Around the goal of the new plant to be put into production, Hierro Peru Company set up a countdown sign in a conspicuous position, so that everyone could work together to establish the goal and confidence of putting the project into production in July 2018.

At the construction site of the project, there were more than 2,300 workers at the peak period. All the staff were strict about project quality and safe production and didn’t stop construction for a moment. The foundation excavation took place in July 2017; by April 2018, the construction of civil concrete in the new plant was completed with more than 67,000 square meters of poured concrete and more than 8,900 tons of used steel. From November 2017, the structure and equipment installation were constructed by turns. By the end of June 2018, more than 20,000 tons of steel structure and 15,000 tons of installed equipment were completed in the new plant. During the period, the construction plan of the stratum fracture zone of No. 1 mineral concentrates concentrator, the difficult construction of geological complex interlayer of high-pressure roller mill pile foundation, and other problems were solved, and various difficulties such as earthquakes were overcome, which effectively guaranteed the orderly development of the project.

In the face of unprecedented challenges and difficulties, Shougang people worked extremely hard and struggled day and night, and once again used practical actions to create a miracle in Peru’s engineering construction: the ore dressing plant of Hierro Peru New District began construction in July 2017, and in July 2018, the construction and installation were completed and put into production in one year. Working day and night, all Shougang people finally created a miracle successfully, leaving an unforgettable memory for them.

Cooperative efficiency:

Opened up a new mode of overseas engineering construction

The construction of Hierro Peru New District involved planning and design, equipment procurement, installation, on-site construction as well as operations and maintenance. With so many links and complicated procedures, how to organize implementation?

How to coordinate domestic and foreign resources?

How could the Chinese staff, the foreign staff and all participating units act synchronously?

How to ensure the project quality, construction safety, and duration requirements, which were the top priorities?

How could this extremely complex system project be carried out smoothly?

There was a series of difficult problems facing Shougang’s people.

The Party Committee of the Group attached great importance to Shougang Hierro Peru New District Project, as a major strategic project of Shougang Group, and clearly put forward the ideas of design, manufacture, installation, operation and maintenance integration.

In accordance with this requirement, the managing leaders of the Group assumed command personally, coordinated and mobilized the internal and external resources of the Group, formulated the organization and coordination mechanism for the construction of Hierro Peru New District, held regular special meetings, planned the domestic design, supply and on-site construction rhythm as a whole, held a monthly video meeting consistently and personally coordinated and supervised solutions to the problems restricting the progress of the project.

-Cooperated with all parties with concerted efforts, and connected domestic and overseas advantages

For the construction of the project, Hierro Peru Company adopted a self-organized construction mode to strengthen the process control of the project. Hierro Peru Company signed the design, supply and construction contracts with the relevant units respectively. As the owner, Hierro Peru Company set and controlled the overall project production scale, process flow and overall construction period. It strengthened the process control, and guided and adjusted the work of each subcontracting unit at any time or on a regular basis according to process changes and schedule requirements, ensuring that the project node construction period was steadily advanced until it was put into operation.

The International Business Department of the Group organized the establishment of the “overseas engineering collaborative joint conference system”, which is based on the monthly regular meeting system, organizing project participating units to hold video meetings to ensure timely mastery of project progress and unified and coordinated resolution of problems the first time. In addition, the International Business Department organized the establishment of the communication channel and reporting mechanism, set up special contacts, overcame the time difference between China and foreign countries to maintain close communication with the member units of the consortium, promptly warned and fed back the progress of the project, analyzed and resolved major contradictions in the project, and supervised the project contracting unit to develop engineering node safeguard measures.

The domestic supply contract of the plant selection project of Hierro Peru New District was complex, with a wide range of business, long execution process, tight project schedule and a large amount of money, which were challenges for project management and implementation. To this end, Hierro Peru Company established a weekly video meeting system with the Equipment Department of CSGI and design units to coordinate and solve problems arising during the implementation of the project in time. In order to improve the efficiency of procurement work management, the Engineering Equipment Department of CSGI formed a project team based on the analysis and optimization of business processes. A project team was established under the leadership of leaders of CSGI and the project manager responsibility system was implemented. The project manager was responsible for grasping the progress. The members of the team oversaw different professions, and the key link companies and department leaders personally checked and coordinated. WeChat groups of different professions, such as suppliers, acceptance, logistics, rear services, and domestic and overseas sites were available and responded 24 hours a day, greatly improving the operational efficiency.