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In 2004, Shanghai Waigaoqiao Shipbuilding Co., Ltd. made significant achievements in the "Innovation Record Golden Rooster Award" labor competition among its employees. The company set a total of 23 new records in shipbuilding and secured the top position in the Shanghai Shipbuilding Industry Labor Competition. Recently, in line with this year's corporate goals and tasks, the company launched a new initiative called the "Golden Chicken Award for Shipbuilding Big Node Competition."
The "Innovation Record Golden Rooster Award" competition introduced last year featured seven major projects, including innovation in the ship design cycle, achieving domestic advanced standards in segmental construction, setting a new record for the docking period at a single shipbuilding company, improving the pre-assembly rate for high-rise structures, breaking records in the mooring test cycle, and excelling in the construction of new ships. These efforts contributed to creating new benchmarks within the national shipbuilding industry. To support the competition, the company developed a comprehensive set of evaluation methods, incentive criteria, and activity guidelines.
The competition was based on the production cycle established by the company’s operations department, with evaluations conducted incrementally. At the end of the competition, the general manager announced the results and presented the "Golden Chicken Trophy," along with awards and bonuses to the winners.
Because the activity closely aligned with the company’s actual production and operations, employees were highly engaged and achieved a new milestone of "building large ships efficiently." According to statistics from the 2005 "Innovation Record Golden Rooster Award" labor competition, 284 employees rated the company as an excellent organizer. Through this initiative, the company successfully transitioned from a "double 90-day" schedule for dock and terminal cycles to a more efficient "double 60-day" cycle. As a result, the average construction time for each ship was reduced by three months compared to the original plan, leading to a total output exceeding 2 million DWT.
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