加快钢包周转六西格玛方法实践

京唐炼钢厂的定位是打造高效低成本洁净钢生产平台。高效、低成本与洁净钢这3个基本理念并非相互独立、互不相连,而是相互依存、共同发展。结合京唐炼钢厂实际情况,通过采用六西格玛的方法对京唐炼钢厂钢包周转周期进行改善。结果表明,通过压缩生产组织节奏,同时在转炉出毕至精炼环节取消部分钢种的炉后取样测温操作,可提高物流速度,钢包周转周期缩短了11.7min,其中转炉出毕至连铸开浇的时间从80降低至75min;在目前班产30炉、钢包周转周期为201.4min情况下,合适的钢包周转数量为13个;优化RH合金化过程,并严格控制钢包周转数量(不超过13个),转炉出毕至连铸开浇的时间从75降低至70min。

Practice of accelerating ladle turnaround based on six sigma method

Shougang Jingtang steel plant` committed to create the efficient low-cost clean steel production platform. The three basic ideas，namely，high efficiency，low cost and clean steel were not independent and disconnected， but interdependence and common development. Based on the actual conditions of the steel plant in Jingtang，the ladle turnaround time was improved by using the six sigma method. The study showed that by compressing the production rhythm，and at the same time not sampling and measuring the temperature of some steel grades in the period of the convertor tapping to refining，the speed of logistics was improved，and the ladle turnaround cycle was shortened by 11.7 min. And the time difference between the converter tapping and cast start reduced from 80 to 75 min. In the current，the shift production was 30 furnaces，the ladle turnaround time was 201.4 min，and the appropriate ladle turnaround volume was 13. Through the optimization of RH alloying process，and the strict control of the ladle turnaround volume（no more than 13），the time difference between the converter tapping and cast start reduced from 75 to 70 min.