What safety production measures can be implemented in steel mills?

These six safety measures are for your reference: First, resolutely implement the decisions made by the Group Company and Wugang Company, actively respond to market changes, constantly improve the management system, plug management loopholes, vigorously promote refined management, and reduce costs and increase efficiency from the source.

Every year, steel mills take tapping the potential of raw and auxiliary materials and energy such as steel, alloy, smelting electricity, lime and electrodes as the highlight of production and operation. At the beginning of this year, affected by adverse factors such as snowstorm, the unit price of raw materials for production soared rapidly, which directly led to the increase of steelmaking cost. In times of crisis, steel mills have strategies, look inward, tap the potential, refine the decomposition and implementation of cost tapping indicators, implement the leadership responsibility system for major cost indicators, strictly implement the daily accounting, weekly analysis and monthly statistics system for production costs, and implement the reward and punishment mechanism for individual indicators, which greatly mobilized the enthusiasm of cadres and workers to tap the potential and increase efficiency. The steelmaking workshop has strengthened the assessment of slag regeneration; The ingot workshop strives to improve the qualified rate of ingot flaw detection, and makes great efforts to control the flow and speed of pouring so that the ingot is not under-poured; The continuous casting workshop controls the casting speed and the temperature of secondary cooling water, and strives to improve the surface quality of billet; Prepare the workshop to increase the recycling and sorting of steel products in the factory to create conditions for them to enter the furnace; Run the workshop, improve the maintenance accuracy of crown block and the technical level of crown block operators, and ensure safe and smooth production. After two months of struggle in February and March, the factory reversed the cost overrun since 1 month in March. At the same time, through the investigation of the economic and technical indicators of electric furnaces with a capacity of over 50 tons in China, combined with the equipment and production conditions of the factory, and taking Tianjin Steel Pipe Co., Ltd. and other four iron and steel enterprises with good indicators as benchmarks, the factory formulated measures to tap the potential by benchmarking in mid-September. And put the technical and economic indicators of benchmarking and tapping potential in each workshop into signs for publicity, so that employees can clearly see the existing gaps, catch up with the goals, and make clear the focus of work, thus generating pressure, stimulating motivation and making clear the goals.

Second, the production organization fully embodies the scientific nature, and strives to stabilize the market and improve product profits.

According to the technological characteristics and product quality standards of the new and old production lines, the steelmaking plant boldly innovated the production organization mode, and transferred the die-casting contract of less than 25 tons from the old line to the new line, which greatly improved the yield of products. At the same time, organize production according to the contract and adopt the production organization mode of "avoiding peaks and taking valleys" to reduce energy consumption. Under the condition of meeting the production demand, the efficiency of refining furnace group is improved, and the purpose of reducing refining power consumption is achieved by closing one refining furnace. The alloy is put into use according to the performance requirements of steel grade, and the process control is based on the lower limit, and the low price replaces the high price in material selection; For the cost control of steel materials, on the one hand, the factory strengthens the communication with the raw material department to inform the quality demand of steel materials in time, on the other hand, it strengthens the skill training of material pickers to ensure a reasonable proportion of steel materials to be put into the furnace, so as to avoid the phenomenon of "under-pouring" or "interference" in the molten steel pouring process, which leads to the increase of costs. In addition, the factory has also strengthened the weight reduction of hot metal ladle, intensified the sorting, cutting and charging of self-provided materials, and strived to reduce the cost of steel.

Third, ask for benefits from equipment, constantly transform equipment, improve supporting facilities, and reduce costs and increase efficiency.

Since March this year, the steelmaking plant began to transform the dust removal equipment of No.2 electric furnace, adding reactive power compensation device to the booster fan for dust removal of No.2 electric furnace, and completed the transformation in August, which improved the dust removal effect and reduced energy consumption. Moreover, the No.4 electric furnace in the new line is equipped with a waste heat boiler device in the supporting design, which fully recovers the waste gas heat generated by electric furnace production and achieves the purpose of energy saving and emission reduction.

Fourth, increase the construction of value-added and supporting projects to improve the comprehensive competitiveness of Wugang products.

Under the severe situation of steel market, the steelmaking plant has steadily improved the production process of high value-added products, accelerated the adjustment and transformation of electroslag furnace equipment, and improved the operating technical level of electroslag ingot production operators. The monthly output of electroslag ingots has stabilized at about 500 tons. With the advantage of "better quality", the produced electroslag ingots meet the requirements of customers for "extra width and extra thickness", expand the profit margin of products and improve the quality of products.

Fifth, turning waste into treasure, on the basis of stable production of magnetic slag, the magnetic roller of magnetic slag was further reformed, and the extraction amount of magnetic slag was increased. During the period of 1- 10, the sales income of magnetic slag was 15 172400 yuan, which created considerable economic benefits for Wugang company.

Sixth, pay close attention to on-site management, ensure orderly on-site logistics, improve production efficiency, and require employees to establish the concept that "accidents are the biggest waste". Drawing lessons from advanced enterprise management experience, the factory took the opportunity of Wugang Company's "learning from TISCO" activity, and made great efforts to check leaks and fill gaps according to the "5S" standard, demolished illegal buildings in the factory, carefully investigated potential safety hazards, cleaned up the items on the site, managed the dirty, chaotic and poor site, and cleaned up the sanitary corner on the site.