Equipment management for automated production lines
2021-05-04 12:02:03
In the past 10 years, the feed industry has developed rapidly in China. Many multinational corporations and domestic large group companies have built or purchased many large-scale, medium-sized, and large-scale fodder automated production lines in various provinces across the country. The maintenance and management of the feed automation production line has gradually moved from passive maintenance management to modern equipment management. In the past, equipment management personnel were at the core and too much relied on management personnel's knowledge and experience to obtain equipment management models. Oftentimes, due to outdated management personnel and experience, one-sidedness caused equipment management mistakes, while modern equipment management was developed by many experts. Based on the equipment management system, the factory has the equipment management personnel to use the system for livelihood, and can improve and innovate according to the characteristics of the equipment of the factory, so that the equipment management can continuously reach new levels and levels. The following is a brief introduction to the application practice of modern equipment management with our company as an example.
1 Advanced equipment and how to maintain the equipment for a long period of time can keep the manufactured products always in the forefront of the market within the preset period of time, and can produce products that constantly change the market needs, stable performance equipment and advanced equipment. First of all, when we purchase equipment, we need to purchase equipment that is more mature than new technology. We must be able to anticipate that the acquired equipment will be advanced in the next few years and have its own characteristics. Then we must maintain the advanced equipment to rely mainly on equipment management personnel and maintenance personnel and equipment operators. If the equipment management personnel have a strict and practical work attitude. Strongly innovative, courageous, and straightforward. Then they will be able to diligently research and improve old equipment and continue and create new life based on constantly changing product requirements. If equipment maintenance personnel love maintenance work and are happy to solve difficulties and are helpful, they are good at masters rather than slaves, so the stability of equipment will be greatly improved. If the equipment operator is proficient in the principle and performance of the equipment, he is good at the daily maintenance of the equipment and efforts to overcome the weak points of the equipment in the production process, and to exert the advantages of the equipment, he will be able to produce products with good turbulence. This will show that the device has always been advanced in its life cycle.
2 Scientific equipment management is always unbeaten in order to compete fiercely in the market. In terms of device management, the device must be used as effectively as possible. With the latest ideas, the constant pursuit of zero failure rate and lower maintenance costs for the equipment. At the same time, it is necessary to establish a series of equipment management systems and methods. Daede Group Co., Ltd. is jointly established by the equipment management experts of the group companies or equipment management personnel from many factories. It is based on the time, frequency and analysis of equipment inspections; cycle and time of equipment lubrication; cycle and time of equipment cleaning; equipment maintenance and adjustment, and the core of which is preventive maintenance, emergency maintenance. As a subsidiary principle. Figure 1 shows the basic process of equipment management.
2.1 Equipment Cleaning, Cleaning and Inspection Equipment cleaning refers to each employee engaged in production. Before work, the equipment and floor surface of his work can be cleaned. A cleaning record card must be clearly displayed in the sweeping area. The cleaning request, cleaning cycle and sweeper must be specified. Each cleaning must record the cleaning time and sign. The goal is to obtain external information on operating equipment in a timely manner and maintain a good working environment. A good working environment will increase employees' enthusiasm for work and promote the safety of factories. The equipment can be cleaned up within a specified period and the equipment inside can be cleaned up. The cleaning record card is best kept on each equipment. The cleanup record card must clearly indicate the responsible person, cleaning method, cleaning requirements and cycle time. Each clean-up should promptly record the clean-up time and related content and report to the equipment or production supervisor. Different devices have different cleaning cycles. For example, the cooler needs to be cleaned when it is changed to a different type, and the mixer's weekly operator enters the clean-up. The pelletizing machine has a tempering machine to clean it up every ten shifts, and most of the equipment is cleaned every month. The purpose of cleaning the equipment is to ensure that the feed quality is stable and that information is obtained on the inside of the equipment.
Equipment inspections include daily equipment inspections and monthly equipment inspections. Daily equipment inspection refers to inspection from outside the equipment. Every time the inspector has to go near each device, he must look at the device, see it, and touch it to check the status of the device and record it in time. It is done by maintenance personnel or equipment management personnel. Each time it can be used by different maintenance or management personnel to obtain information on different points. The inspection time for each inspection depends on the size of the factory, and is about 0.5 to 2.5 people/day.
The monthly equipment inspection means that the equipment management personnel shall formulate the inspection items for each equipment of the factory according to the characteristics of the equipment of the factory and the regulations of the experts on each equipment. Its main contents include: the specific project and project requirements for each equipment inspection, inspection time and inspection cycle for each project. This work is performed by equipment management personnel to guide maintenance personnel to perform. The monthly equipment inspection time can be controlled at 20 to 70 person/month depending on the size of the factory.
2.2 Daily Maintenance Work Record The daily maintenance work record refers to the maintenance personnel's accurate and timely record of the work content and the accessories used in the maintenance work during each working period. The nature of work is classified. It can be divided into preventive maintenance and emergency repairs that affect production. Every day, the equipment management personnel must summarize the information obtained, enter the equipment management manual for future search and statistical analysis of monthly production and equipment management, and provide information for the maintenance plan on the second day. In addition, weekly equipment production will provide equipment information.
2.3 Lubrication and adjustment Lubrication can be classified into regular lubrication and special lubrication after equipment inspection. Regular lubrication is based on the requirements of equipment instructions, equipment expert advice, and the intensity of the use of the plant equipment and the work experience of managers to make periodic lubrication. It can be used for annual lubrication and quarterly lubrication. After daily and monthly inspections, equipment managers are required to have special lubrication and necessary equipment components to be adjusted based on work experience due to the fact that some equipment is worn out or the equipment is hot. To prevent equipment deterioration. Some high temperature or heavy equipment must be specially lubricated. For example, the granulator can be equipped with a roller bearing. Each shift must be lubricated once. The spindle bearing should be lubricated once a week. Crusher spindle bearings are best lubricated once every 2 weeks.
2.4 Production Equipment Analysis Production and equipment management personnel must analyze and summarize the status of production and equipment every week or month. Summarize the completion of the work plan last week or last month and explain the reason for the uncompleted plan. The specific contents of the specific work directions and maintenance and preservation plans for the next week or next month will be set. Participants must present their own perspectives and allow different perspectives to collide so that managers can ultimately determine the best plan. Regardless of whether or not the opinions of participants are different from the decisions, the solutions that have been decided must be strictly implemented. Of course, each manager must send a weekly or monthly work report to the manager of the department, and also copy to other relevant department managers and managers or leaders of the hierarchy. Its purpose is to promote the correct rate of their work and ensure the smooth flow of information channels.
2.5 Spare parts management and support maintenance Equipment managers should promptly capture daily maintenance records and maintenance morning meetings, daily walk-behind equipment inspections, weekly and monthly production equipment meetings, and spare parts safety inventory to capture the need for zero Accessories for information. Prepare plans in a timely manner to ensure timely and smooth completion of various tasks.
2.5. l Principles of spare parts inventory 1 Frequently used spare parts, wearing parts, and parts purchased for a long period of time, and foreign imported parts must have safety stocks. Purchase plans and applications for accessories that are lower than the safety stock quantity monthly or weekly. As early as possible to avoid the suspension of work for a long time because no parts can't be repaired; 2 It is not commonly used, the price is low, and the accessories can be purchased. Can also make a small amount of inventory; 3 is not commonly used in higher prices, but can be purchased in time to get accessories, can contact a number of dealers, in order to timely delivery when needed.
2.5.2 Spare parts classification and purchase of spare parts are divided into bearing, electrical, electronic, hardware, machinery, computer, machine screen, ring mold, pressure roller, belt, nylon bucket plastic products, sewing Accessories. Mechanical processing plants and equipment production group companies.壹-like accessories can be purchased by category, preferably two suppliers for each category, so that prices can be compared at any time. The suppliers who cooperated for a long period of time were able to pay for the goods first, and the quality of the accessories was relatively stable. But for selected suppliers, we visit them best at regular intervals to check that the prices and quality of their accessories are stable. In the case of fewer purchases of accessories, the qualified company can use group purchases to ensure the quality and price of accessories. For the use of less, the price is not very high accessories, quality first. In the process of negotiating the acquisition of accessories, after negotiating with numerous manufacturers, it is possible for a person who has acquired certain skills to know that the accessories are roughly produced and sold. This is very helpful for bulk purchase of ring molds, pressure rolls, crushing rolls, sieves, and hammers. For the group company, parts procurement status, the best factory each month to exchange information and copy to the appropriate leaders, so that all factories can get the best price, rich information and the most stable quality Products can increase the transparency of the work and promote mutual work.
2.6 The maintenance operation has sufficient information, adequate accessories and a preventive maintenance plan. We have laid a solid foundation for maintenance and preservation actions next week and next month. Preventive maintenance is arranged as far as possible during non-production hours. This will improve maintenance personnel's work efficiency and personal safety. After the maintenance is completed, try to run the repaired equipment as much as possible to ensure that there is no problem in the formal production and does not affect the normal production. In the production time, production and maintenance must be stopped. The maintenance plan must be well-developed. The production and maintenance must be closely coordinated. Before the maintenance, the repair parts and related personnel must be in place, cut off the power switch, and lock and hang the repairing license. In the premise of quality and personnel safety, the maintenance time is shortened as much as possible. After the repairs are completed, it is advisable that all personnel involved in the trial run the equipment. After the normal production of the equipment, maintenance will be completed. In this way, the equipment can be improved and restored before it deteriorates.
2.7 Good Operational Skills Ensure the normal operation of the equipment The operator is a guarantee of good operation of good products and equipment. To produce high-quality products, we must have hard-working and pragmatic operators who love to follow the rules and regulations. Training for operators is not only a matter of months of training when entering the factory but training for life. Production and equipment managers should turn 80% of the orders into training so that they know not only to master the knowledge and technology of production and equipment in practice, but also to master theoretically related production and equipment knowledge, and let them Constantly from practice to theory, and then continue to develop from theory to practice. In order to make the production department staff continue to progress, it is very necessary to carry out cross-post training. Cross-post training can make employees feel that there is pressure to establish, promote employees to generate internal work motivation, stimulate employees to create a sense of innovation, each production employee in this Can master a variety of operating skills in the process. At the same time, management personnel must also create a good working environment for them. Let them continue to pursue high-quality, high-efficiency production; let them dare to challenge quality, output and equipment maintenance every day! The management staff must also formulate policies so that they continue to progress and succeed. In this way, we have equipment that will show true value.
2.8 The maintenance department shall be assessed to promote the efficiency of maintenance work and to ensure that the equipment is in good operation. The maintenance department must be assessed as necessary. The assessment mainly consists of three aspects: 1 The monthly breakdown of production time and the ratio of the entire production time due to a sudden failure of the equipment. Equipment conditions are better and the management is better. It is 4% to 8%. 9% to 15% of small and medium-sized factories. The purpose is to ensure that the equipment can be continuously operated; 2 the ratio of the monthly maintenance service hours to the preventive maintenance and the total maintenance service hours of the maintenance department. Better management should be about 70% of the factory (on the 1st of each month must submit the maintenance plan to the leadership department of the second grade), the purpose is to ensure long-term stable operation of the equipment; 3 in the monthly maintenance work must control the repair parts Cost and maintenance staff efficiency (except for equipment modification costs). As much as 10% of the total cost of production is the normal cost of direct maintenance. These aspects can be linked to the salaries and honours of maintenance personnel to promote work. Every month, it is necessary to report the contents of the assessment and the assessment of other factories of the Group to the Shangyu level. The goal is to allow the maintenance department to continue to advance.
1 Advanced equipment and how to maintain the equipment for a long period of time can keep the manufactured products always in the forefront of the market within the preset period of time, and can produce products that constantly change the market needs, stable performance equipment and advanced equipment. First of all, when we purchase equipment, we need to purchase equipment that is more mature than new technology. We must be able to anticipate that the acquired equipment will be advanced in the next few years and have its own characteristics. Then we must maintain the advanced equipment to rely mainly on equipment management personnel and maintenance personnel and equipment operators. If the equipment management personnel have a strict and practical work attitude. Strongly innovative, courageous, and straightforward. Then they will be able to diligently research and improve old equipment and continue and create new life based on constantly changing product requirements. If equipment maintenance personnel love maintenance work and are happy to solve difficulties and are helpful, they are good at masters rather than slaves, so the stability of equipment will be greatly improved. If the equipment operator is proficient in the principle and performance of the equipment, he is good at the daily maintenance of the equipment and efforts to overcome the weak points of the equipment in the production process, and to exert the advantages of the equipment, he will be able to produce products with good turbulence. This will show that the device has always been advanced in its life cycle.
2 Scientific equipment management is always unbeaten in order to compete fiercely in the market. In terms of device management, the device must be used as effectively as possible. With the latest ideas, the constant pursuit of zero failure rate and lower maintenance costs for the equipment. At the same time, it is necessary to establish a series of equipment management systems and methods. Daede Group Co., Ltd. is jointly established by the equipment management experts of the group companies or equipment management personnel from many factories. It is based on the time, frequency and analysis of equipment inspections; cycle and time of equipment lubrication; cycle and time of equipment cleaning; equipment maintenance and adjustment, and the core of which is preventive maintenance, emergency maintenance. As a subsidiary principle. Figure 1 shows the basic process of equipment management.
2.1 Equipment Cleaning, Cleaning and Inspection Equipment cleaning refers to each employee engaged in production. Before work, the equipment and floor surface of his work can be cleaned. A cleaning record card must be clearly displayed in the sweeping area. The cleaning request, cleaning cycle and sweeper must be specified. Each cleaning must record the cleaning time and sign. The goal is to obtain external information on operating equipment in a timely manner and maintain a good working environment. A good working environment will increase employees' enthusiasm for work and promote the safety of factories. The equipment can be cleaned up within a specified period and the equipment inside can be cleaned up. The cleaning record card is best kept on each equipment. The cleanup record card must clearly indicate the responsible person, cleaning method, cleaning requirements and cycle time. Each clean-up should promptly record the clean-up time and related content and report to the equipment or production supervisor. Different devices have different cleaning cycles. For example, the cooler needs to be cleaned when it is changed to a different type, and the mixer's weekly operator enters the clean-up. The pelletizing machine has a tempering machine to clean it up every ten shifts, and most of the equipment is cleaned every month. The purpose of cleaning the equipment is to ensure that the feed quality is stable and that information is obtained on the inside of the equipment.
Equipment inspections include daily equipment inspections and monthly equipment inspections. Daily equipment inspection refers to inspection from outside the equipment. Every time the inspector has to go near each device, he must look at the device, see it, and touch it to check the status of the device and record it in time. It is done by maintenance personnel or equipment management personnel. Each time it can be used by different maintenance or management personnel to obtain information on different points. The inspection time for each inspection depends on the size of the factory, and is about 0.5 to 2.5 people/day.
The monthly equipment inspection means that the equipment management personnel shall formulate the inspection items for each equipment of the factory according to the characteristics of the equipment of the factory and the regulations of the experts on each equipment. Its main contents include: the specific project and project requirements for each equipment inspection, inspection time and inspection cycle for each project. This work is performed by equipment management personnel to guide maintenance personnel to perform. The monthly equipment inspection time can be controlled at 20 to 70 person/month depending on the size of the factory.
2.2 Daily Maintenance Work Record The daily maintenance work record refers to the maintenance personnel's accurate and timely record of the work content and the accessories used in the maintenance work during each working period. The nature of work is classified. It can be divided into preventive maintenance and emergency repairs that affect production. Every day, the equipment management personnel must summarize the information obtained, enter the equipment management manual for future search and statistical analysis of monthly production and equipment management, and provide information for the maintenance plan on the second day. In addition, weekly equipment production will provide equipment information.
2.3 Lubrication and adjustment Lubrication can be classified into regular lubrication and special lubrication after equipment inspection. Regular lubrication is based on the requirements of equipment instructions, equipment expert advice, and the intensity of the use of the plant equipment and the work experience of managers to make periodic lubrication. It can be used for annual lubrication and quarterly lubrication. After daily and monthly inspections, equipment managers are required to have special lubrication and necessary equipment components to be adjusted based on work experience due to the fact that some equipment is worn out or the equipment is hot. To prevent equipment deterioration. Some high temperature or heavy equipment must be specially lubricated. For example, the granulator can be equipped with a roller bearing. Each shift must be lubricated once. The spindle bearing should be lubricated once a week. Crusher spindle bearings are best lubricated once every 2 weeks.
2.4 Production Equipment Analysis Production and equipment management personnel must analyze and summarize the status of production and equipment every week or month. Summarize the completion of the work plan last week or last month and explain the reason for the uncompleted plan. The specific contents of the specific work directions and maintenance and preservation plans for the next week or next month will be set. Participants must present their own perspectives and allow different perspectives to collide so that managers can ultimately determine the best plan. Regardless of whether or not the opinions of participants are different from the decisions, the solutions that have been decided must be strictly implemented. Of course, each manager must send a weekly or monthly work report to the manager of the department, and also copy to other relevant department managers and managers or leaders of the hierarchy. Its purpose is to promote the correct rate of their work and ensure the smooth flow of information channels.
2.5 Spare parts management and support maintenance Equipment managers should promptly capture daily maintenance records and maintenance morning meetings, daily walk-behind equipment inspections, weekly and monthly production equipment meetings, and spare parts safety inventory to capture the need for zero Accessories for information. Prepare plans in a timely manner to ensure timely and smooth completion of various tasks.
2.5. l Principles of spare parts inventory 1 Frequently used spare parts, wearing parts, and parts purchased for a long period of time, and foreign imported parts must have safety stocks. Purchase plans and applications for accessories that are lower than the safety stock quantity monthly or weekly. As early as possible to avoid the suspension of work for a long time because no parts can't be repaired; 2 It is not commonly used, the price is low, and the accessories can be purchased. Can also make a small amount of inventory; 3 is not commonly used in higher prices, but can be purchased in time to get accessories, can contact a number of dealers, in order to timely delivery when needed.
2.5.2 Spare parts classification and purchase of spare parts are divided into bearing, electrical, electronic, hardware, machinery, computer, machine screen, ring mold, pressure roller, belt, nylon bucket plastic products, sewing Accessories. Mechanical processing plants and equipment production group companies.壹-like accessories can be purchased by category, preferably two suppliers for each category, so that prices can be compared at any time. The suppliers who cooperated for a long period of time were able to pay for the goods first, and the quality of the accessories was relatively stable. But for selected suppliers, we visit them best at regular intervals to check that the prices and quality of their accessories are stable. In the case of fewer purchases of accessories, the qualified company can use group purchases to ensure the quality and price of accessories. For the use of less, the price is not very high accessories, quality first. In the process of negotiating the acquisition of accessories, after negotiating with numerous manufacturers, it is possible for a person who has acquired certain skills to know that the accessories are roughly produced and sold. This is very helpful for bulk purchase of ring molds, pressure rolls, crushing rolls, sieves, and hammers. For the group company, parts procurement status, the best factory each month to exchange information and copy to the appropriate leaders, so that all factories can get the best price, rich information and the most stable quality Products can increase the transparency of the work and promote mutual work.
2.6 The maintenance operation has sufficient information, adequate accessories and a preventive maintenance plan. We have laid a solid foundation for maintenance and preservation actions next week and next month. Preventive maintenance is arranged as far as possible during non-production hours. This will improve maintenance personnel's work efficiency and personal safety. After the maintenance is completed, try to run the repaired equipment as much as possible to ensure that there is no problem in the formal production and does not affect the normal production. In the production time, production and maintenance must be stopped. The maintenance plan must be well-developed. The production and maintenance must be closely coordinated. Before the maintenance, the repair parts and related personnel must be in place, cut off the power switch, and lock and hang the repairing license. In the premise of quality and personnel safety, the maintenance time is shortened as much as possible. After the repairs are completed, it is advisable that all personnel involved in the trial run the equipment. After the normal production of the equipment, maintenance will be completed. In this way, the equipment can be improved and restored before it deteriorates.
2.7 Good Operational Skills Ensure the normal operation of the equipment The operator is a guarantee of good operation of good products and equipment. To produce high-quality products, we must have hard-working and pragmatic operators who love to follow the rules and regulations. Training for operators is not only a matter of months of training when entering the factory but training for life. Production and equipment managers should turn 80% of the orders into training so that they know not only to master the knowledge and technology of production and equipment in practice, but also to master theoretically related production and equipment knowledge, and let them Constantly from practice to theory, and then continue to develop from theory to practice. In order to make the production department staff continue to progress, it is very necessary to carry out cross-post training. Cross-post training can make employees feel that there is pressure to establish, promote employees to generate internal work motivation, stimulate employees to create a sense of innovation, each production employee in this Can master a variety of operating skills in the process. At the same time, management personnel must also create a good working environment for them. Let them continue to pursue high-quality, high-efficiency production; let them dare to challenge quality, output and equipment maintenance every day! The management staff must also formulate policies so that they continue to progress and succeed. In this way, we have equipment that will show true value.
2.8 The maintenance department shall be assessed to promote the efficiency of maintenance work and to ensure that the equipment is in good operation. The maintenance department must be assessed as necessary. The assessment mainly consists of three aspects: 1 The monthly breakdown of production time and the ratio of the entire production time due to a sudden failure of the equipment. Equipment conditions are better and the management is better. It is 4% to 8%. 9% to 15% of small and medium-sized factories. The purpose is to ensure that the equipment can be continuously operated; 2 the ratio of the monthly maintenance service hours to the preventive maintenance and the total maintenance service hours of the maintenance department. Better management should be about 70% of the factory (on the 1st of each month must submit the maintenance plan to the leadership department of the second grade), the purpose is to ensure long-term stable operation of the equipment; 3 in the monthly maintenance work must control the repair parts Cost and maintenance staff efficiency (except for equipment modification costs). As much as 10% of the total cost of production is the normal cost of direct maintenance. These aspects can be linked to the salaries and honours of maintenance personnel to promote work. Every month, it is necessary to report the contents of the assessment and the assessment of other factories of the Group to the Shangyu level. The goal is to allow the maintenance department to continue to advance.
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