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论文编号：	10647
作者编号：	2120163307
上传时间：	2018/12/7 22:12:32
中文题目：	基于精益思想的T公司电力设备管理研究
英文题目：	Research on Electric Equipment Management of T Company Based on Lean Thinking
指导老师：	张建勇
中文关键字：	精益；设备管理；电力设备；寿命周期成本；设备检修
英文关键字：	lean；equipment management；electric equipment；life cycle cost；equipment overhaul
中文摘要：	随着经济社会的快速发展与社会用电量的不断攀升，电力设备数量急剧增加，而特高压与智能电网的大规模应用，导致电力设备复杂度愈来愈高，电网风险日益积累，两方面原因导致电力设备管理风险与挑战加剧。基于以上研究背景，本文回顾了设备管理和精益管理的相关理论，结合电力设备的特点，选用合适的管理工具对T公司电力设备管理现状进行了分析，运用设备全寿命周期费用理论分析了电力设备各寿命周期费用分布情况，得出降低设备运行维护阶段费用是关键点。本文对T公司设备运行维护阶段存在的问题进行了分析和讨论，将设备运行阶段问题总结为台账、巡视、缺陷管理不到位，检修阶段问题为成本高、承载力小、状态检修不佳，评价阶段问题为评价体系缺失。结合现状分析，本文提出了电力设备精益运行、精益检修、精益评价三大体系，将SOP标准作业、5S与目视化管理、PDCA循环等精益管理工具运用到各个体系构建中，着力改善设备运行工况、完善设备基础资料、规范设备巡视流程、设计标准作业指导书、提升检修现场标准化水平，以达到控制成本、提升效率、保证安全的目标。在此基础上形成了设备精益评价细则，通过细则可使设备精益管理更具操作性、针对性，便于公司一线员工开展工作。本文以变压器设备为例，将设备精益管理三大体系运用于实践，从设备资料、运行工况、运行管理、检修管理等方面进行提升，取得了一些成果，验证了精益管理在电力设备管理中的有效性，也在实践之中发现了一些短板，便以今后三大体系的改进，尤其是对精益评价细则的调整。本文理论分析和实际应用对T公司电力设备管理有一定的借鉴和指导意义。
英文摘要：	With the rapid development of economy and society and the continuous increase of electricity consumption, the number of power equipment has increased sharply. The large-scale application of UHV and smart grid has led to the increasing complexity of power equipment and the accumulation of power grid risks. Two reasons lead to increased risk and challenges in power equipment management. Based on the research background, this paper reviews the theories of equipment and lean management.Combined the characteristics of power equipment, the paper selects appropriate management tools to analyze the current situation of power equipment management of T Company, and analyzes the power equipment by using the theory of equipment life cycle cost. The distribution of life cycle costs shows that it is a key point to reduce the cost of equipment operation and maintenance. In this paper, the problems existing in the operation and maintenance stage of T company equipment are analyzed and discussed. The problems in the equipment operation stage are summarized as account, inspection and defect management. The problems in the maintenance stage are high cost, small capacity and poor state maintenance. The evaluation system for equipment evaluation is missing. Combined with the analysis of the status quo, this paper proposes three systems of lean operation, lean maintenance and lean evaluation of power equipment, and applies lean management tools such as SOP standard operation, 5S and visual management, PDCA cycle to the construction of each system, and strives to improve Equipment operating conditions, improve equipment basic data, standard equipment inspection process, design standard operation instructions, and upgrade the standardization level of the maintenance site to achieve the goal of controlling costs, improving efficiency, and ensuring safety. On this basis, the equipment lean evaluation rules are formed. Through the detailed rules, the lean management of equipment can be more operational and targeted, and it is convenient for the frontline employees of the company to carry out work. Taking transformer as an example, this paper applies the three systems of equipment lean management to practice, and upgrades from equipment data, operating conditions, operation management, maintenance management, etc., and has made some achievements. It also verifies the effectiveness and shortcomings in power equipment management applying lean managemen. This will be helpful for the improvement of the three major systems in the future, especially the adjustment of lean evaluation rules. The theoretical analysis and practical application of this paper have certain reference and guiding significance for power equipment management of T Company.
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