Equipment Remodeling Feasibility Analysis Report
Equipment Remodeling Feasibility Analysis Report, we are in the process of job searching inevitably hit the wall, to complete the work of the job before the possibility of other progress, know these rules can help you to improve the relationship between the workplace, interviews, but also pay attention to some of the details, Equipment Remodeling Feasibility Analysis Report, the workplace of those things.
I. Purpose In order to accumulate more data, experience, in order to facilitate the implementation of better plans for our future projects; so that we in the future development of the project, the effective control of the development (renovation) process and to improve our development of the efficiency, so as to create a more effective company. More company benefits Second, the project planning Project: XX transformation General Manager: XX) Design Engineer: XX Executive: XX Responsible for the unit: XX Assisted by the unit: XX Project Scale: XX Project Execution Plan: 1, rack production 2, painting 3, parts assembly 4, old parts, disassembly and processing 5, equipment removal. Disassembly and processing 5, equipment moving and positioning 6, drive installation (rubber and electric installation at the same time) 7, equipment debugging Start time: XXXX XXXX XXXX XXXX XXXX XXXX XXXX XXXX XXXX XXXX XXXX XXXX 3, the project team 3.1, the project team goal 3.1, the project team goal The project team is responsible for the reconstruction of the rear of the machine. What is the effect to be achieved after the transformation 3.2, the project team organizational structure General Manager: XX Design Engineer: XX Executive Manager: XX XXX XX Electrical: XX Gumming: XX Main Engineer: XX, Deputy Engineer: XX 3.3, the project team to achieve the goal Start time: XXXX Completion time: XXXX, XXXX, XXXX, XXXX Total working hours: XX Number of participants: XXX people 3.4, the project team goal contribution display 3.4.1, the team goal of the individual mechanic contribution display Name Contribution time Overtime Overtime time Overtime times XX 43 days, 34.5 hours 16 times XX 43 days, 8 hours 6 times XX 29 days, 8 hours 6 times XX 29 days, 8 hours 6 times XX 29 days, 8 hours 6 times XX 29 days. days 8 hours 6 times XX 29 days 25 hours 12 times 3.4.2 Team Target Mainframe Mechanic Individual Contribution Display Last Name Contribution Time Overtime Time Overtime Count XXX 22 days 34.5 hours 16 times XXX 4 days 5.5 hours 4 times 3.4.3 Team Target Co-Mechanic Individual Contribution Display Last Name Contribution Time Overtime Time Overtime Count XXX 11 days 0 0 XXX 6 days 7.5 hours 5 times Fourth, the performance evaluation 4.1, the project team performance evaluation Whether to meet the expected requirements after the transformation, and the current status 。。。。。。 4.2, individual comprehensive performance evaluation 4.2.1, individual work attitude, teamwork ability, evaluation XXX XXX 1, in the work of the coordination of arrangements to obey, work conscientiously and responsibly, and can be required to complete each task on time. (Mainly reflected in the Sunday time) 2, in the completion of their own work tasks at the same time, but also to assist the work of glue, electricity. (Mainly in the X month X day --- X month X day rubber and electric wiring, punching) 3, in order to guarantee the delivery date and catch up with the project progress, every overtime they are enthusiastic to participate in, sometimes working overtime to 12 o'clock at night, and sometimes to 2 o'clock at night, and again without a word of complaint. (Mainly reflected in the X month X day --- X day equipment debugging overtime) 4, actively cooperate with the team to complete each project work, but also reflects their company, team, project has a strong sense of responsibility. 4.2.2, personal operating skills evaluation XX XXX, 1 operation process can independently quality and quantity to complete each task (old parts of the conversion processing, pipeline planning and installation,). 2 In the process of remodeling, we can find some defects in the design, and can quickly improve the processing. (Main motor installation) V. Project work evaluation 5.1, design and drawing time is short, out of the drawing to keep up with the progress of the transformation, there is no time to standardize the strict drawing review 5.1.1, in the wallboard production diagrams on the omission of labeling the size of the text display small can not see. May 6 when drawing the line found weeks after sealing the suction box panel map, triple folding knife panel map, omitted to mark the size, re-type the map about 30 minutes. June 6 when installing the rear drive, all rear drive installation diagram size, wheel position, can not see, re-type the diagram about 30 minutes. 5.1.2, wall plate drawing error, hole diameter is smaller than the actual size of the parts June 1, when installing the glue knife, hole diameter 70mm smaller than the actual size of the glue knife bearing seat 95mm, triple folding knife hole 50mm smaller than the actual size of the triple folding knife support 75mm, temporary arrangements for two people (XX, XX) with two days to arrange holes. 5.1.3, wallboard drawing omission June 2, the installation of the middle seal suction box found that the flat belt support plate screw holes, holes, (edges, corners, small cotton cutter, the main drive chain, the middle seal suction box duct, the main suction duct, rubber and electric cables) omitted to draw. Temporarily arrange 3 people (XX, XX, XXX) with 2 days to row holes, re-drawing line playing screw holes. 5.1.4, mapping errors June 1, the installation of end seal, end cut, weekly seal, an embossed, found that the mold support plate holes can not be, temporary arrangements for two people (XX, XX) with a day to punch and cut installation. 5.1.5, no design and drawing June 2, when installing the main motor without drawings, temporary arrangements for two people (XX, XX) with three days for mapping production and installation. 5.1.6, transmission speed ratio miscalculation. On June 17th, when adjusting the machine, we found that the speed ratio of one embossing was miscalculated, and changed the speed ratio (50/36 to 50/35) On June 17th, when adjusting the machine, we found that the speed ratio of the large core length was miscalculated, and processed the synchronous wheel and changed the speed ratio (51/40 to 55/40) for 3 hours. June 18th -19th machine found that the three folding knife, glue knife, arrangement of KK disk speed ratio calculation error, processing media shaft, change the differential speed ratio of four (48/24), the flat belt speed ratio (54/32 to 54/40) with 10 hours 5.1.7, drive reversal. June 12 empty machine debugging found that the cotton cutter, turn over the flat belt drive shaft, triple folding knife, the seal package drive reversal, change the drive 5 people (Xi Qiankun, Gao Hongxiang, Huang Wei, Liu Ruijun, Luo Sheng) 6 hours 5.2, machining quality, progress control is not rigorous 5.2.1, the quality of the external machining does not meet the requirements of the drawings May 12 --- 13 assembly found that the triple folding clamp to send the axis hole does not match back to the machining point rework, tape suction disk inside and outside the direction is not right to scrap and redo, synchronous belt tightening seat axis hole does not match the difference of 0.1mm, the exhaust support plate is not punched back to the machining point rework, tape suction box size is not right back to the machining point rework. 5.2.2, processing progress can not keep up with, part of the work has been postponed. Due to the processing parts (same as above) rework, June 4, 5 days before and after the drive corresponding to the installation of workstations have been postponed to June 10 to complete. 5.2.3 Missing parts On June 8, when installing the suction box bearing bushings after the cut, one was missed, 12 sets of flat belt brackets, 12 bevel gears were replaced by worn out old parts, and the installation work was postponed to June 11 successively. 5.2.4, the old parts processing project confusion, lack of pieces, no form of planning June 1 --- 8 old parts processing found that less 33 teeth synchronous wheel 1 piece, less flip after the flat belt pulley 2 pieces of 22, 39 teeth synchronous wheel 1 piece, less than the middle seal wrapped in 30 teeth synchronous wheel two pieces of belt less triple folding 48 teeth synchronous wheel 1 piece, one or two embossed drive sprocket 2 pieces of shaft 1 piece. 5.3, spare parts preparation without planning 5.3.1, flat belt forget to requisition. June 5, when installing the flat belt, there is no flat belt, re-cut the belt, with other sizes fitted, successively postponed 1 day. 5.3.2 There is no plan for requisitioning. May 6 ------ June 25 statistics: 5.4, outsourcing processing work is slow and untimely 5.4.1, processing project style is not clearly positioned design, processing units do not know what to do. May 8, outside the processing unit to the company site mapping, only to start discussing how to process. 5.4.2, processing costs are not budgeted, the offer is too high, there is no second set of programs to fill, delaying the work progress. May 8 outside the processing cooperation unit to come to the person mapping, because the processing style inconsistency leads to high prices, and finally did not process, only their own mapping and drawing processing. Painting work, because the back door of the machine processing is not timely, should be completed on May 12 painting work, successively postponed to June 25 to complete. 5.5, the lack of technical resources 5.5.1, clamping, assembly expertise is lacking, drawing lines, punching, cutting holes, sanding, assembly methods are not rigorous error, resulting in the installation process does not meet the requirements of the drawings, the quality and progress is not guaranteed. June 3 ----6 June 11 before the rear drive installation, small package machine section rear drive 5 long meshing shaft base, differential 4 base plate screw holes, deviation are more than 3mm, base screw holes can not be changed only welding welded. Flat belt drive shaft over the hole cut can not meet the drawing requirements, over the hole is small, screw holes can not be, can only be repaired with a rotary file. 5.5.2., will not read the map, the requirements of the workstation, role, performance is not familiar with, do not know how to flexibly install and adjust. June 6 installation of the rear drive right-angle gear box, differential synchronous wheel position installed wrong (XX, XX, XX) 5.5.3., will not hit the electric drill, grinding drills, gong silk, resulting in the interruption of drills, taps. June 1, ----6 June 11, the installation process, the rise of the tightening seat drilling, drill feed pressure, balance is not well mastered, an average of every day, interrupting the 10 drill bit two taps. (XX, XX, XXX,) 5.5.4, transmission assembly error, differential installation error, pipe installation error. June 5 after the installation of adhesive tape a set of flat belt rear drive, synchronous wheel mounting error (36/54 mounting error into 30/54). (XX, XXX) 5.5.5, installation method is not correct, resulting in parts knocked out deformation. May 12 assembly synchronous belt tensioning wheel when the shaft head knocked deformation, resulting in June 8 installation of five pieces can not be installed, re-repair. 5.6, personnel and project cooperation is not tight 5.6.1, the number of assistants can not assist as planned. Requirements June 1-4 manufacturing section sent six people to assist, the results of the personnel can not be in place in time, and then the production site temporarily deployed personnel to assist. 5.6.2 The assistance was not permanent, and the frequent change of personnel resulted in low motivation. June 3 - June 8 because the assisting staff is temporarily assigned, the work enthusiasm is not high, low efficiency, personnel management.... 5.6.3, management coordination is not in place, most of the personnel on overtime resentment. June 3 - June 11 each overtime most of the personnel on overtime resentment, 17:30 after the work progress is sometimes not controlled, work responsibility, lack of motivation. (XX, XX, XX, XX, XX) 5.6.4, personnel emotional problems Poor communication, some personnel do not want to participate in the transformation, transformation feel too tired, the work process there is to avoid responsibility, make excuses, play cell phones, slacking off. 5.7, tool preparation, management 5.7.1, shortage of common tools Insufficient preparation of tools, coordination of field work is not in place, resulting in the use of tools tight, such as angle grinder 1 (borrowed 1), two hand drills, casing 1, spools of 2, the most up to 16 people have 4 people at the same time (installing piping, installing the wire groove, the front drive perforation, the rear drive) punching, glue machine installing air hose, installing shield). 5.7.2, the shortage of common tools such as hexagonal wrenches only 2 sets, 2 hammers, 2 files, up to 14 people at the same time with 6 people. 5.7.3, tool control negligence led to the loss of May 6 - June 25, the transformation process, the loss of tools are: a strong pliers, hole with a spring pliers 1, M12 hexagonal wrench 3, M3.M4.M5.M6 hexagonal wrenches each 1, 300mm plate M3.M4.M5.M6 hexagonal wrench 1 each, 300mm steel plate ruler metric and imperial 1, copper rod 200mm 1, 5.7.4, the use of incorrect tools lead to damage June 4 in the playing panel screw holes, the magnetic drill power off the wrong way to break the rocker arm. 5.8, safety awareness is weak 5.8.1, fire safety awareness is poor, the fire operation process is always a fluke. The fire does not call the security personnel to watch, do not bring fire extinguishers, acetylene pressure adjustment is not correct, welding welding without insulated gloves. 5.8.2, because of their own skills defects, the method of incorrect, sometimes scratched, bruised, broken drill, tap phenomenon. With the angle grinder direction intentionally anti-use, without goggles, hit the table drill with gloves operation. 5.8.3, the bad damage to the cutter gun often backfire leakage, failed to timely replace the repeated maintenance of the existence of hidden safety hazards. Cutting gun leakage, acetylene meter connector leakage, no timely repair, illegal operation. Six, commissioning The transformation front lasts a long time, the project process to understand. Remodeling project late work is easy to enter the blind spot, the defects in the process of remodeling project proposal program response should be timely and fast. VII, personal summary 7.1, personal organization and coordination skills In the work process, the lack of top-down communication skills, the leadership of the decision-making instructions did not do in the first time. The team's work to ease the work of the team, did not do timely effectiveness. Stubbornness and inflexibility. 7.2, personal technical ability Lack of experience in project management, low level of clamping expertise, mechanical knowledge is shallow. Eight, experience In the work we have to be strict, standardized requirements. Various project risk measurement and analysis, and design or choose to reduce the avoidance of loss of processing programs, with the lowest possible cost and the highest possible quality, to achieve maximum safety and security of the results, organized and planned management to complete each project activity. And by analyzing the factors of project success or failure, we can accumulate valuable experience for future project management work. Dear factory leaders: Our company in the implementation of your unit consumption of one card project, the original design for the Shenzhen Phiq production of one card consumption software and consumption machine, the initial design concept is based on the spirit of the new area of your company already has three Phiq products compatible with the choice of the process of implementation of the project. We have done detailed communication with the person in charge of the use of the unit, that the current products do not have the current and the expansion of the card system needs, special application for the replacement of the brand. I hope your leadership support! Reasons for the application are as follows: 1. The use of the unit: the cashier and the department in the handover of accounts, the need to consume the consumption of personnel consumption of small tickets, which is not the case with the Phi Keh product. 2. Pico manufacturers of IC card encryption authorization authority is not open to customers, so that the formation of your company in the future every increase in the IC card must be through the consent of the Pico, the loss of the principle of fair trade. Not conducive to the extension of the card system (eg: water, electricity, parking and other card compatibility) 3. The replacement product is not lower than the technical agreement of all technical standards. Replacement proposal: the original Shenzhen Pico company's products changed to Shenzhen Jing Xing Da Technology Co. The replacement product meets the technical requirements communicated by the use of units (the site out of consumption tickets, *** handover reconciliation, to meet the end of the day, the end of the month statement query) 3. Encryption of the IC card rights directly to your company to facilitate the expansion of the future needs. Once again, we hope and thank you for your company's leadership to approve our application, in the future ` work, we will continue to work hard, constantly innovate, and strive to do a better one card project and future expansion! However, due to the differences in equipment in different laboratories, so in some areas still encountered some problems, especially parallel computer laboratories, in order to better study and research in the future, I hope to get the support of the school × × × apply to improve the replacement of low-voltage power distribution equipment in the laboratory. The reasons for the application are as follows: 1. Parallel Computer Laboratory room (C216) has 4 parallel computer cabinets, each with 20 node servers, as well as 5 microcomputers and 2 air conditioners, with a stable working rated power of up to 45,000w and a rated current of 205A, taking into account the impact of the momentary impact current at power-on. To boot the impact of the instantaneous impact current (impact current is 10 to 20 times the stabilized current), the maximum impact current up to 4000A, in the case of trying not to boot at the same time, the maximum impact current of a cabinet is also 1,000A, and the current laboratory low-voltage power distribution equipment rated current is only 100A, far lower than the laboratory's power requirements, and at the same time, the parallel computer terminal room (C214) and the Micro-organisms and micro-force laboratory (C210) also has a similar problem of rated current is too small. If the power distribution equipment is not replaced in a timely manner, the parallel computers will not work, affecting the students' learning and scientific research work, or the power distribution equipment will be burned out due to overloading, or even fire will occur. 2. Room C203 does not have any access to circuit equipment (e.g., low-voltage lighting boxes) other than fluorescent lighting, which prevents the office from using any electrical equipment. Replacement Recommendations: 1. Replace the low-voltage lighting boxes in the Parallel Computer Laboratory Room (C216), Parallel Computer Terminal Room (C214), and Microstructure and Micromanipulence Laboratory (C210) with low voltage lighting boxes that have a maximum operating current of 1,000~1,200A, with 1,200A in Room C214 Again, we hope and thank the school xxx can approve our application.