reserves for increasing labor productivity

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A considerable curtailment of roll consumption in the rolling mills has been achieved by the successful weld- ing of them from alloyed wire 30KhGSA under AN-348 flux. Roll consumption in 1961 amounted to less than 1.6 kg per ton of rolled stock. The leading people of the plant who are striving for the title of collectives and shock workers of communist labor play a large role in the industrial growth. A total of 598 collectives (crews, sections, shifts, and mills) com- pete for this eminent title. The title of a collective of communist labor has already been achieved by 80 crews, 6 sections, and 8 shifts; the title of a shock worker of communist labor has been awarded 65 leading workers. The best results in the first quarter of this year were achieved by a crew of communist labor-that of blast- furnace master A. I. Ivanov (furnace attendant I. E. Akimchenko and gas fitter A. N. Popov) which fulfilled its norm by 102.3%; steel worker and Deputy of the Supreme Soviet of the USSR Vo D. Perebeynos who completed his norm by 110.4%; master of the 250 mill K. G. Kharagirlo (senior press operator G. F. Cherkas) fulfilling his norm by 107%; master of the 350 mill L. Ya. Bautina (senior press operator Kh. S. Cherkas), fulfilling his norm by 106.5~/a These people excel in understanding their business and in the capabilityto smoothly organize the work of their collectives. All members of these crews are in perfect possession of the best working methods; therefore, thetasks involved in attending their units are accomplished quickly and in a superior manner. Our plant is now one of the leading installations in the country. This is due to the merit of both the engin- eers and the workers of the plant. Thanks to the introduction of new techniques, modernization of equipment, and the discovery of unused industrial resources, the Donets Metallurgical Plant successfully fulfilled the norms of the three years of the seven-year plan. This year the metallurgists at our plant will lend all their strength to fulfill the norm of the fourth year of the seven-year plan ahead of schedule. RESERVES FOR INCREASING LABOR PRODUCTIVITY I. Genken, Superintendent of the Department for Labor Organization Novosibirsk Metallurgical Plant Translated from Metallurg, No. 11, pp. 17-19, November, 1962 This year the twentieth anniversary of the Novosibirsk Plant was observed by its metallurgists. Rolling mill operators, pickling bath workers, heating experts, and pipe electrowelders have written many glorious pages in the short history of the installation. Each year they increase the output of finished rolled stock, strip, and electrowelded pipe, improve the quality of the products, and increase labor productivity. While ten years ago the coefficient of utilization of the 810 hot-rolling mill was 0.21, today it has reached 0.92. The rolling press operators of the mill now produce every hour as much metal as twenty years ago was pro- duced in an entire shift. The production of electrowelded pipe has not long ago been adopted. Much has been done at the plant by way of mechanization of heavy work and the introduction of new tech- niques. The process for feeding strip in the pickling line and the cutting unit at the 740 rolling mill have been mechanized. This job is now done by magnetic feeders. The modernization of the 425 unit in the cold-rolling mill permitted an increase in the productivity of the units by 20% In the sheet finishing section of one of the mills automatic cutting of the sheet is being adopted. In the first half year of 1962 a great deal of work was done on the modernization of the drive of the roughing stand of the 810 mill. Formerly, the output of the unit was held back by insufficient power of the motors of the stand. In order to create conditions for highly productive labor of the entire installation, the plant's engineers, in addition to replacing the motor, automated the control of the thermal regime of its elements and installed a shock- free clutch. As a result of the introduction of these measures, the output of the hot-roiling mill has been increased by thousands of tons per year. 504

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Page 1: Reserves for increasing labor productivity

A considerable curtailment of roll consumption in the rolling mills has been achieved by the successful weld- ing of them from alloyed wire 30KhGSA under AN-348 flux. Roll consumption in 1961 amounted to less than 1.6 kg per ton of rolled stock.

The leading people of the plant who are striving for the title of collectives and shock workers of communist labor play a large role in the industrial growth. A total of 598 collectives (crews, sections, shifts, and mills) com- pete for this eminent title. The title of a collective of communist labor has already been achieved by 80 crews, 6 sections, and 8 shifts; the title of a shock worker of communist labor has been awarded 65 leading workers.

The best results in the first quarter of this year were achieved by a crew of communist l abor - tha t of blast- furnace master A. I. Ivanov (furnace attendant I. E. Akimchenko and gas fitter A. N. Popov) which fulfilled its norm by 102.3%; steel worker and Deputy of the Supreme Soviet of the USSR Vo D. Perebeynos who completed his norm by 110.4%; master of the 250 mill K. G. Kharagirlo (senior press operator G. F. Cherkas) fulfilling his norm by 107%; master of the 350 mill L. Ya. Bautina (senior press operator Kh. S. Cherkas), fulfilling his norm by 106.5~/a

These people excel in understanding their business and in the capabil i tyto smoothly organize the work of their collectives. All members of these crews are in perfect possession of the best working methods; therefore, thetasks involved in attending their units are accomplished quickly and in a superior manner.

Our plant is now one of the leading installations in the country. This is due to the merit of both the engin- eers and the workers of the plant. Thanks to the introduction of new techniques, modernization of equipment, and the discovery of unused industrial resources, the Donets Metallurgical Plant successfully fulfilled the norms of the three years of the seven-year plan. This year the metallurgists at our plant will lend all their strength to fulfill the norm of the fourth year of the seven-year plan ahead of schedule.

RESERVES FOR I N C R E A S I N G LABOR P R O D U C T I V I T Y

I . G e n k e n , S u p e r i n t e n d e n t o f t h e D e p a r t m e n t f o r L a b o r O r g a n i z a t i o n

Novosibirsk Metallurgical Plant Translated from Metallurg, No. 11, pp. 17-19, November, 1962

This year the twentieth anniversary of the Novosibirsk Plant was observed by its metallurgists. Rolling mill operators, pickling bath workers, heating experts, and pipe electrowelders have written many glorious pages in the short history of the installation. Each year they increase the output of finished rolled stock, strip, and electrowelded pipe, improve the quality of the products, and increase labor productivity.

While ten years ago the coefficient of utilization of the 810 hot-roll ing mill was 0.21, today it has reached 0.92. The rolling press operators of the mill now produce every hour as much metal as twenty years ago was pro- duced in an entire shift. The production of electrowelded pipe has not long ago been adopted.

Much has been done at the plant by way of mechanization of heavy work and the introduction of new tech- niques. The process for feeding strip in the pickling line and the cutting unit at the 740 rolling mill have been mechanized. This job is now done by magnetic feeders. The modernization of the 425 unit in the cold-rolling mill permitted an increase in the productivity of the units by 20% In the sheet finishing section of one of the mills automatic cutting of the sheet is being adopted.

In the first half year of 1962 a great deal of work was done on the modernization of the drive of the roughing stand of the 810 mill. Formerly, the output of the unit was held back by insufficient power of the motors of the stand. In order to create conditions for highly productive labor of the entire installation, the plant's engineers, in addition to replacing the motor, automated the control of the thermal regime of its elements and installed a shock- free clutch. As a result of the introduction of these measures, the output of the hot-roiling mill has been increased by thousands of tons per year.

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Page 2: Reserves for increasing labor productivity

The innovators make a great contribution to the struggle for technica l progress in the mat ter of further dis-

covery of industrial reserves. Last year were introduced 828 innovating suggestions, permi t t ing a saving of more

than 250 thousands rubies. In the first few months of this year more than 150 thousand rubles were saved by the in-

troduction of recommendat ions of the innovators.

Under the conditions prevai l ing at our enterprise, the growth of labor product ivi ty depends first of al l on the comple te u t i l iza t ion of the roil ing mills , the pickl ing lines, the anneal ing furnaces, and the cutt ing units. Can i t be said that al l reserves at our plant have been exhausted? Of course not. A higher level of product ivi ty can be achieved by e l imina t ion of unproductive losses of working t ime and improvement of the u t i l iza t ion of technologica l

equipment .

It must be said that there has recent ly been a considerable increase of interest of masters, workers, the com-

munity, and the adminis trat ion of the plant in the questions of the organizat ion of labor and production. Since February, our plant has compi led the results of social is t compet i t ion every day, rather than every month. In order to win first place, the col lec t ives consisting of crews, shifts, departments, and mil ls must achieve the ful f i l lment of their dai ly norms, improve the qual i ty of the products, have no violat ions of labor or production discipl ine, and

fulf i l l the norm for labor productivi ty. Thanks to the da i ly reckoning of the results, a l l workers and engineer ing- t echn ica l personnel par t ic ipa te in the struggle to discover new industrial reserves.

In order to discover the reason for unproductive expenditures and losses of working t ime, photography and autography of the working day was conducted during the first half year of 1962 at all roll ing mills , pipe and p ickl ing lines, and cutt ing units. In addit ion, an inspection was arranged to discover shortcomings in the organizat ion of

labor and production in the night shifts.

Thus, in the unit for ename led dishware after processing the results of the observations the granting of reg- ular dinner breaks was adjusted, and the control on observing the rules of the p lant ' s labor methods was strengthened; special at tention was given to setting up the necessary parts of semimanufactured products for the shift workers.

The u t i l iza t ion of working t ime also depends on good training of the shift. This is corroborated not only by

the mater ia l s from the genera l inspection.

Observations also disclosed o rgan iza t iona l - t echn ica l disorders which impeded h ighly productive labor. One of the bot t le necks of the plant are the 420 disk cutters. Due to their low product iv i ty the reducing stand of the p ipe - ro l l i ng mi l l was not provided with pipe bi l le ts (strip), and this led to disruption of the plan for the output of

welded pipes. Workers of the mi l l and the planning depar tment explained that the low hourly output was due to �9 diff icul t ies in cut t ing the meta l . However, the real reasons were discovered only as a result of the photography of

the working day of the cutters who ha l ted the unit for the dinner break and wasted a great dea l of t ime in man ipu-

ia t ion of the blades and adjustment.

These complemen ta ry operations could have been done together.

in another mi l l the disk cutters were ha l ted due to technica l omiss ions - the cutters were clogged by the edges of the strip, since the edgerwas unable to comminute the cuttings. Much t ime was lost due m the magne t i c feeder;

the strength of its e lec t romagnets turned out to be insufficient, and the operator of the post wasted 4-5 minutes on the task rather than 30-40 seconds. Standstills for this reason alone amounted to 7.9%. It was also established that the standstills per day of these units recorded by the planning depar tmentwere lower than the standstills recorded

during photography; this did not allow production to be properly planned.

Al l shortcomings which were disclosed were e l imina ted : the gear rat io of the reducer on the edger has been increased, increasing the product iv i ty of the cutters; breaches of labor discipl ine were e l imina ted , and the organ- iza t ion of production was improved. The planning depar tment of the plant carr ied out an analysis of the ac tua l hourly product iv i ty o f the units and made more precise es t imates of the loads of the units.

Soon after conduct ing the photography of the working day it was dec ided m proceed to a thorough invest iga- t ion of the technologica l equipment in order to discover addi t ional reserves for increasing labor productivi ty.

Former ly at the plant new technica l measures were planned without p re l iminary thorough study and invest iga- tion of the units. To what did this l ead? For example , on the 425 co ld- ro l l ing mil ls the reducing gears were mod- ern ized which permi t ted the roll ing rate to be increased by one and one half t imes; however, mechaniza t ion of the sett ing and removal of rolls and roll changes was not foreseen. The resulv was this: the product ivi ty of the unit

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Page 3: Reserves for increasing labor productivity

rose, but the press operators were unable to tend the mi l l , and it was necessary to increase the staff of workers. This

would not have happened if the complementa ry tasks had been modernized at the same t ime as were the reducing

gears.

Increase in the product iv i ty of the induction mil ls was held back by the low product ivi ty of the 420 cutters; i t was decided to conduct a thorough invest igat ion and de termine the possibi l i ty of increasing the production of pipe bi l le ts . Technologists, builders, and workers took part in the workof the creat ive crew organized for the investigation.

On the basis of data from chronometry and photography of the working day it was established that cutters spend various t imes on the same operat ion. The comple ted charts of the work of a l l crews of cutters indica ted in which operations is achieved a gain in t ime . A chart was also compi led which considered only the min imum t ime expenditures on the operations.

A school for the exchange of working exper ience was organized at the plant in order to train the cutters in advanced labor methods. The results were quickly revealed: the labor product iv i ty on the 420 cutters increase by 10%.

Here is another example . The cutt ing of strips with one cut edge leads to decreased product ivi ty of the cuttera due to an increase in t ime for feeding the strip into the disk cutters, since for each roll the cutter must gather to-

gather and spread the la te ra l roller wires, in addit ion, a large quanti ty of waste widthwise results from cutt ing one edge. Suggestions were made for the e l imina t ion of these shortcomings. The creat ive crew prepared more than 40 recommendat ions in a l l and sent them to the mechaniza t ion depar tment for processing.

Combat ing losses of working t ime is of ex t reme importance in providing smooth and highly productive oper- at ion of the instal lat ion. In a l l the production mil ls of the plant we have formed general mi l l bureaus for labor

organizat ion. Their aim is to focus the at tent ion of the personnel on the e l imina t ion of loss of working t ime, dis- cover reserves for increasing labor productivi ty, and introduce advanced tests. The members of the general mi l l bureaus were e l ec ted at workers' conferences. They include leading workers, members of co l lec t ives of commun- ist labor, and representat ives from a l l production sections.

Not much t ime has elapsed, but the results of the ac t iv i ty of these bureaus is a l ready evident. In the co ld- ro l l ing mi l l the members of the general bureau for labor organizat ion together with the general construction bureau worked out a plan for the mechaniza t ion of the manual operat ion of marking ta l l ies and also for the improvement of labor organizat ion and mechaniza t ion in the section of the 160 cutters. In other mi l ls schools have been con-

d ucted in advanced labor methods on cutt ing lines, advanced methods for welding pipe, and etc.

The combat ing of unproductive losses at our p lant is not interpreted as a o n e - t i m e campaign. The genera l

bureaus for labor organizat ion which have been formed do a great dea l to improve the work of sections, mil ls , and the ent i re instal la t ion, and this is a guarantee for increase in labor productivity.

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