Tobacco Lean Production Work Summary

A written material that summarizes the review and analysis of study, work and life in a period, a year, and a stage. It can make the mind clearer and the goals clearer. It is better to calm down and work hard. Write a summary. So do you really know how to write a summary? The following is a summary of tobacco lean production work that I have compiled for you. You are welcome to learn from it and refer to it. I hope it will be helpful to you. Summary of Tobacco Lean Production Work 1

In January 2019, after the issuance of the "Company's Master Plan for Promoting Lean Production" and the company-level lean production launch conference, the Electrical Machinery Company followed the strategic deployment of the head office to achieve With the goal of building a lean production management model and enhancing the core competitiveness of the company, combined with the situation and development opportunities faced by the company, and following the principles of "unified leadership, overall planning, sub-item breakthroughs, comprehensive advancement, and continuous improvement", the Motor Company's lean production plan was formulated The implementation of management measures ensured the orderly advancement and smooth implementation of lean production. The main situation is as follows:

1. Establishment of organization and lean management

The "Motor Company Lean Production Implementation and Management Measures" clarifies the division of labor responsibilities and work of the company's lean office and four professional functional departments The process provides a strong organizational guarantee for the introduction and solid and steady advancement of the company's lean production concept.

First: attach great importance to it and organize it effectively. With the introduction of the head office's lean promotion plan, the Electrical Machinery Company established a leadership group headed by the general manager, with vice presidents and ministers as members, responsible for making decisions on the company's overall lean production plan, major matters, and resource allocation. The subordinate Lean Promotion Office is responsible for the formulation of the company's specific lean goals, process monitoring, and cross-department communication and cooperation. Its seven professional lean production working groups are responsible for the publicity, mobilization, organization and implementation of lean work within the system, and the collection of feedback. The management of lean production is broken down into parts, each one uses its own strengths, and develops in a balanced manner.

Second: Institutional guarantee and clear thinking. In conjunction with the overall lean production plan and work plan of the head office, the Electrical Machinery Company successively issued the "Lean Production Implementation Management Measures" and the "Creative Proposal Activities Management Measures" in April, and the company's lean office regularly issued these to various professional groups every month.

Monthly work tasks, time nodes, and specific execution plans and implementation status will be fed back by each professional group; at the end of the month, the Lean Office will organize unified inspections and evaluations. This makes the lean production promotion work divided and combined, well-founded and continuous.

Third: pilot projects first and combine all aspects. After investigation, the company decided that final assembly, custom assembly, and commutator are the three major team on-site management demonstration points; armature coil manufacturing, magnetic pole turn insulation treatment, and final assembly are the three major process demonstration lines. The goals of the pilot are: to achieve the "three determinations" of material distribution, namely timing, location, and quantity; to achieve visual management of equipment, tooling, and utensils; and to achieve standardized operations and standard operations in process content. Through the highlight effect, we create a lean atmosphere of continuous improvement and perseverance, and drive the improvement of the company's overall management level.

2. Promote lean, seek truth and be pragmatic

In accordance with the requirements and methods of promoting lean production, the motor company starts from the understanding of employees’ lean thinking, and uses the transformation of inherent concepts as a breakthrough to Lean tools are used as the means of implementation, elimination of waste and improvement of efficiency are used as the test carrier, and lean management is fully implemented in the company with the purpose of meeting operating indicators with high efficiency and low cost.

First of all, introduce the lean concept and improve the quality of all employees.

As of March 31, 2018, the Lean Office of the Electrical Machinery Company has completed the training of all employees through centralized training, online learning, distribution of lean manuals and pre-class speeches, etc. The learning and training of lean ideas, concepts, tools and methods for on-the-job employees has ensured that the training time for 340 employees in front-line direct and auxiliary production positions is no less than 8 hours, and the training time for management staff is no less than 24 hours.

Judging from the results of the 110 experience evaluations submitted by all technical and management personnel with no less than 20xx words, it can be seen that the employees of the Electric Motor have initially truly understood the connotation and essence of lean culture, laying a solid theoretical foundation for the company to further promote lean production.

The Lean Office provides Lean training to section/team leaders to demonstrate their excellent Lean experience. Secondly, combined with the actual situation on site, Lean tools are applied to create Lean highlights.

(1) Three major on-site demonstration teams

(1) Before implementing lean management on-site for the three major assembly, custom assembly, and commutator teams, the process technology of the supervisory team The personnel conduct a fully detailed assessment of the existing process layout and make reasonable adjustments and optimizations with the help of lean tools; after the plan is approved, the manufacturing department is instructed to implement it according to the drawn on-site setting diagram.

(2) According to the different process contents of the team, there is also a focus on the application of lean tools. As a model, the general assembly group mainly conducts "JIT" and "5S" management by means of process realism, calculation of production rhythm and value stream analysis; due to the wide variety of motors, the layout adopts a large category "one flow" assembly model in the designated area. Complete the final assembly work; since the assembly models and specifications of each motor vary widely, the "four certain" management is strictly implemented for the parts in each "flow".

(3) Due to the unbalanced production and weak logistics and distribution of commutator and custom assembly groups, the team focuses on 2S and "four fixed" management, and based on the parts BOM list and production rhythm Logistics will be improved in timed, fixed-point and quantitative distribution.

On-site setting diagram of the custom assembly group

The false shaft of the commutator group is arranged in a chaotic manner/arranged neatly after rectification

(2) Three major process demonstrations Line construction

(1) The focus of the three major process demonstration lines of armature coil manufacturing, magnetic pole turn insulation treatment, and final assembly is to optimize the design, step-by-step refinement and strict process plan according to the requirements of lean. implement. At the same time, it is required that some process parameters, number of people, and working hours be revised and solidified into the process through realistic operation; the specifications, models, measuring ranges, and accuracy levels of tooling and tools should be optimized, sorted, and solidified into the process; Important operation points and detection parts are accompanied by necessary drawings, diagrams or text descriptions to help operators understand.

(2) In terms of visual management of the three major processes, through process layout diagrams, process flow diagrams, status boards, and positioning diagrams of all key equipment and tools, including safety

Marking methods for passages and area lines, safety warnings, and identification of team roll call and set lines to strengthen standardized operations and standardized management of processes.

Lean Kanban Management of the Final Assembly Group of the Coil Manufacturing Demonstration Line after Optimizing the Layout

(3) TPM work focuses on the organization and cleaning of the site, as well as the maintenance of tool boxes and tools Management of racks, scrap iron cutting, and discarded tooling equipment. Carry out inspection and visualization of key equipment, determine lubrication points, prepare lubrication tables, and post them in conspicuous locations on the equipment. At the same time, we will strengthen publicity and training for employees to achieve the effect of operators consciously carrying out and consciously maintaining. Through the evaluation, key equipments such as horizontal machining center, pentahedral machining center, eight-sided milling machine and coil factory KUKA automatic tape wrapping machine, CNC shuttle winding machine and other key equipment were inspected, lubricated and cleaned.

Visualize the lubrication inspection of key equipment such as horizontal machining centers/CNC eight-sided milling

(4) Logistics management focuses on controlling the logistics of the final assembly process through the MRP system. Tobacco Summary of Lean Production Work 2

1. Main work completed:

1. The first meeting of Chongqing Beiben Lean Production was held on August 26, and the Chongqing Beiben Lean Production III was established. level organizational structure, and formulated the functions, management methods and regular meeting system of lean production management of the three-level organizational structure.

2. A lean production office was established within the company, consisting of members of the promotion team, responsible for the promotion of lean production management within the company, and produced the "Lean Office Management Dashboard" and "Lean Production Promotion Activity Management" Kanban”.

3. On September 2, the Lean Office and the leadership team jointly formulated an 8-month promotion plan for the first phase of the Chongqing Company’s lean project, focusing on 5S basic improvement, plan management, process technology management, Lean production was promoted in nine aspects including quality management, material in-process management, improvement proposals, team building, TPM and talent training, and each implementation group was explained and communicated on the promotion plan.

4. On September 15th, an introduction to lean production training was conducted for employees above the company director level, which gave everyone a preliminary understanding of the concept of lean production and mobilized everyone to implement lean production to a certain extent. Passion for production.

1. Preparation and training work

5. On September 25, the lean production implementation projects will be broken down. As the content of this year’s benchmarking study, each functional department (implementation team) After understanding and mastering the learning content, complete summary, planning, implementation and effect verification.

6. According to the requirements of just-in-time logistics, we re-discussed and formulated the material distribution and information system management methods to realize the operation mode of online scanning, debit and settlement, and completed it on September 28th

It has completed operation training and has passed three trial runs.

7. Combined with the overall plan for the promotion of Chongqing Beiben Lean Production Project, starting from October 8, the Lean Office and each implementation group will prepare weekly plans, and the Lean Office will prepare the weekly plans for each implementation group Guide, track, inspect and control the preparation process, and according to the overall plan, nine aspects including 5S basic improvement, plan management, process technology management, quality management, material in-process management, improvement proposals, team building, TPM and talent cultivation are carried out. All aspects of work are fully implemented.

5S Basic Improvement In view of the on-site 5S improvement work, the 0400 station and the high cab station in the two workshops were selected as pilot stations for the implementation of 5S work. The two pilot stations were managed according to 5S standards. At the same time, we completed the posting of lean production propaganda slogans at the production site, and in accordance with the requirements of the headquarters team management reform, we completed the establishment of 10 teams, produced team management signboards, and organized "two leaders and three members" of the team to watch "visual management" , "Continuous Improvement" and other learning audio and video materials, and completed the training on filling out the SQDCME management form for 10 teams on November 10.

The Chongqing Beiben lean production promotion evaluation system was established with reference to the lean production promotion evaluation standards of Penglai Branch. Check the implementation of planned projects by each implementation team every week, prepare a lean production weekly report, and evaluate the quality of lean production implementation of each implementation team at the end of the month.

8. The equipment on-site team completed the visualization of the independent maintenance projects of each equipment workshop of the pilot station gas cylinder assembly line and cab interior decoration assembly line.

9. The technical team completed the process layout drawing of the demonstration area, and guided the workshop and people's logistics to complete the first "three determinations" of material input. And completed the process capability analysis of 10 workstations and the production of mountain plots. 18 key process Kanban boards were set up.

10. In terms of establishing a just-in-time logistics system, we have completed the establishment of internal logistics management methods and management models, drafted personnel organization structures, and set up safety inventory tables and periodic tables for some parts.

11. The production exception management method, planning information transmission process and material distribution online scanning and settlement management system were issued.

2. Shortcomings and difficulties in the promotion process

1. Since the lean production implementation method is introduced through learning, there is a lack of on-site guidance from professional teachers, and the problems that arise cannot be solved very quickly. For a good solution, it is recommended to establish communication channels with the consulting company. It would be better to go to the Chongqing company for teaching and on-site guidance.

2. The baseline level and improvement goals of the demonstration area have not been fully set, including qualitative and quantitative indicators, and it is difficult to judge the degree of achievement of the goals.

3. Since the production tasks are not saturated, data collection in process capability analysis is discontinuous, which cannot well expose production bottlenecks.

4. The standards for on-site signboards are not comprehensive. Most of them are produced according to the benchmarking factory and are mainly practical.

5. The Lean Office and members of each implementation team need to further study and practice the knowledge and management tools of lean production.

6. The investment in lean production shall not be less than one thousandth of the total revenue. It is not clear what scope the investment will be used for (for example, whether it includes funds for additional tooling for on-site improvement, etc.).

3. Focus on follow-up work

1. Study the group company’s lean production management evaluation standard system, break down the scoring content of each department, and comprehensively promote lean production within the company according to standards Work

2. Make the "three determinations" of each work station the focus of subsequent process work, and speed up the 5S promotion work with reference to the demonstration area.

3. Communicate the selection plan for cleaning tool cabinets.

4. Provide training and implementation of squad leader responsibilities.

5. Promote the construction of just-in-time logistics system.

6. Continue to advance equipment maintenance work.

7. Complete the implementation of the team management SQDCME in the demonstration area.

Lean Production Management Office

xxxx-12-20 Summary of Tobacco Lean Production Work 3

1. Preparatory 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 27, fully understand the importance and necessity of lean production activities, and organized some managers to go to Xialong Tungsten Industry Company to discuss how to carry out lean production Production activities, clarifying lean production work goals and work measures, etc. were studied and inspected.

(2) Comply with the group company’s work target requirements for the Zhongjia City Mineral Processing Plant, mainly focusing on the problems that occurred during the trial production process of the Zhongjia City Mineral Processing Plant, focusing on optimizing the mineral processing process and management process, A careful analysis of the reasons and current situation was carried out to increase product output and actual mineral processing yield, and the selection of two projects was completed in March: one is a project to increase the processing capacity of the crushing section of the Zhongjia City dressing plant to 230 tons/hour; It is a project to increase the hourly processing capacity of the grinding section of the Zhongjia City dressing plant to 180 tons/hour (double series).

(3) Project to increase the processing capacity of the crushing section of Zhongjia City dressing plant to 230 tons/hour

1. Following the lean manufacturing steps, a status analysis was completed in March. The work objectives of the first phase were put forward, a project implementation team was established, a project implementation plan was formulated, the on-site measurement and analysis phase was completed, various reasons affecting the processing capacity of the crushing section were identified, and a rectification project was proposed. Each project has designated a project leader, set a rectification completion date, and completed various rectifications within the prescribed time limit. The effect of the rectification is currently being evaluated through the next stage of trial production.

2. The crushing section completed 36 rectification projects. The main projects are:

(1) The original design of the bottom structure of the raw ore bin is unreasonable, the gap between the ore feeding bucket and the rod screen is uneven, and the installation method is unreasonable. During the ore drawing process, the ore drawing bucket vibrates seriously, the ore is easily blocked, and the ore feeding speed is slow, which affects the crushing processing capacity. In this rectification, the bottom structure of the raw ore bin was dismantled, the structure of the ore discharge bucket was redesigned, the tail foundation of the rod feeder was raised by 500mm, and the rod feeder was changed from horizontal transportation to uphill transportation. Feeding materials transportation is more scientific and reasonable.

(2) The original design of the ore washing overflow transportation in the secondary crushing workshop is pipeline transportation. Due to the large transportation height difference and strong impact force of the slurry, the pipeline wear is very serious. Frequent repairs are required at the corners of the pipeline, which affects Production efficiency.

During this transformation, the vertical transport polymer pipes were changed to composite ceramic pipes, the pipe elbows were changed to ore collection boxes, the pipeline transportation was changed to open troughs lined with cast stone slabs, and the open troughs were erected in the air for more than 50 meters, which greatly reduced the number of pipelines Consumption creates conditions for reducing production costs in the future.

(3) In the early stages of commissioning of the crushing system, the dust removal system had not yet been installed, and the dust in the workshop seriously exceeded the standard. In this rectification, the design of the dust removal scheme was supplemented and improved, and 4 dust removal fans were installed. At present, the dust removal fan has been put into operation and the operation is relatively normal.

(4) Add a lining plate to the medium crushing circular vibrating screen, repair and add lining plates to the ore bucket above and below the screen, build a maintenance platform, and make a coupling safety cover.

(5) The screening circular vibrating screen is equipped with ore retaining guards, blind plates and ore receiving hoppers;

(6) The ore pipe under the medium crushing ore washing screen is changed to an open trough for transportation , install a buffer box.

(7) Replace the columns and beams of the ore hopper at the bottom of the raw ore warehouse, and lay steel plates and heavy rails.

3. The results have been achieved

Trial production status in June: The crushing system has been driven for 21 hours in total, the ore processed is 4417t (8# belt scale measurement statistics), and the hourly processing capacity reaches 210.33 tons (wet ore).

4． The main current problems

(1) Due to factors such as manufacturer design and equipment manufacturing, the broken signal system and interlocking system have not yet 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 designed 230T/H. It is still necessary to deeply explore the equipment performance, analyze the reasons and make improvements.

5． Work plan for the next stage

(1) Conduct an effect evaluation before July 30;

(2) Continuously improve and improve during August to October in order to achieve the goal;

(4) Zhongjia City Dressing Plant Grinding Section Hourly Processing Capacity to 180 Ton/Hour (Double Series) Upgrading Project

1. Based on the problems that occurred in the early trial production, the current situation was carefully analyzed, various reasons affecting the grinding and heavy processing capacity were identified, a rectification project was proposed, and the first-stage work goals and rectification and improvement scope were determined. On-site measurements and analysis were completed, a project implementation team was established, and a project activity plan was developed. Each rectification project has a designated project leader, a rectification completion date, and each rectification content is completed within the specified time limit.

2. 38 rectification projects have been completed, the main projects are:

(1) Adjusted the filling rate of the grinding medium, the pore size of the laminated screen, the process parameters of the shaker and the flotation dosing system Wait for the mineral processing parameters;

(2) Replace the mixing barrel in the second-stage grinding with a slurry distributor;

(3) Maintenance of 130 shaker frames and transmission boxes Adjustment of processing and technical indicators;

(4) A section of the ore round pipe under the laminated screen is replaced with a square pipe, and the ore separator is heightened;

(5) Four grinding hosts The feed pipe was replaced from an ordinary spiral steel pipe to a composite ceramic cast iron pipe, and the barrel and end cover were replaced with rubber pads and the screws were tightened;

(6) 24 vibrating feeders were adjusted and baffles were installed;

(7) Install an impurity screen at the ore discharge port of the rod mill;

(8) Install a cleaning scraper on the feeding belt;

(9) Baffles are installed in the discharging sections of the four mills to prevent slurry from splashing;

3. The results have been achieved

Trial production status in June: The grinding and gravity separation system (equivalent to a single series) has been running for a total of 42 hours, with a cumulative processing capacity of 4072 tons (wet weight). The grinding and gravity separation system is a single series. The processing capacity reached 93.97t/h (wet ore), and the dry ore hourly processing capacity reached 89.27t (single series was 65 tons before rectification), exceeding the design 86.25t/h;

4. The main current problems

(1) In the dust removal system of the screening workshop, the circular vibrating screen is not sealed for dust removal. During the production process, the dust in the screening workshop is still serious, and the screening workshop is open. Dust removal needs to be done as quickly as possible.

(2) Due to the lag in the construction of the comprehensive product recovery system, the water return rate of the mineral processing industry has temporarily failed to meet the design indicators. There is still a shortage of water in the mineral processing industry, and it is currently unable to meet the requirements of three shifts of operations.

(3) The analysis of the total tailing particle size distribution of grinding weight, product particle size and the detection and setting of production process technical indicators need to be improved as soon as possible to facilitate the timely adjustment of equipment process parameters and the setting of the production process.

5． Work plan for the next stage

(1) Evaluate the effect before August 30;

(2) Continuously improve and perfect from September to November, and conduct phase summary;

(3) In December, the target of 180 tons of dual series was achieved.

2. Main work measures for lean production in the second half of the year

(1) Do a good job in safety production management, and all management systems, operating technical procedures and employee job responsibilities are posted on the wall. At the same time Carry out the publicity and implementation of lean production and safety standardization construction on site, promote the standardization of fixed-location management system, comprehensively improve the level of on-site management, and improve the professional quality of employees.

(2) Improve the crushing automation control system, large pools and high-level pools and other monitoring systems, improve the level of on-site automation control, make production process monitoring more timely, production scheduling smoother, and speed up the pace of production debugging.

(3) Comprehensively carry out professional and technical training and education for employees, improve the professional level of employees, ensure that existing employees can understand equipment, technology, maintenance and operation, and provide a new employee with a A good role model and a qualified master lay the foundation for the subsequent training of new factory employees.

(4) With the cooperation of the process flow debugging team, be responsible for testing and adjusting the processing capacity of the main equipment and the concentration of the separation operation to ensure that the hourly processing capacity of the mineral processing can reach the design capacity and the water consumption in the mineral processing industry reaches the minimum. to alleviate the shortage of production water.

(5) Conduct phase summaries as planned, propose improvements and rectification projects and project achievement goals, appoint the person in charge of each project, grasp the time nodes and deadlines for the completion of each project, and ensure that there are inspections and assessments , effectively improve work efficiency.

(6) In view of the complexity of debugging production process indicators, the mining process debugging team organized personnel to conduct process verification in series 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 achieve production and standards for both projects as soon as possible.

July 9, xxxx