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　　今年(nian)以來，寶鋼股份圍(wei)繞提(ti)升產(chan)品(pin)質(zhi)量、優(you)化生產(chan)組(zu)織方式、降低能(neng)源使(shi)用(yong)成本(ben)和檢修費用(yong)等積(ji)極開展成本(ben)改(gai)善(shan)活動，取(qu)得(de)顯著成效(xiao)。上半年(nian)，寶鋼股份實(shi)現(xian)成本(ben)改(gai)善(shan)效(xiao)益34.4億元，完成年(nian)度目標的57％。

　　今年，按照“倒逼(bi)產(chan)品(pin)成(cheng)(cheng)本(ben)(ben)(ben)(ben)競(jing)爭力(li)”的(de)(de)要求，通過對產(chan)品(pin)從采購到(dao)生(sheng)產(chan)到(dao)銷售的(de)(de)全(quan)流程(cheng)梳理(li)，確立了(le)“9＋10”成(cheng)(cheng)本(ben)(ben)(ben)(ben)改善項目，基本(ben)(ben)(ben)(ben)覆蓋了(le)原(yuan)料(liao)采購、生(sheng)產(chan)制造、設(she)備維護、能源供應等(deng)各個環節。其中(zhong)，9大項目分(fen)別是：強化(hua)采購供應管(guan)理(li)，降(jiang)(jiang)(jiang)(jiang)低(di)原(yuan)料(liao)使用(yong)成(cheng)(cheng)本(ben)(ben)(ben)(ben)和鐵水(shui)成(cheng)(cheng)本(ben)(ben)(ben)(ben)；推進產(chan)銷管(guan)理(li)、生(sheng)產(chan)組織方式(shi)(shi)的(de)(de)持續(xu)優(you)化(hua)；優(you)化(hua)檢修(xiu)模式(shi)(shi)，降(jiang)(jiang)(jiang)(jiang)低(di)維修(xiu)成(cheng)(cheng)本(ben)(ben)(ben)(ben)；優(you)化(hua)生(sheng)產(chan)協(xie)力(li)業務管(guan)理(li)，降(jiang)(jiang)(jiang)(jiang)低(di)協(xie)力(li)成(cheng)(cheng)本(ben)(ben)(ben)(ben)；提(ti)升制造能力(li)，降(jiang)(jiang)(jiang)(jiang)低(di)質量成(cheng)(cheng)本(ben)(ben)(ben)(ben)；降(jiang)(jiang)(jiang)(jiang)低(di)能源使用(yong)成(cheng)(cheng)本(ben)(ben)(ben)(ben)；提(ti)高(gao)資源回收利用(yong)率(lv)；降(jiang)(jiang)(jiang)(jiang)低(di)鎳原(yuan)料(liao)綜合成(cheng)(cheng)本(ben)(ben)(ben)(ben)；持續(xu)推進提(ti)升價值管(guan)理(li)能力(li)以及降(jiang)(jiang)(jiang)(jiang)低(di)期(qi)間費(fei)(fei)用(yong)等(deng)。“10”指圍繞(rao)降(jiang)(jiang)(jiang)(jiang)低(di)期(qi)間費(fei)(fei)用(yong)開展的(de)(de)10個子項目。

　　經過(guo)半(ban)年的(de)強(qiang)(qiang)勢推進，寶鋼(gang)(gang)股(gu)份(fen)“9＋10”成(cheng)本改(gai)善(shan)項(xiang)目(mu)(mu)(mu)取得顯(xian)著(zhu)成(cheng)效(xiao)，為寶鋼(gang)(gang)股(gu)份(fen)積(ji)極(ji)應對市場危機，持續提(ti)升產品競爭力(li)(li)作出(chu)(chu)了積(ji)極(ji)貢獻(xian)。其中(zhong)，“降(jiang)(jiang)低(di)(di)(di)(di)能源使用(yong)(yong)成(cheng)本”項(xiang)目(mu)(mu)(mu)提(ti)前(qian)完成(cheng)全年10億(yi)元(yuan)(yuan)的(de)目(mu)(mu)(mu)標。“提(ti)升制造能力(li)(li)，降(jiang)(jiang)低(di)(di)(di)(di)質量成(cheng)本”項(xiang)目(mu)(mu)(mu)團隊(dui)通(tong)過(guo)降(jiang)(jiang)低(di)(di)(di)(di)內部缺陷發(fa)生(sheng)率(lv)(lv)、降(jiang)(jiang)低(di)(di)(di)(di)合同余坯(pi)和余材、加大轉用(yong)(yong)充(chong)當力(li)(li)度等(deng)(deng)手段(duan)，減少現貨發(fa)生(sheng)量，降(jiang)(jiang)低(di)(di)(di)(di)質量成(cheng)本。上半(ban)年，寶鋼(gang)(gang)股(gu)份(fen)現貨比(bi)率(lv)(lv)較(jiao)去(qu)年下(xia)降(jiang)(jiang)2.1個百分點，實(shi)現效(xiao)益1.79億(yi)元(yuan)(yuan)。設備檢修方面，根據生(sheng)產節奏變(bian)化、盈利能力(li)(li)差(cha)(cha)異、工序重要程度等(deng)(deng)分類(lei)優(you)(you)化或動態(tai)調整檢修模型，實(shi)現了檢修負(fu)荷下(xia)降(jiang)(jiang)、檢修效(xiao)率(lv)(lv)提(ti)升、維修投入經濟的(de)目(mu)(mu)(mu)標，上半(ban)年，寶鋼(gang)(gang)股(gu)份(fen)維修費(fei)用(yong)(yong)實(shi)績較(jiao)去(qu)年同期(qi)(qi)下(xia)降(jiang)(jiang)12.57億(yi)元(yuan)(yuan)，完成(cheng)年度費(fei)用(yong)(yong)下(xia)降(jiang)(jiang)目(mu)(mu)(mu)標的(de)52.49%。降(jiang)(jiang)低(di)(di)(di)(di)期(qi)(qi)間(jian)費(fei)用(yong)(yong)方面，通(tong)過(guo)強(qiang)(qiang)化新產品開發(fa)節點和降(jiang)(jiang)低(di)(di)(di)(di)科研(yan)(yan)協力(li)(li)費(fei)等(deng)(deng)控制手段(duan)降(jiang)(jiang)低(di)(di)(di)(di)研(yan)(yan)發(fa)費(fei)用(yong)(yong)支(zhi)出(chu)(chu)；動態(tai)跟蹤本、外幣融資利率(lv)(lv)、匯率(lv)(lv)變(bian)化，擇優(you)(you)選擇低(di)(di)(di)(di)成(cheng)本融資及擇機發(fa)行中(zhong)期(qi)(qi)票據等(deng)(deng)，以降(jiang)(jiang)低(di)(di)(di)(di)財務費(fei)用(yong)(yong)；加強(qiang)(qiang)差(cha)(cha)旅(lv)平臺的(de)推進以及嚴控各項(xiang)費(fei)用(yong)(yong)支(zhi)出(chu)(chu)，上半(ban)年降(jiang)(jiang)低(di)(di)(di)(di)期(qi)(qi)間(jian)費(fei)用(yong)(yong)成(cheng)本改(gai)善(shan)項(xiang)目(mu)(mu)(mu)實(shi)現費(fei)用(yong)(yong)下(xia)降(jiang)(jiang)7.83億(yi)元(yuan)(yuan)。