In the Yaoyuan project, we, as one of the subcontractors, undertook the engineering task in the relatively backward region. According to the region and nodes, it should be the progressiveness hoisting of the previous project, because the previous working face has already met the hoisting conditions, while the conditions of our basic working face are not ideal. However, at critical moments in the project, the front-end engineering was unable to provide the required components on time due to production schedule and other issues, which put enormous pressure on the entire project. At this moment, the owners and government leaders are about to conduct an observation activity, and the success of this lifting directly affects the overall honor and evaluation of the project.

In the face of this emergency situation, the Zhonghengfeng Yaoyuan project team received a commission from the client unit and quickly responded by voluntarily inviting us to carry out the lifting in the subsequent area that we are responsible for first. Although the working face is not yet fully equipped, the team, with rich experience and sufficient preparation in project management, arranged for the entry of components in advance and prepared the necessary tools and materials for lifting in advance. Through close communication and collaboration with all parties, the team successfully completed the lifting task ahead of schedule, solving the urgent need for the client unit.

The successful completion of the task this time was not accidental. Being able to do well in advance is rooted in the sense of solidarity between us and the client. At the beginning of the project, the client hoped that we could complete the material entry as quickly as possible, and our leader also made a commitment to fulfill the mission in front of the client. Based on the workload at that time, this was an impossible task to complete. But the team firmly believes that as long as we unite as one, there is no difficulty that cannot be overcome. Since we have already made a commitment, we can only grit our teeth to complete this task. So we quickly coordinated three directly affiliated processing plants to work together to maximize production efficiency, and ultimately completed 80% of the components entering the site within twenty working days.

This advance not only alleviates the pressure on steel structure engineering, but also plays a great role in supervising and inspiring other processes. At that time, the civil engineering and other processes of the project were still relatively lagging behind. Our steel structure engineering met the conditions ahead of schedule and began to rush to work. With this advance, other processes and subcontractors were also pushed forward, and the entire project quickly entered a 24-hour uninterrupted rush to work.

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