22 repairs annually. "Previously, we focused on doing it actively; now, we emphasize doing it well," said the head of equipment maintenance, highlighting the shift in mindset.
The core of the listing system is a display board placed in the main control rooms of five production workshops. It features preselected and work areas, with four listed cards in the preselected zone. Each card represents a top-performing maintenance technician who has passed strict evaluations. When a workshop needs maintenance, its staff selects a listed card and moves it to the work area, informing the chosen technician of the task. This system replaced the old model where maintenance staff were assigned by the workshop, allowing production teams to directly choose their technicians and complete tasks efficiently.
In 2005, the plant reformed its maintenance management system to promote a quality-focused philosophy of “doing it right the first time.†Under this new system, each task was given a fixed timeframe, and only the person who completed it would be paid. If rework was needed, the maintenance team would face deductions for materials used. Previously, a compressor breakdown at the acetone plant required five reworks, but after a year, the same issue was resolved in one go. Over the past year, eight similar problems were solved once, improving inspection quality, reducing production failures, and making maintenance staff less busy—leading to fewer exposures to hazardous substances.
This change wasn’t accidental. After the new system was introduced, maintenance staff developed detailed plans before any overhaul. Technicians were invited to provide feedback, ensuring more comprehensive solutions. Today, this approach is standard across all teams. For example, instead of estimating pump distances by eye, workers now use fixtures to measure precisely. As team leader Li Enjun explained, "We used to just replace damaged parts, but now we analyze why they failed and adjust the equipment structure accordingly."
The system also introduced a more scientific classification of employees into three levels: four listed technicians per team, and the rest divided into two categories. Listed personnel are responsible for selecting an assistant and guiding a learner, with tasks and pay based on skill levels. Assistants can compete for listed status, and high-performing learners may advance to assistant roles. This creates motivation for continuous learning, shifting from passive training to active, on-site learning. Employees now engage in discussions and exchanges, inspiring both trainees and instructors to improve.
The "face" effect plays a key role in this system. Listed technicians are seen as the backbone of maintenance, with their performance visible on their cards, including photos and profiles. This visibility brings both responsibility and recognition. If a technician fails to fix an issue on the first try, they lose not only bonuses but also their "face"—their reputation and eligibility to remain listed.
Production workshops select the best performers, reinforcing the idea that "customers are God." High-quality service becomes essential for gaining recognition. Previously, maintenance sites often left debris behind, but now, clean and efficient work has elevated the plant’s equipment management to industry-leading standards. As the factory leader put it, "By attaching spiritual value to the system, we embody modern human-centered management and achieve the goals of the system effectively."