Chinalco Shanxi Branch: What is the transformation of operations?
2018-06-16 15:01:10
A pile of stones + stacking standards = creating benefits. This formula has been verified in a workshop of a 800,000-ton alumina plant at Shanxi Aluminum Corporation. The workshop through the implementation of operational transformation and improvement measures to standardize the yard limestone stacking standards, in April, saving 20,000 kwh in one move, set a root in the model of operational transformation.
Chinalco Shanxi Branch has such a set of figures, showing that before and after the operational transformation, the company's 800,000 tons of aluminum oxide plant a workshop tons of alumina power consumption changes:
The average power consumption in 2010 was 5.3 kWh;
The average power consumption in the first quarter of 2011 was 5.69 kwh;
In April 2011, we implemented operational transformation and improvement measures and the electricity consumption in the month fell to 4.2 kWh.
4.2 kWh is not only lower than the 4.5 kWh electricity consumption index of the branch factory, but also better than the 4.44 kWh electricity consumption target of the operation transformation project team. According to the actual production of alumina in the current month, the workshop's electricity production was reduced by more than 20,000 kilowatt hours.
Cracking the wire and digging deeper into the root cause of the problem A workshop at the Zhongshan Shanxi Enterprise Alumina Plant is mainly responsible for the delivery of 800,000 tons of alumina for the transportation of bauxite, limestone and steam coal. The main equipment is a stacker-reclaimer and a 1500-meter-long transmission. Feeding belt.
When the 800,000-ton alumina operation transformation project team diagnosed the production process, it found that the design capacity of a reclaimer in a workshop was 600 tons per hour, but the actual production capacity was only 270 tons to 300 tons. Tons of alumina power consumption is too high.
Through in-depth field research on the first line of production, the project team found that one of the hoppers at both ends was often idle during reclaimer operation, and the capacity of the reclaimer was greatly reduced.
Based on this survey result, the project team designed a workshop to improve the operational transformation measures and objectives - the establishment of a standard yard limestone stacking standards, increase the capacity of the reclaimer machine, the tons of alumina power consumption was reduced to 4.44 kilowatt hours .
Know-how, tailor-made improvement measures 4.44 kwh! For a workshop, this is a figure that has never been seen in history. It is both stress and challenge!
In the face of stress and challenges, some employees in the workshop raised doubts about the operational transformation: Can this goal be achieved?
The workshop recognizes that the key to operational transformation lies in the participation of all employees. First, employees must be made aware of the operational transformation and accept ideologically the operational transformation in order to ensure the smooth implementation of improvement measures.
In order to eliminate employees' doubts, a workshop cooperated with the project team to conduct full-coverage and multi-field operation transformation knowledge publicity: what is the operational transformation, why to carry out operation transformation, and what methods and tools for operational transformation? , The workshop also carried out a big discussion on "What is the transformation of operations?" Through discussions and discussions, employees made a preliminary understanding of the importance of carrying out operations transformation, and all employees have the confidence and determination to participate in operational transformation.
The workshop centered on “how to establish stacking standards and establish what kind of stacking standards†and cooperated with the project team to take active action and put into the collection, sorting and analysis of related data, tailoring a set of limestone stacks suitable for reclaimer operations. standard.
The “zeroing†measure was adopted to break down the 4.44 kWh power consumption target into 8 individual indicators in production, and the completion of each indicator ensured the completion of the total target of 4.44 kWh.
Through the implementation of improvement measures, in a short period of time, the capacity of the reclaimer station has rapidly increased from less than 300 tons to 400 tons, and the amount of material supplied per unit time has increased. The previous supply of a lime kiln was guaranteed, and it is now possible to provide two With the operation of kiln and kiln, the power consumption of equipment has been significantly reduced, and the operational transformation has achieved immediate results.
To promote leakage and improve all aspects of excavation, the leadership team of the workshop used their brains again to see if there were other potentials that could be tapped. After careful analysis of the production process, they focused on dust collection equipment.
Due to the large dust of bauxite, limestone and thermal coal, dust collection equipment must be turned on when feeding. If we can make overall plans and take care of all kinds of materials to adjust to the same time period, reduce dust collection equipment operating time, will inevitably save electricity.
After the demonstration and calculation, a workshop as much as possible to adjust the material supply to the same time, compressed dust collection equipment operating time. In the past, dust collection equipment operated for at least 17 hours a day. By taking measures, the best condition was to control it within 10 hours per day, saving an average of 180 kWh per day.
To be the first to compete for excellence and to fully carry out the index competition. To consolidate and expand the results of operational transformation, human factors are the key.
The workshop organically combines operational transformation, production management and innovation activities. The party brings out members outside the party and the party members bring the masses. In each running class, it carries out the “Red Flag Raceâ€.
At the morning meeting each morning, the workshop commented on the completion of production indicators for each class in the previous day. Through analysis and commentary, good experience and practices were solidified, and the inadequacies were improved. At the same time, the branch will place a "red flag" on the party members who have completed all the indicators on duty and will be rewarded by the end of the month.
In this way, the enthusiasm of the Party members was mobilized, their sense of responsibility increased, and production really played an exemplary role.
Lu Jun is the Chief Operating Officer of Class A and is also the backbone of the workshop production. In the "Red Flag Race", because Party C did not have a party member and could not keep up with the red flag, he and another employee volunteered to find the branch ** Wang Jingguo and submitted an application for joining the party, requesting participation in the "Red Flag Race" as an activist. For the class glory.
Party members have a platform for pioneering excellence, and where are the platforms for the people's pioneering efforts? Combined with the actual production, the workshop also put forward the "operation and maintenance integration" operation mode, creating a platform for ordinary employees to compete for excellence.
In the past, the equipment failed, and it was reported to the factory inspection station at every level. The inspection station sent personnel to repair again. The waiting time was long and the work efficiency was low, which directly affected the production. After implementing the “operation and maintenance integration†operation mode, the workshop is equipped with the necessary tools and tools for the positions. For the faults that can be handled, the employees in the positions take self-handling measures, which not only improves the employees' operation and maintenance skills, but also ensures the smooth production process. .
Through the implementation of operational transformation and the launch of a pioneering contender, Ding Ban's Chief Operating Officer Zhang Guochen felt deeply: “I learned a good approach, a strong sense of responsibility, and more worry.†Now he is looking at the weather forecast every day. "Because the degree of dryness and wetness of the sunny and rainy weather is different, we must consider the impact of this factor on the indicators so that appropriate measures can be taken." He said, "Every employee has to fulfill his duties and the company's production can be smooth. Only the company is good. The income of our employees can grow.
Chinalco Shanxi Branch has such a set of figures, showing that before and after the operational transformation, the company's 800,000 tons of aluminum oxide plant a workshop tons of alumina power consumption changes:
The average power consumption in 2010 was 5.3 kWh;
The average power consumption in the first quarter of 2011 was 5.69 kwh;
In April 2011, we implemented operational transformation and improvement measures and the electricity consumption in the month fell to 4.2 kWh.
4.2 kWh is not only lower than the 4.5 kWh electricity consumption index of the branch factory, but also better than the 4.44 kWh electricity consumption target of the operation transformation project team. According to the actual production of alumina in the current month, the workshop's electricity production was reduced by more than 20,000 kilowatt hours.
Cracking the wire and digging deeper into the root cause of the problem A workshop at the Zhongshan Shanxi Enterprise Alumina Plant is mainly responsible for the delivery of 800,000 tons of alumina for the transportation of bauxite, limestone and steam coal. The main equipment is a stacker-reclaimer and a 1500-meter-long transmission. Feeding belt.
When the 800,000-ton alumina operation transformation project team diagnosed the production process, it found that the design capacity of a reclaimer in a workshop was 600 tons per hour, but the actual production capacity was only 270 tons to 300 tons. Tons of alumina power consumption is too high.
Through in-depth field research on the first line of production, the project team found that one of the hoppers at both ends was often idle during reclaimer operation, and the capacity of the reclaimer was greatly reduced.
Based on this survey result, the project team designed a workshop to improve the operational transformation measures and objectives - the establishment of a standard yard limestone stacking standards, increase the capacity of the reclaimer machine, the tons of alumina power consumption was reduced to 4.44 kilowatt hours .
Know-how, tailor-made improvement measures 4.44 kwh! For a workshop, this is a figure that has never been seen in history. It is both stress and challenge!
In the face of stress and challenges, some employees in the workshop raised doubts about the operational transformation: Can this goal be achieved?
The workshop recognizes that the key to operational transformation lies in the participation of all employees. First, employees must be made aware of the operational transformation and accept ideologically the operational transformation in order to ensure the smooth implementation of improvement measures.
In order to eliminate employees' doubts, a workshop cooperated with the project team to conduct full-coverage and multi-field operation transformation knowledge publicity: what is the operational transformation, why to carry out operation transformation, and what methods and tools for operational transformation? , The workshop also carried out a big discussion on "What is the transformation of operations?" Through discussions and discussions, employees made a preliminary understanding of the importance of carrying out operations transformation, and all employees have the confidence and determination to participate in operational transformation.
The workshop centered on “how to establish stacking standards and establish what kind of stacking standards†and cooperated with the project team to take active action and put into the collection, sorting and analysis of related data, tailoring a set of limestone stacks suitable for reclaimer operations. standard.
The “zeroing†measure was adopted to break down the 4.44 kWh power consumption target into 8 individual indicators in production, and the completion of each indicator ensured the completion of the total target of 4.44 kWh.
Through the implementation of improvement measures, in a short period of time, the capacity of the reclaimer station has rapidly increased from less than 300 tons to 400 tons, and the amount of material supplied per unit time has increased. The previous supply of a lime kiln was guaranteed, and it is now possible to provide two With the operation of kiln and kiln, the power consumption of equipment has been significantly reduced, and the operational transformation has achieved immediate results.
To promote leakage and improve all aspects of excavation, the leadership team of the workshop used their brains again to see if there were other potentials that could be tapped. After careful analysis of the production process, they focused on dust collection equipment.
Due to the large dust of bauxite, limestone and thermal coal, dust collection equipment must be turned on when feeding. If we can make overall plans and take care of all kinds of materials to adjust to the same time period, reduce dust collection equipment operating time, will inevitably save electricity.
After the demonstration and calculation, a workshop as much as possible to adjust the material supply to the same time, compressed dust collection equipment operating time. In the past, dust collection equipment operated for at least 17 hours a day. By taking measures, the best condition was to control it within 10 hours per day, saving an average of 180 kWh per day.
To be the first to compete for excellence and to fully carry out the index competition. To consolidate and expand the results of operational transformation, human factors are the key.
The workshop organically combines operational transformation, production management and innovation activities. The party brings out members outside the party and the party members bring the masses. In each running class, it carries out the “Red Flag Raceâ€.
At the morning meeting each morning, the workshop commented on the completion of production indicators for each class in the previous day. Through analysis and commentary, good experience and practices were solidified, and the inadequacies were improved. At the same time, the branch will place a "red flag" on the party members who have completed all the indicators on duty and will be rewarded by the end of the month.
In this way, the enthusiasm of the Party members was mobilized, their sense of responsibility increased, and production really played an exemplary role.
Lu Jun is the Chief Operating Officer of Class A and is also the backbone of the workshop production. In the "Red Flag Race", because Party C did not have a party member and could not keep up with the red flag, he and another employee volunteered to find the branch ** Wang Jingguo and submitted an application for joining the party, requesting participation in the "Red Flag Race" as an activist. For the class glory.
Party members have a platform for pioneering excellence, and where are the platforms for the people's pioneering efforts? Combined with the actual production, the workshop also put forward the "operation and maintenance integration" operation mode, creating a platform for ordinary employees to compete for excellence.
In the past, the equipment failed, and it was reported to the factory inspection station at every level. The inspection station sent personnel to repair again. The waiting time was long and the work efficiency was low, which directly affected the production. After implementing the “operation and maintenance integration†operation mode, the workshop is equipped with the necessary tools and tools for the positions. For the faults that can be handled, the employees in the positions take self-handling measures, which not only improves the employees' operation and maintenance skills, but also ensures the smooth production process. .
Through the implementation of operational transformation and the launch of a pioneering contender, Ding Ban's Chief Operating Officer Zhang Guochen felt deeply: “I learned a good approach, a strong sense of responsibility, and more worry.†Now he is looking at the weather forecast every day. "Because the degree of dryness and wetness of the sunny and rainy weather is different, we must consider the impact of this factor on the indicators so that appropriate measures can be taken." He said, "Every employee has to fulfill his duties and the company's production can be smooth. Only the company is good. The income of our employees can grow.