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我厂现有各类生产设备311台,平均役龄达10年,设备新度系数仅为0.51,1991年设备故障修理停台率达3.5％。近几年来,因设备的原因,生产能力一直难以实现突破性的提高,设备对我厂经济发展的“瓶颈”效应愈来愈明显。要解决这一“瓶颈”问题,只有两种途径,一是投资改造,添置新设备;二是强化设备管理,特别是维修管理,使设备处于良好工作状态,最大限度地减少故障修理停台时间。在目前资金短缺,无力进行大量投资改造的困难条件下,我们积极地选择了后一条途径,从管理入手,向管理要生产力,要高效益。我们运用ABC理论,强化设备修理停台控制,自1992年以来的管理实践证明,这种方法效果明显,且简单、易操作。
Our factory has 311 sets of various types of production equipment, the average age of 10 years, the new coefficient of equipment is only 0.51, in 1991 the failure rate of equipment repairs to reach 3.5%. In recent years, due to the equipment, the production capacity has been difficult to achieve a breakthrough improvement, and the “bottleneck” effect of equipment on the economic development of our plant has become increasingly apparent. To solve this “bottleneck” problem, there are only two ways. First, invest in transformation and purchase new equipment. Second, intensify equipment management, especially maintenance management, so that the equipment is in a good working condition and minimize the time to stop repairs. . Under the difficult conditions of current shortage of funds and inability to carry out large-scale investment transformation, we have actively chosen the latter route. Starting from management, we must be more productive in terms of management and productivity. We use the ABC theory to strengthen the stoppage control of equipment repairs. Management practices since 1992 have proved that this method is effective, simple, and easy to operate.