韶钢烧结精益生产管控系统的研发及应用

针对韶钢烧结在生产组织、产品质量及成本管理方面的体系能力不足,找出关键控制措施,运用精益生产管理理念,研发了烧结精益生产管控系统,经投入现场生产管理应用,取得了非常好的效果.     

矿山企业精益生产管理体系的创新和实践

由于行业形势的变化,矿山企业在生产组织中面临诸多困难。构建企业精益生产管理体系,并结合生产实际,以创新为动力,以项目为抓手,在实际应用中利用精益生产管理的方法,提高生产效率,提升设备台效,降低消耗。运用多种创新方法、工具开展精益生产管理,消除过程存在的瓶颈制约、库存、设备故障、信息不畅通等问题,构建精益生产管理体系,助力企业健康发展。     

以成本绩效为导向的全员目标值管理

一、构建全员目标值管理的思路全员目标值管理是以目标值为衡量基准,以岗位为责任主体,通过建立并管控目标值体系,有效提升过程管控能力,科学评价控制的管理方法,是涵盖全员、全方位、全链条、全要素的精益目标管理。鞍钢股份炼铁总厂(以下简称总厂)以降本增效为核心目标,自上而下层层量化分解,直至基层作业单元和工作岗位,在每个生产工艺过程中找出     

浅议精益生产在装备制造型企业降成本上的应用

面对精益生产在各行各业中日益广泛的应用所带来的变化,传统制造型企业成本管理方法在成本控制方面显现出很多局限性。本文结合中国有色(沈阳)冶金机械有限公司(以下简称"公司")学习和开展精益化管理的成功经验,提出了精益生产在制造型企业成本管控,特别是降成本工作中形成的切实措施。     

集成思维在设备精益管理中的应用实践

济钢检修公司为克服职工老龄化严重、个别工种紧缺、职工跨区技术水平低等问题,采取集成思维精益管理,构筑"一二三四"管控模式,强化基础管理,提升了设备运行质量,实现了与生产协同增值,外委创效4 492万元。     

莱钢1000m3高炉降低生铁成本实践

炼铁系统能耗占钢铁生产总能耗的60%,莱芜分公司炼铁厂积极响应公司"运营转型、精益管理"的号召,开展精益运营活动。通过提高成本意识,加强了成本管控,优化配矿结构、降低燃耗成本、降低生铁含硅量等措施,使炼铁厂降成本攻关取得一定进步。截止2018年7月,生铁完全成本比行业平均水平低86.9元/t。     

济钢45t转炉炼钢精益管理实践

面对日益严峻的市场形势,济钢炼钢厂45 t转炉采用精益管理思路,通过管理创新和工艺改进等措施,强化转炉炼钢生产过程的四流两届面管理模式,挖潜炼钢工序精益结构,实施"三渣回收一钢利用"管控体系,推行低铁耗少渣炼钢工艺。2014年降低生产成本10 767万元,吨钢石灰消耗降低9 kg,生产成本和各项经济技术指标得到良好的控制。     

实施精益管理 促进业绩提升

管理是企业永恒的主题。精益管理是以消除浪费为根本的生产系统,依托5S、标准化、业绩看板、问题看板等工具,通过对支撑业绩的员工能力、观念、制度和流程的持续改善来实现运营系统、管理架构、理念和能力三个方面的根本性转变,打造管理精细化、管控科学化、作业标准化的业务管理系统,从而持续提升业绩和企业健康度。     

质量大数据技术在河钢石钢的应用与探索

随着国家智能制造2025规划的发布,工业大数据技术在冶金行业迎来快速发展,这必将开创工业变革的新时代。通过研究质量大数据平台在河钢石钢的典型应用,如何为精益生产、稳定产品质量提供可靠的参考依据,形成专业、规范、系统的生产工艺流程,构建科学、完善的质量管控系统。为提升冶金质量、降低成本,改善传统操作模式,在激烈的竞争中仍然能脱颖而出创造条件。     

阳春新钢铁320万吨钢精益生产体系的构建

介绍了阳春新钢铁公司320万吨钢精益生产体系的构建背景,对生产组织现状进行分析,提出了构建320万吨钢精益生产体系的主要做法和措施。     

LEAPCON: Simulation of Lean Construction of High-Rise Apartment Buildings

A lean model has been proposed for the construction management of high-rise apartment buildings with customized apartment designs. It incorporates a number of changes to traditional management practice, including single-piece flow with pull scheduling, work restructuring, and multiskilling. A simulated construction process scenario was devised for experimental evaluation of the model. The simulation was first implemented as a live management game, in which participants played the roles of the clients, general contractor, and subcontractors. Eleven runs with different teams indicated that the lean model increased throughput, improved cash flow, and reduced apartment delivery cycle time. However, the limitations of the live simulation led the writers to implement a discrete event computer simulation of the same process. The computer simulation reinforced the findings of the live simulation and emphasized the specific beneficial effect of single-piece flow under pull scheduling. The lean model may be of immediate interest to construction planners and managers because it enables full customization with minimal waste and no additional resources. The demonstrative clarity of the lean model simulation, both live and computerized, makes it a powerful tool for education and research.     

Improving Labor Flow Reliability for Better Productivity as Lean Construction Principle

New management thinking, like that of lean production, has suggested that better labor and cost performance can be achieved by improving the reliability of flows. In this context, lean thinking portrays reliable flows as the timely availability of resources, i.e., materials, information, and equipment. Little attention has been given to labor as a flow. Further, little discussion can be found related to flexible capacity management strategies. Efforts to utilize lean thinking in construction, so far, have generated limited evidence to support the need for more reliable labor flows. This paper investigates the lean principle that more reliable flows lead to better labor performance. Actual data from three bridge construction projects are examined to document the instances of poor flow (resource) reliability and its effect on labor performance. Inefficient labor hours are calculated. The results show that there is strong support that more reliable material, information, and equipment availability contributes to better performance. However, the projects showed considerable deficiencies in the utilization of the labor resource. It is concluded that lean improvement initiatives should focus more on workforce management strategies to improve labor utilization that will lead to better labor performance.     

广西某银矿选矿流程精益化管理研究

矿山选矿阶段作为矿石的主要加工处理过程,是影响矿石精矿品位和矿山经济效益的重要因素,选矿流程管理不当会造成矿石精矿品位降低和矿山经济效益的流失。通过分析广西某银矿山选矿流程现状,运用鱼刺图分析法列举该流程面临的主要问题,并进一步利用解释结构模型ISM（Interpretive Structure Modeling）流程分析法找出瓶颈影响因素。模型分析结果表明,该银矿选矿流程存在的最主要问题是精益理念不强、现场管理不当和原矿石品位低,并针对模型分析结论提出该银矿选矿流程精益化管理建议。     

论价值工程在低品位矿床开采中的应用

将矿石资源划分为3类(含金高品位矿石集合、含金低品位矿石可拓集合、含金低品位矿石不可拓集合),经过对陕西省某金矿的生产过程进行静态分析,应用价值工程理论,建立了生产管理模式。试验结果表明：通过生产过程管理控制,降低了采矿贫化率和采矿损失率,提高了选矿回收率,增加了矿山企业的经济效益。     

以质量和交付为中心生产组织模式的实践

针对钢铁行业市场持续低迷和产能过剩问题,济钢宽厚板厂通过采取技术攻关、计划订单的优化、优化工艺流程、实现连铸机高效运行、强化能源介质消耗的管控等技术措施,提出了以质量和交付为中心的生产组织模式,保证了单炉对单机单线生产的高效、高质量低成本的稳定运行,减少炼钢过程的损耗和能耗,提高炼钢精益生产水平,实现了炼钢的经济生产.     

Development of Lean Model for House Construction Using Value Stream Mapping

Lean construction has recently attracted considerable attention in the home building industry. Lengthy delivery time and significant waste in the construction process have caused many home builders to seek a more effective production model that will increase process reliability, reduce total lead time, and improve quality. However, although housing construction provides the closest analogy to manufacturing, a high level of variability prevents the direct transplantation of lean paradigm and techniques. In collaboration with a local home builder, a systematic approach based on value stream mapping technique is developed in this research to analyze the current process and to formulate a lean production model. The model has four main features: synchronized first-in, first-out lane-based flow, production leveling at pacemaker, work restructuring, and improved operation reliability. A simulation template is built to verify the model and to assist in the development of interim implementation models. This paper presents data collection and value stream selection, current practice analysis, and specific changes proposed for the lean production model.     

创新管理思路 实现精益生产

介绍了精益生产的精髓，阐述了精益生产的理念、原则及导入精益生产方式，实现传统企业向精益化的转变。对生产企业的管理有一定指导作用。     

Visualization of Work Flow to Support Lean Construction

Implementation of advanced production management techniques, such as lean construction concepts like filtering of work packages to stabilize work flows, pull flow of teams and materials, and in-process quality control, demands effective and timely flows of information both to and from the workface. The key requirement—making the process state transparent to all participants—is more difficult to achieve in construction than in manufacturing, because work crews move continuously within a physical environment that is itself changing. Novel computer-aided visualization tools can fulfill the needs that simpler tools, such as Kanban cards, fulfill in manufacturing. Two prototypes with user interfaces designed to facilitate process flow have been devised and implemented within the context of building information modeling (BIM) software systems. They demonstrate aspects of the synergy between BIM and lean construction. Given the dynamic and dispersed physical environments and the fractured contracting arrangements typical of construction, BIM-based visualization interfaces are important tools for providing process transparency.     

氰化贫液除杂的必要性及其综合评估

以三山岛金矿新立氰化厂生产状况为依据,以直接影响生产流程中氰化钠消耗量的杂元素Cu 含量这两因素建立了一元线性回归模型,在近8 年的流程Cu含量与氰化钠消耗数据分析的基础上,预测了今后的氰化流程中铜及氰化钠用量的趋势,提出了氰化贫液处理项目的必要性,并在综合考虑氰化贫液除杂各种流程的特点的前提上,提出了酸碱二段沉淀（MNR）污水处理工艺,通过实践与分析,对该氰化贫液除杂工艺效果进行了综合评估与项目展望。     

炼钢厂精益生产控制系统

介绍了安阳钢铁股份公司第二炼钢厂精益生产控制系统,该厂建立了炼钢精益生产信息化数字平台,该系统覆盖了炼钢生产全过程,通过生产管理和计算机系统将相关环节有机结合在一起。