After the "May 1st" holiday, Daqing Petrochemical Company held a scheduling meeting where leaders commended Chemical Plant No. 2 for not using wrenches during the long break. This marked a sharp contrast to previous practices that encouraged overtime work. The move sparked widespread discussion among employees and management. In response, the plant’s equipment management department explained that the lack of wrench usage during the holiday demonstrated that the entire plant’s equipment was in excellent condition. This reflected the careful and consistent maintenance by workers, as well as the high level of skill and professionalism among maintenance staff. Such efficiency helps maximize company benefits and signals a deep shift in how business leaders view equipment management. This change in mindset has led to new management practices. At Daqing Petrochemical, traditional overtime is no longer rewarded. Instead, those who work smartly—those who innovate, identify problems early, and apply advanced techniques—are recognized and celebrated. As the company's chief equipment deputy general manager noted, being "busy" often means inefficient work, while "leisure" reflects a higher level of operational maturity. The fitters at Plant No. 2 didn’t touch their wrenches during the holiday, which might seem like they avoided work—but achieving this level required years of learning, skill development, and professional dedication. Learning, in this sense, is also a form of labor—a transformation of routine efforts into meaningful productivity. Under this philosophy, Plant No. 2 has seen significant improvements. First, the concept of “doing less work, earning more” has inspired employees to pursue technical excellence and high-quality maintenance. Second, it has driven the adoption of advanced equipment management technologies, encouraging maintenance staff to actively engage in knowledge sharing, internal training, and cross-unit collaboration. Third, these progressive ideas have taken root in the workplace, with concepts like healthy equipment management, attention to detail, and striving for perfection becoming part of daily operations. In my view, the success of Plant No. 2 lies in its focus on effective labor rather than superficial effort. By valuing real results over just hard work, the company has created an environment where skilled individuals can thrive. It also encourages maintenance personnel to proactively detect and resolve issues before they escalate, ensuring smooth production and operational stability. This approach has brought tangible benefits. In contrast, the old practice of excessive overtime and frequent overhauls had three major drawbacks: increased material costs, reduced equipment lifespan, and negative impacts on employee health due to overwork.

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