In the context of a planned economic system and the impact of resource shortages, the heavy machinery industry has developed a unique "step-by-step" serial management approach, along with production and technology preparation methods tailored to local products. This traditional model has significantly hindered enterprises' ability to respond quickly to market demands and implement parallel project execution. To address these challenges, group technology and concurrent engineering principles have been introduced as effective solutions.
Group technology focuses on classifying parts based on similarity criteria, enabling more efficient organization of technical preparation and production. Concurrent engineering emphasizes the integration and overlap of multiple tasks, enhancing overall efficiency. When combined, they form the concept of group concurrent engineering, which bridges the gap between design and manufacturing, playing a crucial role in the entire product lifecycle and guiding production processes.
For large-scale complete equipment systems, which involve numerous product types and short manufacturing cycles, group-parallel approaches are essential to meet deadlines. Design information flows into the process department first, where it is processed, and specifications, labor quotas, and logistics directions are determined. For complex systems with tens of thousands of components, a group-parallel engineering principle is applied, establishing a process project responsibility system. Project managers, organized by similar product classifications, participate in design, process development, manufacturing, and even on-site installation services, marking a new direction for single-piece production in the heavy machinery sector.
Currently, the technical preparations of state-owned heavy machinery enterprises—covering concept design, component design, process design, and assembly design—as well as technical services like manufacturing and on-site installation, are largely carried out in a serial manner. After an order is issued, tasks are assigned sequentially from design to production, then to shipping and installation. Within the process department, this serial approach leads to narrow work scopes, scattered responsibilities, and limited depth in problem-solving. Additionally, process departments and workshops often perform similar functions, leading to inefficiencies such as unverified documentation, lack of systematic key technologies, and difficulty in forming independent industrial property rights.
To address these issues, a process project responsibility system has been established. Heavy machinery products are grouped into categories, and process managers are assigned to each group, participating in design, process planning, and on-site support. These managers typically possess high technical expertise, broad knowledge, strong business acumen, and organizational skills. The team should follow principles of authority, clear goals, coordination, and defined responsibilities to ensure successful implementation.
Implementing group and concurrent engineering reduces the drawbacks of serial operations, streamlines service flow, and eliminates overlapping roles and unclear responsibilities. It also improves the understanding of product structure and function among process technicians, ensuring the quality of process documents and promoting economic rationality in design. Key process plans can be prepared in advance, avoiding confusion caused by long service cycles and facilitating the accumulation of process technology and proprietary knowledge.
An example of this system's application can be seen in Western Heavy Industries Group. During the design phase, the process project leader participates in design reviews, considering factors like manufacturing, assembly, cost, and quality. In the process technology stage, group technology is used to classify parts, and existing process documents are reviewed or modified as needed. Important components are discussed with craftsmen, and the project leader oversees the review of critical process specifications.
During production, the process project leader manages all technical issues, collects important data, and feeds back modifications to the design department. In installation and commissioning, the special installation team collaborates with the process project leader to prepare for on-site activities. Finally, after the project concludes, the leader compiles the entire process, updates standard procedures, and builds corporate intellectual property.
This approach has been successfully implemented on projects like WISCO 2250 and TISCO 1549 hot strip rolling mills, demonstrating its effectiveness in improving efficiency, reducing delays, and enhancing overall performance in the heavy machinery industry.
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