2022年冶炼工厂车间个人工作总结及计划 2

1、冶炼工厂车间个人工作总结及计划（Summary and plan of individual work in smelting plant）In the first half of the year, when I was the director of the maintenance workshop, I was mainly responsible for the overall management of the workshop. I focus on maintenance quality and maintenance results, to improve the operat

2、ing cycle of equipment. Based on the equipment and equipment charter PIRR model implementation; and strengthen the maintenance section and professional inspection coordination, on-site inspection and other means of production as ways to master the running state of the equipment, the inherent problem

3、s about the equipment operation, so as to guide I can timely solve the equipment operation difficult, an antidote against the disease, the performance of recovery equipment, effectively improve the utilization rate of equipment, realize the operation rate is greater than 99.02%, the fault rate is le

4、ss than 0.68% grades. In the process of equipment management, I begin with personnel management, raise the sense of responsibility, improve the management level of personnel to contract equipment, and mobilize the equipment personnel to work on the equipment maintenance work. And the implementation

5、of equipment three levels of inspection and maintenance management system, so that the key equipment, key maintenance, key equipment, key checks. For the basic management of equipment, I always included in the management, the key point of the improvement, by improving and perfecting the basic softwa

6、re of equipment, personnel and equipment to guide and guide system can according to the standard, according to the system, according to the process, strengthen equipment maintenance, improve equipment operation level. According to the upgrading of the companys production capacity, equipment operatio

7、n for the first time to meet the three furnaces, three machines, full load production model, to achieve the equipment support capacity exceeded 280 thousand tons per month, Nissan nearly 10 thousand tons. The rapid pace of production is a challenge to equipment management, however, through day-to-da

8、y inspection maintenance and routine maintenance, it effectively improves the operation of equipment. Because the equipment system of flat management, the second half of the project I undertake making responsible person, in charge of the steelmaking plant construction projects, during the completion

9、 of the infrastructure construction of 5# continuous casting machine, time node column, complete plant equipment into the factory work. According to the requirements of internal equipment technological transformation, completed the installation project, dust removal equipment successfully completed

10、the new LF furnace operation, according to the group of RH refining furnace project requirements, combined with the contract firms successfully completed the RH furnace ground measurement, piling work. At present the 5# and RH furnace project is according to the schedule, schedule and quantity, comp

11、lete contact. In 2012, according to the groups organizational structure flattening management requirements, I served as class C long positions, concentrating on the third class work area of the overall work, in order to ensure that the third class work area achieved good result and make the work of

12、steady improvement, I mainly from the following aspects: one is to fully focus on the production plan, carry out comprehensive work the implementation of production plan. According to the production plan, reasonable arrangement, inspection, tracking, rewards and punishments. Focus on the seriousness

13、 of the production plan and the delivery rate of the production plan. For the factors restricting the implementation of the plan to carry out full investigation, if necessary, organize research, adhere to all work around the production plan to carry out. At the same time to strengthen the organizati

14、on of production management level, enhance the organization and management of production capacity, production in the next year increased to 4 million tons, is not a small challenge, stable operation of steelmaking, shorten the smelting cycle, improve the steel production process, reasonable producti

15、on organization cohesion, a more prominent role, third class will be targeted and effective to enhance the ability of production organization from the source of site management and emergency treatment, Make three furnace three machine production, within 8 hours to more than 4000 tons level, to ensur

16、e the delivery of production plans. Two is to adhere to the indicators to enhance the premise, in the accident control, cost reduction, quality, safety measures to ensure the stability of the indicators. Main indicators: environmental safety accidents to zero, staff turnover rate below 1.25%, steel

17、billet 100% pass rate, pass rate of 99.85%, 1085 kg of steel material /t, lime 45 kg /t, electricity 66 degrees /t, 56m3/t oxygen, carbon steel one time reaches 85%, stop 80% pass rate, pass rate of hanging bag integrated steel production reached 90%, 2.8 kg /min. Third class work area will strength

18、en and increase the safety responsibility and safety system of publicity and implementation, strengthen regional responsibility management, strengthen the on-site inspection and assessment, improve the operation standard, and vigorously promote the construction team to ensure safe and stable work, a

19、chieve the goal of zero accidents next year. To tap the internal efficiency as a means to actively seek and find the new growth point in improving the foundation to enhance the operation level, control operation accident and man-made damage, to ensure smooth production, and timely according to the s

20、cientific cost reduction measures to achieve the goal. To further increase the understanding of the process discipline, improve the degree of cohesion, supervision and improve the level of equipment, to ensure that product quality and improve the quality of products to achieve greater progress. Thre

21、e is to focus on the operation area personnel, performance management. Through the performance of this lever, to create a positive momentum of work, to create a good working atmosphere. To further improve the performance of the work area of reward and punishment standards, implementation work zone f

22、ault punishment, with a reward, breaking the mess phenomenon, let more workers see the harvest, see the benefits, so that workers see pay proportional to income, through the performance management of fairness, justice and openness to mobilize the staffs enthusiasm and efficiency, so as to control staff turnover rate. Four is to grasp the management role of play and guidance, improve the management level of team leader. Manage and guide site management from the management point of view. According to the flat management, personnel management is more