某咨询公司-operationalimprovementprogram(ppt50)-经营管理(编辑修改稿)

某咨询公司-operationalimprovementprogram(ppt50)-经营管理(编辑修改稿)内容摘要：

ELMAKING Hours, 1998 LINE 3 Tapping hole clogging Charging delay Electrode break Roof shooter clogging Other* LF/VD stoppage CCM bottleneck Ladle gas bubbling clogging Tundish nozzle clogging Other* Total operations related stops EAF CCM * Equipment malfunction related Source: McKinsey analysis • Use new gate opening system • Periodic check of tapping hole size • Increase the speed of casting train • Optimize metal casting temperature Debottlenecking of CCM and improving EAF tapping system can largely eliminate operational related stoppage in steelmaking. BS/020313/SHMISC(2020) 17 Plant opening time* Available operating time Production time BENCHMARKING OVERALL EQUIPMENT EFFICIENCY – HEAVYSECTION MILL Percent, 1998 * Calendar time holidays market driven stops Source: McKinsey analysis Company A World class Maintenance External waiting LINE 3 Production driven stops • Changeovers • Mill adjustment Savings potential Fixed cost savings and variable cost savings at 9% reductions of production related downtime (50% of the gap) Item Improvement ideas • Operational error • Roll change • Roll break • Operator training program on beam handling for the intermediate stand • Review roll change procedures and optimize the time required • Establish roll quality monitoring systems Excessive operationrelated downtime in HSM has caused a production time much lower than worldclass practice (20%). Significant cost savings can be captured by reducing the downtime. BS/020313/SHMISC(2020) 18 COST SAVINGS POTENTIAL THROUGH QUALITY IMPROVEMENT Yield loss 1998 Reduced rework Reduced amount of scrapped product Target yield loss Improvement ideas • Equipment reliability • Operation training for more accurate adjustment • Better operating procedures • Reduce rework rate through better process control system Item • Cobble caused scrap • Head amp。 tail crop • Rework LINE 3 QUALITY Significant cost savings can be captured by reducing the product scrap rate to the internal benchmark level in HSM. Source: McKinsey analysis BS/020313/SHMISC(2020) 19 CONTENTS 182。 Key messages and summary of improvement potential 182。 Diagnosis results • Line 3 production team diagnosis • Maintenance team diagnosis • PSM team diagnosis 182。 Next steps • Proposed approach for next phases of the project – TOP waves and breakthrough – Institutionalization: KPI system, anization, procedures, etc. • Incentive system for idea generation and implementation • Actions required BS/020313/SHMISC(2020) 20 TOP APPROACH FOR MAINTENANCE WITH FOCUS ON LINE 3 Costs Quality Time/service • Higher reliability of the equipment (less downtime/repairs) • Maintenance strategies tailored to the individual equipment (balance planned/unplanned) • Breakdown/repair rootcause analysis Equipment strategy/technical improvements • Balance between centralized and decentralized functions • Interface with production Organizational structure • Planning and scheduling • System support (MLS) • Inventory management Organizational procedures • Reduced direct maintenance cost • Increased uptime/higher productivity of the equipment • Better product quality • Less yield loss/ scrap produced/rework Levers Objectives Source: McKinsey analysis BS/020313/SHMISC(2020) 21 SUMMARY OF MAINTENANCE CONTRIBUTION TO CLOSING THE GAP IN LINE 3 Won Billions LINE 3 Source: Interview。 McKinsey analysis Achieve direct maintenance cost savings. Line 3 total maintenance cost Direct maintenance cost reduction Higher availability of the equipment (less unplanned and planed downtime) Less maintenancedriven yield loss and rework Total (sketch target) Quality Time/service Costs BS/020313/SHMISC(2020) 22 BREAKDOWN OF TOTAL MAINTENANCE COST * Excluding heavy industry area Source: Interview。 McKinsey analysis Parts Total Utilities* Plant 1 (line 4) Plant 1 (lines 1,2,3) Line 1 Line 2 Line 3 Outsourcing Contracted labor Company labor Line 3 has the highest total maintenance cost COST Line 3 is the best opportunity to take an initiative to achieve the potential saving in terms of its higher total maintenance cost… 100% BS/020313/SHMISC(2020) 23 Steel making Rolling Line 1 Line 2 Line 3 Line 4 MAINTENANCE COST* BY PRODUCTION LINES … and also its high maintenance cost per ton. * Including allocated utilities maintenance cost Source: Interview。 McKinsey analysis Cost/ton BS/020313/SHMISC(2020) 24 BREAKDOWN OF LINE 3 MAINTENANCE HOURS* BY NATURE Thousand Manhours, 1998 Several issues can be raised based on the breakdown of maintenance manhours . * Including subcontracted and outsourced labor hours ** Mostly pure checkup (., heat, oscillation, noise, voltage, etc.). But sometimes followed by simple onsite repairs *** Rest, standby, etc. Source: Interview。 McKinsey analysis LINE 3 Total Unplanned maintenance Planned maintenance Checkup** Reserved parts repair Store room arrangement Training Designing Others*** Stop of operation No stop of operation • Cost optimization of strategies? • Can operators do part of checkups? • Is frequency of checks optimized? • Cost reduction through outsourcing of noncore, cost ineffective, activities • TCO/life cycle cost analysis done? Issues 7BS/020313/SHMISC(2020) 25 ANNUAL MAINTENANCE COST REDUCTION THROUGH ONE TIME INVESTMENT WITH SHORT PAYBACK TIME 1998 total maintenance cost related to stand cramping cylinder and frame rail in RTM Edger。