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我厂在“七·五”期间从国外引进了12台套铸造设备,我们解持对引进设备进行全过程管理。在设备前期管理中要做好经济技术论证和选型,加强技术档案资料管理,有计划地培训设备操作工和维修工,严把安装调试关。设备投产后,我们推行了区域维修责任制;建立日常点检和定期点检制度,运用了状态监测和“Q·C”方法管理设备故障等维修新技术。在消化吸收的基础上,开展了备件国产化工作。建立进口备件基础档案、做好备件的图纸测绘;按原件仿制:用国产件取代进口件:利用国产引进产品,国产化与修旧利废并举;这是做好进口备件国产化的基本做法。几年来我们在引进设备管理和备件国产化方面做了一些工作并取得了成效。
During the “Seventh Five-Year Plan” period, our factory imported 12 sets of foundry equipment from abroad, and we solved the whole process management of imported equipment. Pre-equipment management should do a good job in economic and technological feasibility studies and selection, to strengthen the management of technical files, a systematic training of equipment operators and maintenance workers, strict installation and commissioning. After the equipment was put into operation, we implemented the regional maintenance accountability system, established daily inspection and periodic inspection system, applied the condition monitoring and “Q · C” method to manage the maintenance of new technologies such as equipment failure. On the basis of digestion and absorption, carried out localization of spare parts. The basic archives of imported spare parts should be set up and the drawings of the spare parts should be measured and mapped. The original copy should be imitated: the imported ones should be replaced by domestic ones: the imported ones should be made domestically and the old and the old ones should be used at the same time. Over the past few years we have done some work in the introduction of equipment management and spare parts localization and achieved results.