Maintenance and upkeep of starch equipment

In the maintenance and management of starch equipment, we adhere to the focus on improving equipment operation rate, strengthening equipment maintenance as the main line, and aiming to comprehensively improve management level. Following the management concept of "learning, adjusting, summarizing, and improving", we carry out comprehensive maintenance and standard activities. Improved the operation and output rate of the equipment, increased the company's output value, and provided safety guarantees for normal production.

There are many large-scale starch equipment in the second phase, and maintenance must start from basic management. Firstly, equipment maintenance indicators must be quantified, and then work standards must be established. In maintenance management, maintenance is just a concept. How to quantify it is reflected by the "five rates" of equipment management, namely: equipment "intact rate, leakage rate, failure rate, maintenance compliance rate, and operation rate". Focusing on equipment operation rate, establish assessment indicators and distribute them in the form of production plans to each workshop, process, and team on a monthly basis. After quantifying the indicators, establish equipment maintenance work standards, work responsibility system, and accident accountability system around strengthening equipment maintenance, and establish a "three-level" equipment maintenance system at the team level, workshop level, and company level. Making equipment maintenance and upkeep a key focus in equipment management, the maintenance content has been refined according to standards, and the production department inspects and implements the completion status of each workshop and process every month. During the inspection and implementation process, the lack of objectivity and empathy has played a role in motivating the advanced and restraining the backward. In this way, the maintenance and upkeep of equipment can be carried out in a systematic manner, forming a standardized and institutionalized management system with management goals, work standards, and inspection results.

In the production process, it is the frontline workers and maintenance workers who directly operate and maintain the equipment. They are most familiar with the performance, working status, and existing problems of the equipment. They are the owners of the equipment and have direct responsibility for the daily maintenance of the equipment they operate, so their enthusiasm for maintaining and servicing the equipment should be utilized. Require equipment maintenance to be carried out under a dedicated or contracted system, with personnel responsible for every piece of equipment, pipeline, valve, and instrument. Operators should achieve the "four understandings" (understanding structure, principle, performance, and purpose) and "three skills" (understanding operation, maintenance, and troubleshooting) for the equipment they use. They should do a good job in equipment maintenance and upkeep, and adhere to the "five determinations" principle (i.e. personnel, location, quality, quantity, and timing). Operators should always maintain the cleanliness of their equipment, pipelines, instrument panels, and floors, and strengthen the management of equipment sealing points to eliminate running, emitting, dripping, and leaking, striving to reduce leakage rates and achieve civilized and safe production.

In modern enterprises, equipment is the material and technological foundation of production, and it is the necessary productive force to complete production tasks. The level of equipment maintenance management and the condition of the equipment are closely related to the smooth completion of production tasks. Production practice has proven that equipment maintenance and upkeep management should adhere to the principle of "maintenance and upkeep as the main focus, with repair and maintenance as the secondary focus". Without proper standard maintenance and upkeep, it is impossible to have a well planned overhaul. There are often conflicts between equipment maintenance and scheduled repairs. If the planned maintenance only focuses on rushing the schedule and neglects the quality of maintenance, leaving behind equipment hazards, it will increase the workload of maintenance and upkeep. On the contrary, if maintenance and upkeep are not careful, problems are not dealt with in a timely manner, and operators do not strictly follow rules and regulations, it will not only lead to the consequence of "small holes not being filled, big holes suffering", but also increase the workload of maintenance, disrupt normal plans, and even cause serious consequences. The work of equipment maintenance and management is reflected in the good ideas, good work style, and good experience of the "three elders" (being honest, speaking honestly, and doing honest things) and the "four stricts" (strict organization, serious discipline, strict requirements, and meticulous work style) honed in production.

In the maintenance and management of starch equipment, the first step is to do a good job in employee ideological work, because even the most advanced equipment is man-made, and the most complex structure requires human operation, maintenance, and management. The level of ideological consciousness and technical proficiency of individuals are closely related to the effective maintenance and management of equipment. We need to educate our employees to take good care of the equipment in the factory. Of course, ideological work is not omnipotent. Only by combining ideological education with material rewards can we fully mobilize the enthusiasm of all employees. Only by doing a good job in equipment management can we achieve the expected management goals in a sustainable manner.

In short, the maintenance and management of starch equipment is a systematic project, and the comprehensive management of equipment is related to many factors. According to many excellent units that have achieved results in the reform of equipment maintenance and management and equipment maintenance and management work, the attention of leaders and the participation of personnel at all levels in equipment maintenance and management are important prerequisites and guarantees for doing a good job in equipment maintenance and management.