After the "May 1st" holiday, during a scheduling meeting held by Daqing Petrochemical Company, leaders commended Chemical Plant No. 2 for not using any wrenches during the long break. This was a sharp contrast to past practices where employees were encouraged to work overtime. The company’s approach sparked widespread discussion. In response, the plant’s equipment management department explained that the lack of wrench use during the holidays reflected the excellent condition of the equipment, which was a result of thorough and meticulous maintenance by the staff. It also highlighted the high skill level and effective management of the maintenance team, ultimately contributing to the company's maximum efficiency. This shift in behavior indicated a deep transformation in how business operators view equipment management. This change in mindset has led to new management practices. Today, at Daqing Petrochemical, traditional overtime is no longer rewarded. Instead, those who do not work excessively but demonstrate innovation, problem-solving skills, and technical expertise are recognized. As the company’s chief equipment deputy general manager noted, in equipment management, being "busy" often signals inefficiency, while "leisure" reflects a higher level of operational maturity. The fitters at Plant No. 2 didn’t touch their wrenches during the holiday, seemingly saving labor costs. However, achieving this required years of hard study, continuous learning, and strong technical support. This shows that learning itself is a form of labor — a refined and elevated version of daily, tedious tasks. Under this philosophy, Plant No. 2 has seen remarkable improvements: first, the idea of "doing less work, earning more rewards" 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 proactively learn new skills and engage in internal and external exchanges; third, these progressive concepts have gradually taken root, with a growing understanding of healthy equipment management, attention to detail, and the pursuit of one-time success. In my view, the core of Daqing Petrochemical No. 2 Chemical Plant’s success lies in emphasizing effective labor rather than superficial dedication. By focusing on real results, the company has not only brought talented individuals to the forefront but also valued knowledge and skill. This has empowered maintenance staff to identify and resolve equipment issues early, ensuring smooth production and operations. In contrast, previous practices of excessive overtime and forced overhauls have led to three major problems: increased material costs, reduced equipment lifespan, and negative impacts on employee health due to overwork.

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