The "Fuling Fertilizer Base" covers an area of ??20,000 square kilometers and is spread out along the Fulin Highway in Nan'anpu, Fuling, with a total length of about 3,000 meters. During the construction of the "Fuling Fertilizer Base", he adhered to the principle of "a combination of financing and loans, self-financing as the main focus, and efficiency-driven" in the use of technical transformation funds to maximize investment returns. Under his leadership, after four years of construction, the "Fuling Fertilizer Base" has been completed. In the "Fuling Fertilizer Base", new compound fertilizer projects with an annual output of 300,000 tons, two sulfonic acid production projects with an annual output of 300,000 tons, and diammonium phosphate projects with an annual output of 240,000 tons have been built.
During the construction of these projects, Ye Shaohua served as the leader of the project leading group. The first phase of the fertile soil project - the 100,000 tons/year compound fertilizer project using the drum granulation method, adopts domestic advanced microcomputer automatic batching technology; adopts drum granulation, drum drying, multiple screenings, and the finished product is cooled and wrapped with a film , automatic metering and packaging technology has brought the company's compound fertilizer production to a big step. The second phase of the fertile soil project - the 100,000 tons/year urine-based compound fertilizer project uses automatic batching, urea-based molten spraying, drum granulation, and double drum drying at low temperature and high air volume, successfully solving the problem of urine The physical properties of base fertilizer that are not easy to dry allowed the company to successfully master a new compound fertilizer production technology, which further enabled the company to enter the ranks of advanced compound fertilizer production in the country. The two newly built 300,000-ton sulfonic acid production projects adopt DCS control systems from the American FOXBRO Company and Zhejiang University SUPCON, reflecting the international level of modern technology. The company used to produce 190,000 tons of sulfuric acid annually and required 200 people. However, the two systems plus maintenance workers only require 50 people. Through scientific and technological innovation, labor productivity has been improved.
The completion and commissioning of these projects has cultivated new economic growth points for the company, improved the company's production scale and grade, and improved the technological content of the production equipment. The company has realized the adjustment of product structure and The upgrading of products has laid the foundation for the company's large-scale and group-oriented fertilizer production.
As the company's executive deputy general manager in charge of capital construction, Ye Shaohua serves as the leader or commander of the company's major engineering project leadership groups. From 2004 to the present, he has completed 1 billion construction projects. During the construction, he strictly controlled the construction costs, strictly implemented the bidding system, strictly controlled the project quality, and completed various project tasks on schedule. As the company's executive deputy general manager, Ye Shaohua is also in charge of the company's corporate management work and is mainly responsible for the formulation and assessment of the economic responsibility system. He strives to gain benefits from management, firmly adheres to the main line of economic responsibility system assessment, and strengthens the assessment ideas of "open assessment, vague distribution, widening the gap, strengthening supervision, and all-in-one cost per ton of products"; flexibly divides corporate management fees , financial expenses, overhaul expenses, depreciation expenses, etc. are linked to the branch's economic responsibility system, which greatly mobilizes the initiative, enthusiasm and creativity of managers at all levels and all employees. Through the joint efforts of all employees, Fuling Chemical successfully overcame the impact of the rising raw material prices in 2006 and the unprecedented high temperature and sunny weather on the company; overcame the power outage caused by snowstorms and freezing weather in Guizhou and other places in 2007 and the impact of tight supply of raw materials; in 2008, he gave full play to the management sword of the economic responsibility system, actively promoted lean management, and increased the execution of the economic responsibility system. The coal management system has been improved; a zero-inventory management model for spare parts has been implemented, which has significantly reduced the actual capital occupation of production materials such as inventory spare parts, from 3 million yuan last year to about -2 million yuan. Actively innovate methods to reduce costs. For example, when the prices of sulfur and liquid ammonia are high, sodium sulfate or ammonium sulfate can be used as additives to replace part of the sulfuric acid, and ammonium bicarbonate can be used to replace part of the liquid ammonia. Under the premise of ensuring quality, the enterprise's production can be maintained at the lowest possible cost. Affected by the financial crisis in 2009, the fertilizer market continued to operate at the bottom. He strengthened internal management and implemented a management model of exchanging old materials for new ones and retrieving materials on demand, which reduced the company's production material requisition fees by 34.6%. At the same time, he improved process technology and reduced costs. Effectively resisted the impact of the financial crisis.
Ye Shaohua allowed the company to develop rapidly. The company's total fertilizer production increased from 110,000 tons to 1.5 million tons, sales revenue increased from less than 100 million yuan to 4 billion yuan, and the total number of patents was 10.