Since the implementation of "lean concept", Hebei Xinda Iron and Steel Group Co., Ltd. has always followed the company's lean pace, taking lean as the foundation, innovation and change as the starting point, and actively guiding all employees to deeply understand the connotation of lean at the same time, continue to internalize lean thoughts in the heart and externalize in the line, and constantly inspire all employees to focus on practical problems in the work, think frequently and use their brains. Be good at "lean concept" as the vanguard weapon of change and innovation, with lean thinking to drive innovative thinking, lean concept to promote the company's high efficiency, high quality and rapid development.

Lean for the environment

Clean and tidy production environment, orderly placement of items, groups of bright data... Follow the footsteps of 6S supervisors walking in the steel mill area, can really feel the "harvest" scene brought by lean management at all times. Since the promotion of 6S lean management in steel mills, remarkable results have been achieved in the improvement of plant environment, workshop management, and employee ideology, which effectively promotes the high-quality development of the company. In order to promote the improvement of the environment, the steel mill classifies and arranges the workshop items, tools and materials. Clear division of health areas, clear identification of goods, easy to take; Increase the cleaning efforts of the workshop, so that there is no dead corner of health, and maintain the normalization, effectively improve the cleaning efficiency, and form a virtuous cycle; The items in the work site are arranged in a neat and uniform way, and the highlights such as functional station room, continuous casting platform, electric dust removal area and each operation room provide a clean, comfortable and good working environment for employees.

In order to implement the concept of lean management, factory-level leaders inspect the workshop site to ensure that there are daily inspections, weekly evaluations, and monthly summaries, and continue to improve the enthusiasm of site managers and front-line employees, so that the scene is not only tense and busy figure, but also left the effectiveness of environmental remediation work.

Lean for equipment efficiency

Equipment management is an important part of the production management of steel mills. In order to promote equipment management to lean, Liu Jinhui and Song Jinwei, TPM supervisors of steel mills, deepened the concept of "all personnel equipment management" into each process and set up a breakdown control list of key equipment in the production line. Form an efficient equipment system operation pattern of "perfect system, accurate point inspection", "people to equipment, responsibility to people", "consolidating responsibility, effective point inspection"; In order to ensure that the equipment is in good operating condition and improve production efficiency, a number of improvements have been made, such as starting control of the converter flue pump, transformation of the burner of the oven, and protection of the oil top pipe of the middle truck.

The inspection station is the backbone to ensure the stable operation of the equipment. In order to standardize the operation of the inspection station, the steel mill has targeted the professional training of equipment single-point training, lubrication training, fault analysis, and equipment hidden danger analysis, and requires personnel in all regions to inspect the equipment according to the inspection standards and specifications. Through many measures, TPM management of steelmaking equipment has reached a new level.

Lean empowers the team

The team is the "cell" of the organization at the basic level of the enterprise. In order to further consolidate the foundation of lean team construction, improve the management level of the enterprise team, improve the skill level and comprehensive quality of the first-line team leader and develop new quality productivity, the steel mill conducts standardized operation instructions training for key positions, and the training coverage rate reaches 100%. Organize the internal teams to study the standard from time to time, and require the team to hold regular improvement meetings to ensure the continuous improvement and progress of lean team construction. Through the construction of lean team, each process cooperate with each other and promote cooperatively, which has brought significant improvement to the production efficiency.

No steps, no even miles; Without small streams, there is no river. Nowadays, lean management has become a key tool for Xinda to break the bottleneck and promote development. We must continue to solve on-site problems as the orientation, improve work efficiency as the direction, gather collective wisdom, constantly strive for excellence, take independent improvement as the "main engine" of lean development, and promote the formation of a stronger and more dynamic innovation atmosphere. Adhere to the "lean change efficiency" as a good opportunity to practice internal skills, focus on value creation, make positive contributions to the lean development of the company, and add inexhaustible impetus for the green and high-quality development of the enterprise!