Summary of cost reduction and efficiency improvement work

Summary of reducing costs and increasing efficiency. As the department in charge of our factory’s corporate culture and party-mass work, the Corporate Culture Department always keeps in mind the factory department’s call to “increase production, increase profits, and reduce costs” and implements this throughout our daily work. among. As the department in charge of publicity, we actively play our role as a demonstration and guide in order to achieve the goal of increasing production, increasing profits and reducing costs. The specific measures are:

1. We actively leverage our own advantages and set up a special column on "increasing production, increasing profits and reducing costs" on "Communication" many times to educate and guide all employees. Based on the position, careful operation, precise production, reducing consumption and saving expenses. At the same time, we pay attention to discovering typical figures and examples of reducing consumption and expenditure, stabilizing and increasing production, and widely publicizing them, and strive to create an atmosphere of "increasing production, increasing profits, and reducing costs".

2. In line with the principle of conservation, we recycle some reusable banners, colorful flags, and monograms for reuse.

3. Our work scope involves party building, discipline inspection commissions, propaganda, trade unions, Communist Youth League, armed forces, family planning and other aspects. These tasks require certain materials for everyone to learn business. In order to achieve the purpose of meeting work needs and reducing costs. We changed the past practice of having newspapers in every office and centralized management of newspapers in all offices. In this way, everyone has the opportunity to access more information and maximize the effectiveness of newspapers. On the other hand, we have deleted some unnecessary newspapers and reduced expenses.

4. The training for party activists used to be taught by external personnel. Starting last year, we changed the past practice and changed it to internal personnel. This not only provides opportunities for internal staff to improve their business skills, but also saves expenses. At the same time, training materials can be purchased once and used multiple times.

5. For office supplies, in order to prevent unnecessary duplication and waste, we assign a dedicated person to manage and take part-time responsibility for the collection of office supplies for all offices.

6. Performance monitoring work. Focus on the quantity and quality of bulk raw and fuel materials entering the factory, conduct tracking management, and actively participate in the project establishment of the workshop to jointly promote the realization of the goal of "increasing production, increasing profits, and reducing costs".

Summary of Cost Reduction and Efficiency Increase in Ironmaking Plants

Since the second half of 2011, ironmaking plants have been looking inward, constantly pressurizing themselves, focusing on stable and smooth blast furnace production to reduce costs. Taking efficiency improvement as a means and maximizing benefits as the goal, we continuously improve technical and economic indicators and strive to create a new situation in production and operation. The completion of the main work at this stage and the next work plan are now reported as follows:

1. Achievements in cost reduction and efficiency improvement

1. Production technology

(1) The Hundred Days of Troubleshooting achieved results

In June 2011, the company carried out the "Hundred Days of Tackling Key Problems" activity. During this period, the pig iron production was 295,002 tons, exceeding the planned output by 2,902 tons, and the pig iron qualification rate was 100 , ensuring the provision of high-quality molten iron for steelmaking; at the same time, we deeply explored our own potential, firmly established cost control as the center, adopted various measures and achieved outstanding results. The assessment cost of pig iron in June, July and August was 2150.35 yuan/ton of iron. , the cost dropped by 11.62 yuan/ton of iron than planned, with a total cost reduction of 3.4269 million yuan; the comprehensive coke ratio was 534 kg/t, 6 kg/t lower than planned; the furnace temperature internal control rate reached 83, 13 higher than the company’s internal control standard percentage point.

(2) Implement coke classification into the furnace

Since there is no coking within the company, all coke for the blast furnace is purchased outsourced. Because there are many coke manufacturers, the composition, particle size, and strength are unstable and contain The high powder rate affects the smooth operation of the blast furnace and causes high cost pressure.

To this end, 10 to 25mm of coke is screened out to be eaten as diced coke, and the amount is adjusted according to the furnace conditions. On the one hand, the quality of the coke entering the furnace is ensured. At the same time, due to the diced coke When it is put into the furnace together with the sinter, the reflow layer becomes thinner, which reduces the resistance loss of the material column, improves the air permeability, improves the reduction process of the ore, and achieves the effect of reducing the coke ratio and ensuring smooth furnace conditions.

(3) Eat lump ore

Because the grade of lump ore is similar to that of pellets, but the unit price of lump ore is lower than the unit price of pellet ore, for this reason, the iron smelting plant has formulated The "Lump Ore Allocation Plan" lt; Lump Ore Allocation Plan 20.docgt;, on the premise of ensuring the smooth operation of the blast furnace, increases the lump ore allocation ratio. From January to October 2012, the lump ore ratio was 1.8 , up to 4.5, which keeps the furnace conditions running smoothly during the cooking period and effectively reduces the cost of pig iron.

(4) Equipped with sub-coke

In 2012, the price of coke rose sharply. In order to reduce the procurement cost, the ironmaking plant formulated detailed plans based on the procurement and inventory situation in August and September. "Plan for consuming low-priced coke materials" lt; Plan for consuming low-priced coke materials for iron smelting plants. docgt;, rationally allocate small batches of coke, increase the proportion of stone coke, and ensure that the furnace conditions are going smoothly. On August 7, furnace #1 began to allocate 30-day coke (low-priced and low-quality coke), 15 On the same day, the ratio was raised to 50; at the same time, furnace 3 increased the ratio of Shijiazhuang coke to 37.5, Asia-Pacific coke ratio to 12.5, and the main coke ratio dropped to 12.5; by September 27, all secondary coke ratios were completed, effectively reducing the cost.

(5) With vanadium and titanium powder

In order to reduce production costs, a certain amount of vanadium and titanium powder was added to the pellets from January to October 2012, and from January to July. The eating ratio is between 20 and 40, and the eating ratio increases to 100 in August.

　(6) FMG powder and Indian powder

The iron smelting plant in August 2012 On the 27th, we began to mix sinter with 10 FMG powder. After the 28th, we gradually increased the proportion to 40, and on September 20, the mix was raised to 50. During the mixing period, the quality of the sinter deteriorated (the strength of the sinter in September was only 70.83, small particles The grade content increases (measured 5 to 10mm below the tank is 38.77, and the powder content is 5.88), resulting in unstable gas flow. In view of this characteristic, in order to ensure that the furnace condition of No. 3 furnace is stable and smooth, the ironmaking plant formulated the "Operation Guidelines for Combining FMG Powder" lt; Policy for Combining FMG Powder. (Work Summary) docgt;, provided a guarantee for the increase in the proportion of FMG powder distribution. Although the operation difficulty of the blast furnace increased significantly during the distribution period, the blast furnace was maintained stable and smooth, and the technical and economic indicators did not fluctuate greatly (8 The average comprehensive coke ratio in September was 522.81 kg/t, which was only an increase of 0.69 kg/t from January to July), achieving the purpose of cost reduction and efficiency improvement.

Starting from December 4, 2012, sintering with Indian rice noodles (30 on December 4, 50 on December 5), the branch organized a special meeting to formulate the "Indian rice noodles to eat with" Production Organization Plan" ensures the stable and smooth operation of the blast furnace.

(7) Reduce the comprehensive coke ratio

In 2012, the ironmaking plant took the following measures to reduce the coke ratio: Formulate and implement the "Furnace Temperature Incentive Plan" and "Air Temperature Assessment Plan" 》, stimulate the furnace temperature and air temperature, increase the coal injection ratio and the amount of coke consumption, optimize the blast furnace operation, eliminate major furnace condition abnormalities, stabilize [Si] deviation, achieve low silicon smelting, and formulate the "Ironmaking "Plant Coke Ratio Reduction Plan" lt; Ironmaking Plant's 2012 Coke Ratio Reduction Plan 1.docgt; Through the above measures, the comprehensive coke ratio reduction plan in 2012 was reduced by 8.52Kg/t, which greatly reduced the cost of iron production.

(8) Understand the market dynamics and adjust the raw and fuel structure in a timely manner

Combined with the supply department, timely grasp the raw and fuel purchase prices, and control the proportion of coal injection, coke, iron powder, and raw ore According to the calculation, based on the price of bituminous coal, there is no advantage in mixed injection. After requesting instructions, the company will fully spray anthracite coal in the blast furnace from November 22.

2. Technical transformation

(1) Implement coal injection transformation, increase the coal ratio, and increase the bituminous coal mixed injection ratio

In order to reduce the coke ratio, focus on nitrogen Insufficient pressure and low hourly output of pulverized coal limited coal injection. In August 2011, the ironmaking plant promptly coordinated with the energy center to increase the nitrogen pressure and modified the coal injection, increasing the hourly output by about 2 tons. The coal injection ratio of furnace 3 has improved to a certain extent, from 94.8kg/t in May to 109.4kg/t in August, achieving a benefit of 8.73 yuan per ton of iron, and the oxygen enrichment rate has also increased from 1.2 to about 1.7.

In November 2011, the coal injection system transformation was organized, and on November 27th, simultaneous coal injection of the 1# and 3# blast furnaces was realized.

On March 19, 2012, the original bituminous coal feeder belt scale was replaced with a reducer with a speed ratio of 48, which increased the weighing weight and raised the bituminous coal ratio to 40, which provided a guarantee for increasing the coal ratio. .

(2) Transformation and optimization of the blast furnace bag dust removal system

In October 2011, during the shutdown period of the 2# furnace, three boxes of the 2# furnace were used to solve the problem of blast furnace bag dust removal. The problem of insufficient boxes extended the life of the No. 1 furnace bag by 2 to 3 times and reduced the cost by more than 200,000 yuan. In the same month, the seal of the 1# furnace bag ash discharge ball valve was renovated, saving RMB 100,000 in costs.

(3) Transform the blast furnace feeding system to reduce the blast furnace return rate

Due to site restrictions, the blast furnace feeding system has many belts and many transfers, and the sinter has been transferred multiple times. The return rate of ore increases and the number of small particles increases, which restricts blast furnace production and increases costs. To this end, on January 2, 2012, the 3# blast furnace feeding system was modified and put into use on January 16. After the implementation of this transformation project, the sinter does not pass through the transfer bin, but directly enters the upper trough bin through the belt, which reduces the return rate of sinter and improves the particle size of the sinter entering the furnace.

(4) In the second half of 2011, through the transformation of the 3# furnace tank downpressure system, the transformation of the cooling water filter, the replacement of the mesh filter material in the clean ring, and the construction of the 1# furnace hoisting truck. A series of technological innovation activities such as vehicle protection devices, the best indicator that the unplanned maintenance rate is zero. Among them, the equipment slow wind rate from June to November 2011 was zero.

3. Auxiliary support

(1) During the single-furnace production of the 3# blast furnace, the coal grinding capacity is relatively large, and the pulverized coal is ground in advance during non-peak hours of electricity consumption. Reduce the coal grinding time during peak electricity consumption, saving about 65,000 yuan/month in electricity costs

(2) Control the dust removal fan and slag washing water pump, and adjust the fan speed to the lowest when iron is not being tapped to reduce the load , and at the same time deactivate the slag washing pump, effectively reducing power consumption.

(3) During the period of preparing FMG powder, coordinate the coke transporting vehicles to reduce the transporting time from the original 15 minutes per vehicle to the current 9 minutes per vehicle, which not only ensures the position of the warehouse, but also reduces the number of belts The operation time is reduced, and the power consumption is reduced; at the same time, the coke is directly put into the warehouse, which reduces the number of coke transports, avoids the rolling of vehicles, and reduces the powder entering the furnace.

(4) In order to reduce the beating of the materials entering the furnace, ensure that the material level on the trough is below two meters; two inspections are conducted under the trough for each shift. If it is found that the powder content of the sinter is more than 3, the vibration shall be controlled in time. Screen amplitude and unloading speed; the branch factory assigned special personnel to be responsible for spot inspections of the above two items. After implementation, the results were good, and the powder content entering the furnace was effectively controlled.

4. Autonomous management and proposal system

In 2011, it won the title of the company's "self-management" and "proposal system" performance-leading unit

In 2012, Ironmaking The factory successfully organized and completed the sixth, seventh and eighth independent management activities, carried out activities in six aspects including cost, production, energy, maintenance, environmental protection and others, and effectively solved the practical problems existing in the production process. As of November, *** has released 32 results of independent management activities, creating economic benefits of more than 11.46 million yuan.

In 2012, the ironmaking plant actively organized and vigorously promoted the proposal system. From January to October, the ironmaking plant accepted 206 proposals, 26 of which exceeded the plan, and the annual benefit is estimated to be more than 5 million yuan. Yuan, in addition, it plays a great role in environmental protection, reducing safety hazards and reducing employee labor intensity.

5. Warehouse clearance inspection

In November 2012, according to the company’s plan, idle and scrapped waste materials were returned to the warehouse, and a ledger was established for fixed-location management.

From January to November 2012, the pig iron production was 763,700 tons, the quality qualification rate was 100, and the furnace temperature internal control rate was 87.16; the average pig iron assessment cost from January to November was 2787.38 yuan/t, which was 11.51 yuan less than the planned cost. Yuan/t. Due to the obvious effect of cost reduction and efficiency improvement, it was rated as the best efficiency team by the company in mid-2012.

II. Work Plan for Cost Reduction and Efficiency Increase

In the past year or so, the ironmaking plant has achieved certain results in cost reduction and efficiency improvement, but it is limited by the specific process configuration. Due to constraints such as raw material and fuel conditions, the cost of pig iron is still high and further potential needs to be tapped.

1. Continue to tap the potential in reducing power consumption

At present, power consumption is still high for the following reasons:

(1) Since there is only 3# in September Furnace production combined with the consumption of low-priced materials (clearance bottom material and sub-coke) and FMG powder makes the furnace work uneven and the pig iron output is low. In addition, the production capacity is appropriately restricted, resulting in increased electricity consumption.

(2) Furnace 1 and 2 have been discontinued, but the two cooling pumps are operating normally, resulting in increased power consumption.

(3) When the 3# furnace fan is working normally, the air release valve is open, and the opening is ?15 degrees, resulting in a large power consumption loss.

Countermeasures: Contact the fan manufacturer to solve the problem of the fan vent valve being open for a long time, and strictly control the start and stop time of the slag flushing water to save power consumption.

2. Strengthen equipment technical renovation and repair and recycling work, and ensure the quality of work to further reduce the cost of iron production.

3. In terms of production technology

Adhere to the established policy of mixing low-priced Indian powder and continue to explore the smelting technology of mixing Indian powder and vanadium and titanium powder to ensure the stability and smoothness of blast furnace production. OK. I Not afraid of getting dirty or tired, he led the team to clean up until about 8 o'clock in the evening. It took one day to complete the 10-day workload. During the work of returning alumina waste to the process, my comrades and I overcame unfavorable factors such as cold weather and a small number of personnel. We cleaned more than 180 vehicles in 2 shifts and successfully completed the cleaning task. When participating in the work of unloading truck skins, I overcame unfavorable factors such as hot weather and lack of personnel, and completed the unloading task excellently every time. Due to his outstanding work achievements, he was named the "Top Ten Outstanding Youth" of Shanxi Branch on the occasion of the 2010 *** Youth Day, and was commended and rewarded by superior leaders.

3. Do a good job in energy conservation and emission reduction to prevent leakage.

In order to put an end to all kinds of waste, I started from myself, dug deep into my inner potential, and looked for dead spots that might cause waste. During last year’s heating season, in order to reduce unnecessary waste of gas, we took the initiative to remove people who were not using the gas. The heating in the rest and work rooms was cleared, saving a lot of gas consumption. We also educate our employees to resolutely put an end to the phenomenon of having lights on during the day and running water at ordinary times. Last winter, the cold weather caused the toilet water tank to freeze and crack. We found out in time and took the initiative to buy spare parts such as sanitary ware and repair the water tank, thus reducing the waste of water resources. When working as a welder, sometimes I neglect to cut off the power supply during breaks. In order to eliminate this wasteful loophole, I have formulated strict assessment measures. Welders are required to completely cut off the power supply during work breaks to eliminate waste. The employees responded positively and this system was implemented.

4. Carry out potential tapping and consumption reduction work to reduce maintenance costs.

At work, we always aim to reduce the expenditure on various materials and pay careful attention to maintenance work. During the process of repairing the vehicle brake three-way valve, we adhere to the principle of "Repair what can be repaired" In line with the principle of never replacing new ones, we repaired two three-way brake valves in the first quarter of this year, saving more than 4,000 yuan in costs. In the QC group activities carried out last year, we conducted public relations activities with the theme of "Reducing the number of lost large covers of aluminum oxygen tank trucks". At the end of the year, we won the first prize of the QC results of the Ministry of Transport. This alone can save material costs every month. More than 4,000 yuan. This year we will continue to carry out qc activities with the theme of "Reducing the number of welding of bolster stalls of self-provided gondolas". The implementation of this work will greatly reduce the dumping operations of vehicles, speed up the utilization rate of self-provided gondolas and complete production and transportation. The task will play a positive role in promoting.

Now, the clarion call for the full resumption of production of the alumina production system has been sounded, and we will face more severe situations and tasks. Advance bravely in the rapids; if you don't advance, you will retreat. Facing the heavy responsibilities entrusted by the times, I will work hard with a higher morale and a more rigorous work style. I also believe that our company will definitely improve its ability to resist risks and the stamina for long-term development in the baptism of the economic crisis. ; I believe that our enterprise will surely accumulate a lot of experience and set sail in the ebb and flow of the market economy.

Summary of rationalization suggestions to promote cost reduction and efficiency improvement

Your rationalization suggestions have won another award! In the crushing workshop of the mineral processing plant, everyone is very envious of Wang Jianhua. Wang Jianhua is an electrician in the crushing workshop. In the recent commendations for rationalization suggestions in the mineral processing plant, Wang Jianhua has repeatedly been on the list. His rationalization suggestions include "Electric vibration modification of the screening room" and "Production and installation of anti-smashing devices for PYD cone crushers". ?Won second and third prizes respectively.

In the mineral processing plant, there are many employees like Wang Jianhua who actively provide suggestions for reducing costs and increasing efficiency of the plant. In order to allow the trade union to better serve the cost reduction and efficiency improvement center of the whole plant, after the cost reduction and efficiency improvement indicators were adjusted, the trade union of the mineral processing plant quickly issued the "Mineral Processing Plant? Know the Crisis and Face the Challenge" and strive to achieve full-year struggle. Goal" activity plan to further stimulate employees' potential and enthusiasm to contribute to cost reduction and efficiency improvement. The factory union broke with convention and rewarded 5 yuan for every reasonable suggestion made by an employee, regardless of whether he won an award or not. As soon as this move came out, the response was strong. Employees said that although 5 yuan was a small amount, it showed the importance they attached to it, and they must repay the concentrator with practical actions.

In order to solve the problem of front-line workers having more experience and insufficient ability to summarize and refine golden ideas, the factory union requires all workshops and departments to give full play to the role of technical personnel and form a joint team of technical personnel and front-line workers to tackle key problems. Teams allow technical personnel to sneak into the lowest level and jointly excavate, summarize and refine employees' golden ideas.

Wang Zhanfeng is the electrical technical director of the maintenance workshop. He found that the small oil stations used for equipment lubrication had many models and difficult maintenance problems. He used his brains to convert the original small oil stations into new programmable controllers and changed the It has solved the problems of aging equipment, frequent faults, and difficulty in maintenance of small oil stations in the past. In recognition of his contribution, the concentrator awarded him the Golden Idea Award.

In the vigorous activities of rationalization suggestions, employees generally welcomed the concentrator's approach to shortening the commendation cycle for rationalization suggestions (from once every six months or a year in the past to once every month). Because the factory collected suggestions in a timely manner, adopted research in a timely manner, and organized and implemented it in a timely manner, it maximized the role of rational suggestions in promoting cost reduction and efficiency improvement.

The reporter learned that from July to October this year alone, the concentrator collected more than 140 rationalization suggestions from employees, creating benefits of more than 2.3 million yuan. In the important period of sprinting towards the annual production tasks, cost reduction and efficiency improvement, the trade union of the mineral processing plant will continue to promote the successful completion of the annual cost reduction and efficiency improvement tasks by increasing publicity, increasing rewards, and applying results.