In the face of complex and changing external environment, in order to make the enterprise better development, Xinda adhere to the "lean management", hard to practice internal skills, in product quality, energy saving and consumption reduction, safety and environmental protection, workshop environment and other aspects of standardization, refinement, environmental governance has done a lot of work, make the environment clean and spacious, Ensure employees in a safe and good environment to carry out efficient production work.

The energy and power plant insists on promoting lean management to the depth and continuously improving the level of on-site management. In order to further improve the production site environment, improve the work quality of employees, create a clean, neat and comfortable production and work environment for the majority of employees, comprehensively improve the workshop health environment and work quality, fine responsibility, and implement effective management, Li Yunbao, Zheng Haidong and Bo Xinlei three lean supervisors take "continuous improvement" as the core and "full participation" as the soul. Doing lean work to the extreme.

Take the initiative to improve and create a good environment

The lean management of the energy and power plant is radiated downward by the factory director, who regularly leads a team to organize various functional departments to go to the front line of the workshop to check the lean management promotion work. Through listening to reports, on-site inspection and other ways, he has a detailed understanding of the production operation status and difficulties encountered in the implementation of lean management work, timely communication and coordination to solve the problems found in the inspection. To ensure the steady progress of lean production.

Under such high standards and strict requirements, Li Yunbao divided the health responsibility areas and clarified the regional responsibility persons according to the situation on site; Set up 6S supervisors for each area, from the daily cleaning, equipment use optimization management, personnel use optimization arrangement, effectively play a helping role; Clearly define the site area and establish 6S management responsibility system, maintain the site visualization, and repair the damaged signs in time; Establish on-site visual manual to improve visual level; Improve the daily inspection standards, field equipment, spare parts, daily work tools, etc. are stricter than the 6S standard requirements. At present, the health area of each team has been dedicated, dedicated and dedicated, leaving no dead corners and management blank areas, reasonable placement of items, adding identification, on-site item placement rate reached 100%, and on-site management results were stable.

Equipment management, build a strong line of operation and maintenance

Zheng Haidong, the equipment lean supervisor, runs the lean management idea through every link, and organizes the whole staff to repair the old and waste, self-repair and self-control, minor reform and other activities to strictly control consumption and reduce costs; Revise and improve equipment maintenance technical standards and spot inspection standards, organize "tripartite" joint spot inspection, continuously promote the use of TPM and EAM management tools, and gradually improve the standardized operation level of posts.

The energy and power plant improves the efficiency of equipment through full equipment management to achieve efficient production, and shifts the focus of equipment maintenance from passive maintenance to preventive maintenance, such as regular inspection, replacement of worn parts and lubrication equipment to reduce equipment failures; Fine-tune the daily maintenance content of equipment according to seasonal changes, implement double maintenance of equipment in special weather and holidays, and effectively improve the quality of equipment control; The skill and knowledge level of equipment operation and maintenance personnel directly affects the operating status and efficiency of equipment, and the energy and power plant trains grass-roots employees in the form of three questions a day to enable employees to master 6S management knowledge. Organize centralized training on lean management knowledge for section heads in each region every month, test the mastery of lean management knowledge through examinations, and master lean management for all staff from top to bottom.

A single thread does not make a thread, and a single tree does not make a forest. All cadres and employees should form the consciousness of lean management from the ideology, become active participants and promoters of this change, have the spirit of being the best, change their ideas, improve their understanding, fully integrate the lean management concept and method into the whole process of production and operation of the enterprise, implement it to every employee, every process, every position, improve work efficiency, and use the lowest consumption of resources. Do the most core thing, lay a solid foundation for the company's high-quality development!