随着长庆油田的高速发展和油气大开发的深入,我们的作业队伍也在不断地壮大,员工的结构也随之趋于年轻化,知识化,为我们的企业注入了新鲜的血液。企业最基层的单元——班组,直接面对着这种变化。因此,对我们的管理也提出了新的要求。作为一名基层班组长,经过几年的管理实践,探索出“一个中心、两个原则、三项措施”管理经验,拿来与大家共同交流学习。一、坚持以安全管理为中心安全是一切工作的基础。油田工矿企业作为高风险行业, With the rapid development of Changqing Oilfield and the deep development of oil and gas, our operating team is also constantly expanding. As a result, the structure of our staff tends to be younger and more knowledgeable, injecting fresh blood into our business. The most basic unit of business - team, directly to face this change. Therefore, we also put forward new requirements for our management. As a grassroots team leader, after several years of management practice, we have explored “one center, two principles, three measures” management experience and used it to share and study with everyone. First, to adhere to the safety management as the center of security is the basis of all work. Oilfield industrial and mining enterprises as a high-risk industry,