Faced with the development problems of equipment aging, process redundancy and high energy consumption, Yichun North Firing Workshop has transformed "cost reduction, cost control, quality improvement and efficiency enhancement" into concrete actions with the perseverance of "shaving cocoons". Through the three practical paths of "micro-transformation of equipment, fine optimization of process and micro-innovation of the whole staff", we can solve the production problems, release the maximum value of every kilowatt hour and every gram of coal, and prove that "small improvement" can leverage "big benefit". Micro-transformation of
equipment: from "passive maintenance" to "active efficiency", the broken
kiln tail bag dust collection and ash removal system used to be a "stubborn disease" in production. The operation resistance of off-line ash removal mode was high, the pulse valve and cylinder worked frequently, the equipment failure rate was high, and the cylinder leakage could also cause the cylinder not to lift, resulting in the increase of system pressure difference and resistance. As a result, it was forced to reduce production and stop kiln accidents. Through the micro-transformation of "power-off solenoid valve + direct gas storage tank", the technical team of the firing workshop reduced the system resistance to 213 Pa and reduced the material loss by 75000 yuan annually. The chain breakage protection transformation of
circular stacker reclaimer is another "bright spot". Enterprise circular stacker-reclaimer is YDQ1200/750/110 stacker-reclaimer produced by Dalian Shida. The scraper chain is easy to break in production, which leads to equipment accidents. The equipment itself is originally equipped with tail wheel broken chain protection, but the protection effect is not good, and the scraper is piled up in a large area sometimes. By adding a 15m pull rope switch on the head wheel of the scraper in the firing workshop, the handling time of the chain breakage accident was reduced from the first few hours to the immediate shutdown, which avoided the loss of kiln production reduction caused by the shutdown of raw material grinding, and achieved good results.
Process refinement and optimization: from "experience-driven" to "data-driven", the fluctuation of
feeding in the pulverized coal bin at the kiln end has made the clinker quality like riding a "roller coaster", sometimes high and sometimes low. The firing workshop takes advantage of the opportunity of peak staggering and kiln shutdown to carry out throttling orifice plate diameter reduction test. They gradually adjusted the aperture from 146 mm to 120 mm, recorded 20 sets of pressure current data, and finally determined the optimal parameters. After the transformation, the conveying pressure is stabilized at 18.4KPa, the conveying pressure is increased, the pressure does not fluctuate, the clinker calcination is stabilized, the clinker quality is improved, and the annual loss of materials is reduced by 210,000 yuan. In the process of transformation, the workshop has established a standardized process of "test-recording-comparison-optimization", so that each adjustment can be traced and counted, and the quality can be accurately predicted. Micro-innovation of the
whole staff: the change
from "a few people do it" to "everyone shoulders the heavy burden". In the firing workshop, it has become normal for employees to put forward rationalization proposals and "golden ideas", and front-line workers have become "innovative protagonists". The electrician team proposed the scheme of "centralized control of solenoid valve", which saved 12,000 degrees of electricity annually; the patrol workers invented the "belt deviation alarm", which effectively reduced the downtime; the central control staff optimized the "calcination temperature curve", which steadily reduced the coal consumption. Behind these "grassroots innovations" is the closed-loop mechanism of "proposal-review-implementation-reward" established by the workshop, which makes every post the source of innovation. Over the past two years, the workshop has implemented more than 40 micro-innovation projects, creating direct economic benefits of more than 3 million yuan, vividly explaining that reducing costs and increasing efficiency is not a "one-man show" of the leadership, but a "chorus" of full participation.
From equipment transformation to process optimization, and then to all-staff innovation, the firing workshop has proved that there is no shortcut to high-quality development, only in the front line of the workshop, beside the equipment, in the process of "nail spirit" to solve a difficult problem. When every employee becomes a "cost steward" and every process pursues "ultimate efficiency", these "micro-innovations" from the grass-roots level will surely converge into a great force to promote the steady and far-reaching development of enterprises and become an inexhaustible driving force for the high-quality development of enterprises!
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