All action plan "breakthrough" strategy

Comprehensive benchmarking and error finding to improve management performance

Since the collaborative support work, steel mills have grasped the idea, grasped the foundation, grasped the management, and not relied on each other to form the greatest joint force and tap the inherent potential.

"Benchmarking domestic advanced enterprises, the site management is more standardized, and the configuration of auxiliary materials moisture detection equipment has more reference for us." At the field management promotion meeting in the operation area, Sun strive to share typical practices. In the standard improvement work, the operation area learns from the excellent practices of domestic enterprises, self-checks the on-site differences, divides 40 regional "responsibility fields", investigates and corrects 23 on-site problems. Aiming at the difference of lime addition amount of RH undeoxidized steel, the slag topping optimization and the cancellation of calcium treatment process not only ensured the stability of molten steel quality, but also passed the first grade flaw detection, and realized the power consumption of the process was reduced by 2.12kwh/t.

With base benchmarking as the goal, collaborative projects as the starting point, innovation and breakthrough as the support, the development of management technology backbone inspection and benchmarking plan, benchmarking learning on "AI+ scenario", lean production, cost control, on-site 5S management and other topics, the weak into advantages, a total of 8 times to carry out collaborative benchmarking, and continue to promote LF furnace process optimization and other 7 annual collaborative projects. Completed 8 projects, 2 department cooperation projects, to achieve the steel plant management level into the fast track.

Comprehensively tighten management to improve business performance

The steelmaking plant conscientiously implemented the requirements of the company's 1050 project action plan, established a production organization model centered on quality and order delivery according to the "best production mode and best process path", issued the "Just-in-time Control Plan for Steelmaking Production Organization", and continued to carry out research on improving the converter rhythm and ladle turnover rate. Give play to the new advantages of "3 furnaces to 2 high" and "3 furnaces to 4 machines" furnace machine matching, stabilize the loading amount, keep an eye on the billet amount, and strengthen the production process control ability on the premise that the converter does not spray, not silt, but oxidation.

How to control the process?
How to grasp the quality?
How to break the bottleneck?

Pre-shift and post-shift meetings and technical conferences, technical personnel and post workers focus on discussing and communicating with each other, breaking process boundaries, implementing research projects by item and step by step, steelmaking and refining processes grasp temperature and composition control, continuous casting processes grasp production process control, steel rolling linkage warming, creating conditions for continuous casting machines to achieve efficient and stable production. The reduction of steel waste and the revision rate of full caliber steel are controlled at about 0.95% and 2.97%.

All staff tackle key problems and improve the potential of cost reduction

In order to achieve the ultimate cost reduction, all staff of the steel mill grasp the key work of "cost reduction and efficiency improvement, standard improvement and collaborative creation", cultivate the concept of "accounting operation and value creation", build a key indicator control system, and implement daily monitoring, weekly scheduling and monthly evaluation of key indicators around the cost reduction target issued by the company. Through the implementation of self-recycling of iron-containing solid waste, the steel material was reduced by 3.55kg/t compared with the same period, and the key of "reducing the power consumption of steelmaking process" and "improving the recovery amount of converter gas" was carried out. The energy consumption of converter process was reduced by 6.6% compared with last year, and the gas recovery was increased by 4.5%, and the cost reduction effect was significant.

At the same time, steel mills to create model worker innovation studio, innovation studio alliance as an opportunity to strengthen the linkage innovation, transform the value of technological innovation achievements. Focusing on the reduction of power consumption in steelmaking process, Wang Wei and Zhang Xuelong Model (Craftsman) innovation studio carried out the design and research of LF self-regulating dust removal fan to realize the automatic adjustment of dust removal valve and fan speed in different smelting stages, which can save 0.459kwh/t of electricity while ensuring product quality and dust removal effect.

In promoting the incubation of excellent post innovation projects, mass innovation and efficiency, youth "dual competition" and "offering a plan" and other activities, steel mills encourage young workers to carry out research in the field of technological innovation, and collect a total of 8398 independent improvement projects, of which Wang Mingzhe and Li Jiliang implemented the "low-carbon negative energy steelmaking technology based on AI image intelligent recognition" innovation project. Won the 20th Shandong Province Youth Vocational Skills Competition "Technological Innovation Award".