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Experience of lean production management in China petroleum equipment manufacturing field conference
The group company convened the equipment manufacturing lean production management promotion meeting, started the equipment manufacturing lean production management work. In the past year, facing the challenges brought by the unfavorable factors such as low oil price, shrinking demand and increasingly fierce competition, equipment manufacturing enterprises that have carried out the pilot project of lean production management have rectified the scene, optimized the process, eliminated waste and reduced costs. The management of lean production has not been carried out independently and orderly, and the concept of lean production has gradually developed. Import, clear ideas and do a good job in pilot projects, on-the-spot management and continuous improvement, and continuous improvement of production process. This paper summarizes the experimental work of lean production management in equipment manufacturing enterprises in the past year. Every unit actively explores and continuously improves, achieves good results and accumulates useful experience.
From September 27 to 28 this year, the Group held an on-site meeting on lean production management of equipment manufacturing in Tianjin Binhai New Area. It summarized the progress of lean production management in the past year, exchanged and popularized the experience of lean production management of pilot enterprises, and arranged and deployed the overall promotion of lean production management of equipment manufacturing. In order to promote the development of equipment manufacturing lean production management in the group company, this paper specially compiles the experience materials of six units to give other units enlightenment. Bohai equipment company Pilot to take the lead Identify pilot units In recent years, due to the sustained low international oil prices, the overall domestic economic situation and other macroeconomic factors, the price of petroleum equipment continues to fall, raw material market fluctuations are frequent, product profit margins are sharply compressed, Bohai Equipment Company has encountered unprecedented difficulties and challenges. In addition, the objective factors, such as unbalanced and discontinuous production tasks, tight production cycle, urgent delivery, less production orders and more batches, highlight the obsolete production organization, insensitive response, low production efficiency, production cost control, etc. of the Bohai Equipment Company, which lead to the failure to deliver orders. The phenomenon of "earning money" and "not making money" has occurred frequently, which has seriously affected the steady development of enterprises. Taking Bohai equipment screw drilling tools and sucker rods for example, the average marginal contribution rate in 2016 decreased by 11% and 16% respectively compared with 2015, and the profit margin was sharply compressed. In order to get rid of the predicament, the Bohai Sea equipment and advanced enterprises carried out a one-month on-the-spot joint diagnosis on the two production sites of the screw drilling tool manufacturer and the sucker rod manufacturer. . The diagnosis shows that there is a gap of "one low, one high, two deficiencies" between the two production units of equipment in Bohai Sea and the advanced enterprises, that is, low production efficiency, high inventory, insufficient equipment and process support capacity and insufficient construction level on site. The gap is the room for improvement. Improving and improving these gaps can bring benefits. At the same time, through the analysis of Bohai equipment, we can optimize and upgrade the existing resources without investing in the production capacity. If the production efficiency of screw drill and sucker rod is increased by 10%, then the unit fixed cost of the two products will have a 9% reduction space; if the inventory of the two products is reduced by 5%, the capital for revitalization will be sufficient. To support two products, we have completed 10 million yuan and 4 million 500 thousand yuan per year. At the same time, the improvement of product quality and on-site performance level will further enhance the competitiveness of Bohai equipment market, and enhance employee happiness. To this end, according to the requirements of the Lean Production Management Promotion Meeting of the Bohai Equipment Group, starting from the beginning of this year, in view of the actual situation of scattered factory sites, wide range of products and miscellaneous specifications, the "three-step" strategy of small-scale pilot, expanded pilot and comprehensive promotion was determined, and the implementation of lean production management of equipment in the Bohai Sea was formulated. Plan. At the same time, the Bohai Sea equipment with screw drilling tools and sucker rods as the pilot, formulated the corresponding work objectives: screw drilling tool production cycle shortened by 10%, total inventory decreased by 5%, benefit increased by 3% to 5%, complete the standardization of production site construction; sucker rod production cycle shortened by 10%, semi-finished product inventory decreased by 5%, benefit increased by 3% to 5%. Complete the standardization of production site. Six wheel drive pilot project Around the program and objectives, the Bohai Sea equipment focused on six areas of key work to promote "four improvements, two implementation". The first is to establish pull-type production mechanism, strengthen the management of production cycle, establish equipment maintenance management and abnormal rapid response mechanism, order, construction period as a pull to promote production operation improvement. The two is to focus on equipment and facilities, tools and tooling, and improve the production site. The three is to promote the improvement of manufacturing process with technology and process as a breakthrough. Fourthly, production, management, quality, HSE as the content, promote visual improvement, management Kanban and production Kanban visual, HSE visual, quality visual. Five, based on system management, we should promote the effective implementation of the pilot work of lean production. Sixthly, the long-term mechanism is the guarantee to promote the continuous and in-depth implementation of lean production, forming an incentive mechanism to promote endogenous motivation, a guarantee mechanism to promote the realization of goals, a backbone team training mechanism to promote the sustained progress of the project, and a cultural mechanism of persistence and continuous improvement. After six-wheel drive, Bohai equipment has achieved initial results: production efficiency has been improved, the weekly output of screw drilling tools has been increased from 30 sets to 50 sets, delivery cycle has been shortened from 40 days to 30 days, sucker rod production cycle has been shortened by 18%; inventory has declined, total stock of screw drilling tools has declined by 9% year on year, and sucker rods have been pumped. |
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