论文部分内容阅读
涤纶五厂主生产设备系从国外引进,具有90年代初国际先进水平,年可生产2万吨差别化涤纶长丝.投产初期,设备故障频繁,设备管理处于被动状态.1995年底,我们提出了“以现场管理为中心,以规范化定期作业为手段,努力改善设备状况”的目标.经过一段时间的运行,设备故障明显减少,紧急抢修基本杜绝,现场管理逐渐由被动变为主动,给企业带来了一定的经济效益.一、开展规范化定期作业,加强设备现场管理规范化定期作业是将设备的操作、维护保养、检修等作业的要求、实施周期、责任人、检查人等内容以规程的形式明确下来,严格按规程实施,使管理实现科学化、制度化和规范化.
The main production equipment of Polyester No. 5 Plant was imported from abroad and it has the international advanced level in the early 90s. It can produce 20,000 tons of differential polyester filament annually. At the initial stage of production, equipment failures are frequent and equipment management is in a passive state. At the end of 1995, we proposed The goal of “focusing on on-site management and using regularized regular operations as a means to improve the condition of equipment”. After a period of operation, equipment failures have been significantly reduced, emergency repairs have basically been eliminated, and on-site management has gradually changed from passive to active. To a certain degree of economic benefits. First, to carry out standardized regular operations, strengthen the equipment site management standardization of the regular operation is the equipment operation, maintenance, maintenance and other operations requirements, implementation cycle, responsible persons, inspectors and other content in the form of procedures Clear down, strictly in accordance with the rules of implementation, so that the management of scientific, institutionalized and standardized.