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自2005年中铝总部提出推行标准量化管理,建立标准量化管理体系以来,我公司于2006年2月下旬开始,为协调步骤、有计划推进标准量化工作,从组织机构、人力资源等方面进行了筹备,按照“全面调研、试点先行、突出亮点、整体推进”的原则,通过标准体系评价、工作重点确定、现场整治、流程描述、流程梳理、流程量化、流程指标体系建立、流程指标量化、关键指标、关键控制点的确立、控制方法的应用及检查考核等步骤,积极开展标准量化管理工作。电解生产线标准量化管理体系在现场整治消除显性浪费以及流程分析与优化消除隐性浪费两方面取得了很好的改善。
Since 2005, Chinalco proposed the implementation of standard quantitative management, the establishment of a standard quantitative management system, our company in late February 2006 began to coordinate steps, there are plans to promote the standardization of quantitative work, from the organization, human resources, etc. carried out According to the principle of “comprehensive investigation and research, piloting first, highlighting highlights and promoting overall”, through standard system evaluation, work focus determination, site rectification, process description, flow charting, process quantification, process indicator system establishment, process indicator quantification , Key indicators, the establishment of key control points, the application of control methods and examination and assessment procedures, and actively carry out standard quantitative management. Electrolytic production line standard quantification management system in the field to eliminate explicit waste management and process optimization and eliminate hidden waste have made good improvements in both areas.