"Meticulous management"
"Acceleration of development
Hebei Xinda Steel Group Co., LTD
General Steel Rolling Plant
On the track of green and high-quality development, the Steel Rolling Plant of Hebei Xinda Steel Group Co., Ltd. has always taken lean management as the core approach. From cultural creation to on-site governance, from training and empowerment to plan implementation, it has integrated the lean concept into every aspect of production and operation with solid actions and meticulous measures.
Green culture lays the foundation
Integrate "lean beauty" into every corner of the factory area
Building a green cultural factory is the "opening act" of lean management in the Steel Rolling General Plant. In the construction of standardized workshops and the "One Factory, One scene" initiative, the cleaning of green channels has become a regular task. Staff members, armed with tools, meticulously clean the accumulated dust in the channels, ensuring that the green passage Spaces remain clean and bright at all times. The maintenance of the factory area's greenery and the repair of roads are carried out simultaneously. Regular cleaning and flushing operations are conducted in areas such as the curb of the roads, red brick pavements, model facilities, and dust suppression nets, with a frequency of no less than five times a month. Today's steel Rolling plant not only boasts the vigorous production vitality with the roar of machines, but also features an ecological appearance surrounded by green trees and clean roads, transforming the concept of "green production" into a tangible reality.
Five key efforts were made on the spot
Solve management pain points with "refinement"
"Zero omissions in six-source investigation, no deviations in fixed-position management, and clear and understandable visual management" - this is a true portrayal of the on-site lean five-grasp regular management of the Steel Rolling General Plant. During the six-source investigation and governance work, the staff strictly screened and cleaned up six major types of problems including difficult sources, pollution sources, and dangerous sources in accordance with the standards, achieving a 100% investigation and governance rate. For issues such as insufficient lighting of the induced draft fan reducer, lack of beautification of the water tank base, and lighting of the mushroom-shaped equipment, rectification plans were formulated promptly. After the governance was completed, The equipment has a neater appearance and operates more safely.
The management of functional station rooms is also full of highlights. The qualification rate of all 46 functional stations and rooms in the factory has been maintained at 100% on a regular basis. Entering any station room, items are neatly and orderly arranged, with clear and standardized labels. Whether it is the equipment ledger of the hydraulic station or the fixed placement of items in the changing room, they all exude the "lean standard".
The implementation of the points system has further ignited the enthusiasm of all staff to participate in lean improvement. Up to now, the Steel Rolling Plant has completed a total of 1,022 self-improvement projects, 3 special improvement projects, 2 highlight creation projects, and maintained 78 projects on a regular basis. From the removal of handwritten characters on distribution boxes, the replacement of gas alarm instrument circuits, to the "cleaning" of spare parts and equipment, and the removal of unwanted items from vending machines, every improvement was initiated proactively by front-line employees. Every detail reflects the lean goal of "cost reduction and efficiency improvement, as well as environmental optimization".
Self-examination and self-correction closed loop
Adhere to the bottom line of management with "immediate action and immediate rectification"
It's not scary to identify problems. The key is to rectify them quickly and form a closed loop. In the on-site lean self-inspection and self-correction work, the Steel Rolling Plant has established a management model of "problem ledger + rectification photos + measure records", and implemented "list-based management and check-off system advancement" for the problems identified. With the efficiency of "immediate rectification", it has built a "firewall" for on-site management.
Training empowers efficiency
Let "lean thinking" take root in the hearts of all employees
The implementation of lean management cannot be achieved without the improvement of the capabilities of all staff. The Steel Rolling Plant has taken "daily three-question promotion +6S/TPM knowledge learning + single-point course training" as the key points to bring the lean concept into the workshops and reach the front line. Before and after each daily shift, knowledge points such as "The Three Cycles of Continuous Improvement" and "The Basics of Lean Safety Management" are deeply promoted through the form of "three daily questions". For front-line employees, regular 6S and TPM knowledge training is organized. Nowadays, in the Steel Rolling Plant, the atmosphere of all staff learning and applying lean is becoming increasingly strong.
Conclusion
From the green culture as the foundation to the on-site governance showing the real results, from the all-staff training strengthening the foundation to the lean practice bearing fruit, the Steel Rolling Plant has answered with actions. Lean management is no longer just a slogan on paper, but an integrated commitment in daily life. In the future, the Steel Rolling Plant of Hebei Xinda Steel Group Co., Ltd. will always adhere to the concept of lean management, focusing on the goals of "cost reduction, efficiency improvement, quality enhancement and safety". It will not only consolidate the existing governance achievements, making standardization a habit and refinement the norm, but also explore new paths for lean management. It will empower on-site management with technological innovation and stimulate the vitality of all staff through mechanism optimization. Let lean management become the "core engine" driving green and high-quality development, and inject stronger impetus into the development of the group!
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