Summary of tobacco lean production1xxxx65438+10, after the issuance of the General Plan for Promoting Lean Production of the Company and the start-up meeting of lean production at the company level, in order to achieve the goal of building a lean production management model and enhancing the core competitiveness of the enterprise, combined with the situation and development opportunities faced by the company, the motor company followed the principle of "unified leadership, overall planning, breakthrough item by item, comprehensive promotion and continuous improvement".
First, the organization of lean management
The Measures for the Implementation and Management of Lean Production in Electric Machinery Company defines the division of responsibilities and workflow of the Lean Office and four professional functional departments, which provides a strong organizational guarantee for the introduction and steady promotion of the company's lean production concept.
First: attach great importance to it and organize it effectively. With the introduction of the lean promotion plan of the head office, the electric machinery company set up a leading group with the general manager as the leader and the vice president and minister as members, responsible for the overall planning, major issues and resource allocation decisions of the company's lean production. The subordinate lean promotion office is responsible for the formulation of specific lean objectives, process monitoring and cross-departmental communication and cooperation. Its seven lean production professional working groups are responsible for the propaganda and mobilization, organization and implementation of lean work in this system and sorting out feedback. Lean production will be divided into several parts, each with its own strengths and balanced development management.
Second: system guarantee, clear thinking. Combined with the overall lean production planning and work plan of the head office, the electric machinery company issued the Measures for the Implementation and Management of Lean Production and the Measures for the Management of Creative Proposal Activities in April, and the lean office of the company regularly distributed them to various professional groups every month.
Monthly work tasks and time nodes, and the specific implementation plan and implementation are fed back by various professional groups; At the end of the month, the lean office will organize inspection and evaluation in a unified way. Make the promotion of lean production orderly, well-founded and continuous.
Third: pilot first, combining point with surface. After investigation, the company decided to take the final assembly, final assembly and commutator as the demonstration points of on-site management of the three major teams. Armature coil manufacturing, inter-turn insulation treatment and final assembly are three major process demonstration lines. The pilot objectives are: the distribution of materials should be "three-fixed", timed, fixed and quantitative; Tracking management of visual equipment, tools and appliances; The process content should be standardized and standardized. Through the bright spot effect, we will create a lean atmosphere of continuous improvement and perseverance, and promote the overall management level of the company.
Second, advocate lean and pragmatic.
According to the requirements and methods of promoting lean production, the motor company starts with understanding the employees' lean thinking, takes changing the inherent concept as the breakthrough point, takes lean tools as the implementation means, takes eliminating waste and improving efficiency as the test carrier, and aims to meet the business indicators with high efficiency and low cost.
First of all, introduce lean concept to improve the quality of all employees.
By March 3rd, xxxx, the lean office of the electric machinery company had completed the study and training of lean ideas, concepts, tools and methods for all employees by dividing classes and disciplines, highlighting key points, and adopting centralized training, online learning, issuing lean manuals and giving lectures before class. The training time of 340 employees in the first-line direct and auxiliary production positions is not less than 8 hours, and the management personnel is not less than 24 hours. According to the appraisal results of 165438+20xx submitted by all technical managers, the employees of electric machinery truly understood the connotation and essence of lean culture, which laid a solid theoretical foundation for the company to further promote lean production.
The lean office demonstrated the excellent experience of workshop departments/team leaders in lean training. Secondly, combined with the actual situation, use lean tools to create lean highlights.
(1) Three live demonstration teams
(1) Before on-site lean management is carried out on the three teams of assembly, assembly and commutator, the process technicians in charge of the team first make a full and detailed evaluation of the existing process layout, and make reasonable adjustment and optimization with the help of lean tools; After the plan is approved, the manufacturing department will be instructed to implement it according to the drawn site layout.
(2) According to the different working procedures of teams and groups, there is also the focus of lean tool application. As a model, the assembly group mainly implements "JIT" and "5S" management through process realism, production beat calculation and value stream analysis. Because there are many kinds of motors, the layout adopts the "first-class" assembly mode, and the final assembly work is completed in the designated area; Because the models and specifications of the assembled parts of each motor are very different, the parts in each "process" are strictly managed by "four settings".
(3) Due to unbalanced production and weak logistics distribution, commutator and assembly team focused on 2S and "Four Fixed" management, and improved fixed-point quantitative distribution of logistics according to BOM and production rhythm of parts.
On-site installation drawing of assembly group
The false shaft of commutator group was put in disorder, and it was put in order after rectification.
(2) Construction of three major process demonstration lines
(1) The key points of the three process demonstration lines of armature coil manufacturing, interturn insulation treatment and final assembly are to optimize the design, refine it step by step and strictly implement the process plan according to lean requirements. At the same time, some process parameters, number of people and working hours are required to be corrected and solidified into the process through practical operation; Optimize, arrange and solidify the specifications, models, measuring ranges and precision grades of tooling and tools into the process; Match the important operating points and detection parts involved in the process with the necessary drawings, charts or text descriptions to help the operator understand.
(2) In the visual management of the three processes, through the process layout, process flow chart, status board, and all key equipment and tools, including safety.
The marking method of channel and regional line, safety warning and the marking of team name setting line will strengthen the standardized operation and management of the process.
Lean Kanban Management of Assembly Group of Coil Manufacturing Demonstration Line after Optimized Layout
(3) TPM focuses on the site sorting and cleaning, as well as the management of tool boxes, tool racks, scrap metal cutting and waste tooling. Do a good job in the appearance inspection of key equipment, determine the lubrication points, make a lubrication table and post it in a prominent position of the equipment. At the same time, strengthen the publicity and training of employees, so as to achieve the effect of conscious development and maintenance of operators. Through the evaluation, the inspection, lubrication and cleaning of key equipment such as horizontal machining center, pentahedron machining center, octahedron milling machine, Kuka automatic tape winding machine and CNC shuttle winding machine in coil workshop were mainly organized.
Visual inspection of lubrication points of key equipment such as horizontal machining center/CNC eight-sided milling.
(d) Logistics management focuses on controlling the logistics of the final assembly process through MRP system.
Overview of tobacco lean production II. Main work completed:
1 On August 26th, Chongqing Beiben lean production first meeting was held, and Chongqing Beiben three-level lean production organization was established, and the functions, management methods and regular meeting system of lean production management were formulated.
2. A lean production office was set up in the company, composed of members of the promotion team, responsible for the promotion of lean production management in the company, and "lean management kanban" and "lean production promotion activity management kanban" were made.
3. On September 2nd, the lean office and the leading group * * * worked out an eight-month promotion plan for the first phase of the lean project of Chongqing Company, focusing on promoting lean production from nine aspects, including 5S basic promotion, plan management, process technology management, quality management, process material management, improvement suggestions, team building, TPM and personnel training, and explained and communicated the promotion plan to each implementation team respectively.
On April 9 15, we trained the employees above the director level in the company, which made everyone have a preliminary understanding of the concept of lean production and mobilized everyone's enthusiasm for implementing lean production to a certain extent.
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5. On September 25th, the projects implemented in lean production were decomposed into the contents of benchmarking this year. After each functional department (implementation team) understands and grasps the learning content, it completes the summary, planning, implementation and effect verification.
6. According to the requirements of just-in-time logistics, the management methods of material distribution and information system are discussed again, and the operation mode of online scanning, invoicing and settlement is realized, which was completed on September 28th.
I have entered the operation training and have passed three trial runs.
7. According to the overall plan of Chongqing Beiben lean production project, from June 5, 2008 to1October 8, 2008, the lean office and the implementation team made weekly plans, and the lean office guided, tracked, checked and controlled the preparation process of the weekly plans of each implementation team, and carried out 5S basic improvement, plan management, process technology management, quality management and material work, improvement suggestions and suggestions in process management according to the overall plan.
5S Basic Promotion In view of the on-site 5S promotion work, 0400 workstation and cab high workstation are selected as pilot workstations to carry out 5S work in two workshops, and the two pilot workstations are managed according to 5S standards. At the same time, the propaganda slogan of lean production was posted on the production site, and the 10 team was established according to the requirements of team management reform at headquarters, and the team management publicity column was made. Organize a team of "two long and three members" to watch the visual management, continuous improvement and other learning audio-visual materials, and complete the training of SQDCME management form on 10/0/0.
According to the evaluation standard of lean production promotion in Penglai Branch, the evaluation system of lean production promotion in Chongqing Beiben was established. Check the implementation of planned projects by each implementation team every week, prepare weekly lean production report, and evaluate the implementation quality of lean production by each implementation team at the end of the month.
8. The equipment field team completed the visualization of the independent preservation project of each equipment workshop of the pilot station gas cylinder assembly line and cab interior assembly line.
9. The technical team completes the process layout of the demonstration area and guides the workshop and Minsheng Logistics to complete the first "three-set" feeding work. And completed the process capability analysis of 10 station and the production of mountain map. Set 18 key process kanban.
10. In the construction of just-in-time logistics system, the internal logistics management mode and management mode construction, personnel organization draft, safety inventory table and periodic table of some parts were completed.
1 1, release the management measures for production anomalies, the planning information transfer process and the online scanning and settlement management system for material distribution.
Second, the shortcomings and difficulties in the promotion process
1. Due to the lean production implementation mode introduced by learning and the lack of on-site guidance from professional teachers, the problem cannot be solved well. It is suggested to establish communication channels with consulting companies, and it is best to give lectures and on-site guidance in Chongqing company.
2. The baseline level and improvement target of the demonstration area are not completely set, including qualitative and quantitative indicators, so it is difficult to judge the degree of realization of the target.
3. Because the production task is not saturated, the data collection of process capability analysis is discontinuous, which can not expose the production bottleneck well.
4. The standards of on-site kanban are not comprehensive, and most of them are made against benchmark factories, mainly for practicality.
5. The knowledge and management tools of lean production of lean office and its members need further study and practice.
6. The investment in lean production is not less than one thousandth of the total income, and it is not clear what scope the investment is used for (for example, whether it includes funds such as on-site improvement and tooling increase).
Third, the focus of the follow-up work
1. Learn the evaluation standard system of lean production management of the group company, decompose the grading contents of each department, and comprehensively promote lean production in the company according to the standards.
2. Take the "three determinations" of each station as the focus of the follow-up work, and speed up the promotion of 5S with reference to the demonstration area.
3. Communicate the sample selection scheme of cleaning tool cabinet.
4. Train and perform the duties of the monitor.
5. Promote the construction of just-in-time logistics system.
6. Continue to promote equipment support.
7. Complete the implementation of team management SQDCME in the demonstration area.
Lean production management office
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Overview of tobacco lean production 3 i. Preliminary work
(1) study and implement the spirit of the on-site promotion meeting on lean production management of mining enterprises held by the group company on February 27th, fully understand the importance and necessity of lean production activities, organize some managers to study and inspect how to carry out lean production activities in Xia Long Tungsten Industry Company, and make clear the objectives and measures of lean production.
(2) According to the group company's work target requirements for the Sino-Canadian concentrator, the reasons and current situation are carefully analyzed from the aspects of optimizing the beneficiation process and management process, improving product output and mineral separation rate, etc., mainly aiming at the problems existing in the trial production of the Sino-Canadian concentrator. In March, two projects were selected: first, the crushing capacity of China-Canada concentrator was increased to 230 tons/hour; Second, the upgrading project of the hourly processing capacity 180 tons/hour (double series) of the grinding miners' section of China-Canada concentrator.
(3) 230t/h upgrading project of crushing section of China-Canada concentrator.
1. According to the steps of lean production, the status quo analysis was completed in March. The objectives of the first stage were put forward, the project implementation team was established, the project implementation plan was formulated, the field measurement and analysis stage were completed, various reasons affecting the treatment capacity of the crushing section were found out, and the rectification plan was put forward. The person in charge of each project was appointed, the completion date of rectification was set, and all the rectification contents were completed within the specified time limit. At present, the rectification effect is being evaluated through the next stage of trial production.
2. The crushing section has completed 36 rectification projects. The main projects are:
(1) The original design of the bottom structure of the original ore bin is unreasonable, the gap between the hopper and the bar screen is uneven, and the installation method is unreasonable. In the process of ore drawing, the vibration of ore drawing bucket is serious and ore is easy.
Blockage, slow drawing speed, affecting crushing capacity. In this rectification, the bottom structure of the original ore bin was demolished, the structure of the hopper was redesigned, and the tail foundation of the bar feeder was increased by 500mm, so that the bar feeder was changed from horizontal transportation to positive slope transportation, and the feeding transportation was more scientific and reasonable.
(2) In the original design, the overflow of ore washing in crushing workshop was transported by pipeline. Due to the large conveying height difference, strong pulp impact and serious pipeline wear, frequent maintenance at the corner of the pipeline affects production efficiency. In this transformation, the vertical conveying polymer pipe is changed into a composite ceramic pipe, the pipeline elbow is changed into a ore collecting box, and the pipeline transportation is changed into an open trough with cast slate. The open-cut trench was erected more than 50 meters in the air, which greatly reduced the pipeline consumption and created conditions for reducing production costs in the future.
(3) Because the dust removal system was not installed at the beginning of the test run, the dust in the workshop seriously exceeded the standard. This rectification has supplemented and improved the design of dust removal scheme and installed four dust removal fans. At present, the dust removal fan has been put into operation and the operation is relatively normal.
(4) Add the lining plate to the medium crushing circular vibrating screen, repair the lining plate to the hopper on the screen, build the maintenance platform, and make the coupling safety cover.
(5) installing a mine retaining plate, a blind plate and a mine receiving hopper on the screening circular vibrating screen;
(6) Change the ore pipe under the medium crushing ore washing screen into open trough transportation, and add a buffer box.
(7) Replace the bucket at the bottom of the raw ore bin with columns and beams, and lay steel plates and heavy rails.
3. The effect has been achieved.
Trial production in June: the crushing system has been started for 2 1 hour, the ore handling capacity is 44 17t (according to the statistics of 8 # belt), and the hourly handling capacity is 2 10.33 ton (wet ore).
4. The main problems at present
(1) Due to the influence of manufacturer's design and equipment manufacturing, the signal breaking system and interlocking system have not been installed, which brings difficulties to production and debugging.
(2) The coarse crushing production capacity is still insufficient, and it is difficult to reach the design capacity of 230 t/h. It is necessary to further explore the equipment performance, analyze the reasons and make improvements.
5. Work plan for the next stage
(1) Evaluate the effect before July 30th;
(2) During August-10, continuous improvement was made to achieve the goal;
(4) upgrading and reconstruction project of grinding miners section 180t/h (double series) in China-Canada concentrator.
1. According to the problems in the preliminary trial production, carefully analyze the present situation, find out various reasons that affect the grinding and reprocessing capacity, put forward the rectification plan, and determine the work objectives and rectification scope of the first stage. Completed the field measurement and analysis, set up the project implementation team, and worked out the project activity plan. The person in charge of each rectification project was appointed, the completion date of rectification was set, and all the rectification contents were completed within the specified time limit.
2. 38 rectification projects have been completed. The main projects are:
(1) The mineral processing parameters such as the filling rate of grinding medium, the aperture of overlapping sieve, the technological parameters of shaking table and flotation dosing system were adjusted.
(2) replacing the stirring barrel in secondary crushing with a pulp distributor;
(3) 130 maintenance treatment and technical index adjustment of vibrating screen frame and transmission box;
(4) replacing a section of laminated under-sieve ore circular tube with a square tube and heightening the ore separator;
(5) The feed pipes of the four main mills are replaced with composite ceramic cast iron pipes from ordinary spiral steel pipes, and the cylinder bodies and end covers are replaced with rubber pads and tightened with screws;
(6) Adjust 24 vibrating feeders and install baffles;
(7) adding a trash rack at the ore outlet of the rod mill;
(8) The feed belt is equipped with a cleaning scraper;
(9) The discharging sections of the four mills are equipped with baffles to prevent the slurry from splashing;
3. The effect has been achieved.
Trial production in June: the grinding and gravity separation system (converted to single series) has been running for 42 hours, with a cumulative processing capacity of 4072 tons (wet weight). The single-series processing capacity of grinding and gravity separation system reaches 93.97t/h (wet ore), and the hourly processing capacity of dry ore reaches 89.27t (single-series 65 t before rectification), exceeding the design capacity of 86.25 t/h;
4. The main problems at present
(1) In the dust removal system of the screening workshop, the circular vibrating screen is not sealed for dust removal. In the production process, the dust in the screening workshop is still serious, and the open dust removal in the screening workshop needs to be completed as soon as possible.
(2) Due to the lag in the construction of comprehensive product recovery system, the backwater rate of mineral processing industry can't reach the design index temporarily, and the water consumption of mineral processing industry is still insufficient, which can't meet the requirements of three shifts.
(3) The analysis of the total weight of grinding tailings and the particle size distribution of products, the detection and setting of technical indicators of production process need to be improved as soon as possible, so as to facilitate the timely adjustment of equipment process parameters and the setting of production process.
5. Work plan for the next stage
(1) Evaluate the effect before August 30th;
(2) Continuously improve and improve from September to165438+10, and make a phased summary;
(3) The target of double series 180 tons was achieved in February.
Second, the main measures of lean production in the second half of the year
(a) to do a good job in production safety management, all management systems, operating technical regulations, employee responsibilities are on the wall, at the same time, on-site implementation of lean production and safety standardization, the implementation of quota management system standardization, comprehensively improve the level of on-site management, improve the professional quality of employees.
(2) Improve the automatic control system for crushing, monitoring systems for large-scale pools and high-level pools, improve the level of on-site automation control, make the monitoring of production process more timely, make production scheduling smoother, and speed up the pace of production debugging.
(3) Carry out professional technical training and education for employees in an all-round way, improve their professional level, ensure that existing employees know equipment, technology, maintenance and operation, provide a good example and a qualified teacher for new employees, and lay a foundation for the training of new employees in the later period.
(4) With the cooperation of the process debugging team, it is responsible for testing and adjusting the processing capacity and concentration of main equipment, ensuring that the processing capacity of mineral processing hours reaches the design capacity, minimizing the water consumption of mineral processing industry and alleviating the shortage of production water.
(5) Summarize the stages as planned, put forward improvement and rectification projects and achieve project objectives, implement the project leaders, pay special attention to the time nodes and deadlines for the completion of each project, ensure inspection and assessment, and effectively improve work efficiency.
(6) In view of the complexity of production process index debugging, the mine process debugging team will organize personnel to conduct series inspection on the process as soon as possible. Invite relevant scientific research institutes and universities to cooperate, carry out key research and debugging, speed up the pace of process debugging, and strive to put the two projects into production and meet the standards as soon as possible.
July 9, xxxx.