提高双T板吊装一次合格率.ppt

To improve the one-time qualification rate of double-T-plate hoisting, the RP electrical engineering QC team of Qingjian Group Co. Ltd. has the following contents: 1. Select topics 2. Investigate the current situation 3. Set goals 4. Analyze the causes 5. Determine the main causes 6. Formulate countermeasures 7. Implement countermeasures 8. Check the results 9. Formulate consolidation measures 10. Summarize and plan for the next step. Improve the one-time qualification rate of double-T-plate hoisting. Brief introduction of QC team: The RP electrical engineering QC team of Qingjian Group was established in 2007. It is a research-oriented QC team with an average age of 26 years and an average of 28 hours of QC education for all members. Details of the team members are shown in the following table: 1. Selection of topics, company policies, on-site problems and low one-time forming rate of curved surface concrete casting. To improve the one-time forming rate of curved surface concrete. (1) Ruipu Electric Engineering New Factory Building Project, with a maximum area of 9,753 square meters and a 24-meter long-span prestressed double T-plate roof. (2) Since the roof panel used in this project is a large-span prestressed double-T plate, the project has set a target of improving the first pass rate of double-T plate hoisting since the start of construction. (3) According to the inspection records of the hoisting and acceptance of a double T-plate in a certain project of the company, our analysis is as follows: mapping person: Yan Yedong time: December 2007, from the above figure analysis: the top three defects account for 95% of the total defects, which are Class I problems and are also the main problems studied in this QC activity. Therefore, they are the main directions of our team. 3. Set the target. The groups target is to improve the qualified rate of one-time acceptance of double T-plate hoisting to 95%. After analyzing the reasons, the group decided to adopt the brainstorming method to find the main reasons. First of all, we analyzed and implemented the seven principles of brainstorming one by one. We invited Yuan Yonglin, manager of the engineering department of the company, Yu He, director of the quality department, and the workers at the scene to attend the brainstorming meeting. The meeting topics were released to the participants 3 days in advance so that they could collect information by means of inquiry, investigation and data review, thus laying the foundation for a good meeting. At the beginning of the meeting, team leader Lee Byunghun announced the discipline and requirements of the meeting. Yuan Yonglin, executive deputy general manager, first made a statement to let everyone not have concerns when speaking because there are leaders. We also bought some articles for daily use as prizes and gave them to speakers in order to form brainstorming as early as possible. After these measures were taken, the meeting was very lively and everyone rushed to speak actively. The meeting ended when no one spoke. At last, the recorder read out the minutes of the meeting. We have compiled the records of the brainstorming meeting. First of all, the exact same content is removed, and each opinion of other content is made into a card, which is randomized by the way of shuffling. Then, it is classified according to its affinity relationship and drawn as affinity diagram as follows. , we compressed and refined the language of affinity diagram, and sought and extended the causal relationship. We made the correlation diagram as follows. According to the correlation diagram, we analyzed a total of 13 end factors: 1. The hoisting line of hoisting machinery is unclear; 2. The hoisting method is incorrect; 3. The hoisting and binding position of prefabricated components is incorrect; 4. The hoisting equipment is inappropriate; 5. The arrangement of plate diagrams is unreasonable; 6. The beam surface is rough. Uneven 7. Incompatible embedding position of embedded parts and double T-plate embedded parts 8. Fragile wing of double T-plate 9. Quality problem of prefabricated double T-plate 10. Inadequate signalmans command 11. Inadequate detection and rectification 12. Inadequate adjustment after the plate is in place 13. Workers did not work carefully. 5. Determine the main reasons. Team members carried out factor confirmation one by one on the 13 end factors analyzed by the correlation diagram using methods such as field investigation, field test measurement, etc. First of all, we have worked out the confirmation schedule: confirmation 1: the hoisting line of hoisting machinery is not clear. in view of the unclear hoisting line of hoisting machinery, the team conducted on-site inspection and tracking for one week, and made on-site check and comparison on specific hoisting lines. The study found that the hoisting method of hoisting line according to straight line or U-shape has little influence on 确认2:吊装方法不正确。吊装方法的选择，组长袁咏琳带领曲祥进行现场演示，比较单车直线吊装法或双侧吊装法。最后，从工期等方面考虑，确定单车直线吊装法更可靠、更高效，对工程进度和质量起决定性作用。结论：这是由于。确认3:预制构件的安装和绑扎位置。由于预制双T板含有预制构件，便于吊装。两点吊装可以满足吊装要求。结论：一定是因为。确认4:起重设备不合适。根据所用起重机械的吊装高度和重量是否满足要求，虽然前期使用的35t汽车吊在吊装高度上能够满足施工吊装要求，基本满足施工要求，但效率相对较低。根据施工跟踪调查，初步确定采用50t汽车吊进行吊装作业，提高了吊装效率。结论：这是由于。确认5:板材图的排列不合理。针对板材图布置不合理的问题，团队进行了研究，并对板材图进行了对比。由于板块的布置不仅影响施工速度，而且对工程质量有着绝对的影响。板材排列不当导致板面不平整，给以后的屋面工程带来不便。同时，排列顺序不当导致板缝连接不严密，导致板顺序重新调整，造成不必要的返工，给工期和工程质量造成损失。结论：这是由于：确认6:光束表面粗糙不平。鉴于梁表面粗糙不平，小组现场检查了梁表面，并根据具体情况进行了调整。调查发现，部分凹凸不平的梁面为建筑垃圾，经清理后能满足施工要求，保证了梁与双T板预制件的焊接。结论：绝对有必要确认7:梁预埋件和双T板预埋件的位置不协调。针对梁预埋件和双丁字板预埋件位置不协调的问题，专门组织吊装人员进行调整。发现梁预埋件和双T板预埋件的位置基本协调。对于同类型钢板的连接，如果有轻微偏差，正确的排板顺序是保证施工质量的前提。结论：一定是因为。确认8:双T型板的机翼很脆弱。鉴于双T型板机翼的脆弱性，小组对双T型板机翼进行了现场抽查，每组3件，共10组。检验和吊装结果为：记录人：严，2007年12月。结论：没有原因。确认9:预制双t板的质量问题。针对预制双t板的质量问题，小组对10组进行了抽查，每组5块。情况如下表所示：记录制表人：严，2007年12月，结论：没有必要。鉴于信号员指挥不准确，小组进行了一周的现场检查和跟踪，发现信号员的表情和指挥能力完全符合要求，信号员的指挥不够准确，不存在。确认10:信号员的命令不够准确。结论：它一定是由。确认11:检查和整改无效。对于检查和整改不力的，小组进行了一周的现场检查和跟踪。首先，对检查记录进行审查，发现有3个检查记录有或没有整改。二是抽查40个，记录如下：记录人：严，2007年12月。根据上表中的数据，未修正的比例超过了原来的5个百分点，表明现场检验和测试中修正不足。结论：这是由于。确认12:板到位后调整力度不够。根据监测记录，点数经过确认，我们一共找出了4个主要原因，即：1 .无效检测和纠正；2.不合适的起重设备；3.不正确的吊装方法；4.不合理的排板顺序；6.制定对策。我们充分利用我们的知识、技术和经验，针对四个主要原因中的每一个建立了多种对策，然后使用矩阵图进行评估和分析，以确定对策表上最有价值的对策。2007年12月7日，严提出了一系列对策。7.实施对策。实施1。检测和纠正不足。1.开展质量意识教育。组长元宗将为项目部相关管理人员授课，提高他们的质量意识。2.组织相关管理人员参观学习先进质量管理项目。项目部组织相关管理人员参观学习质量管理先进的项目部，记录学习经验和感受，针对质量管理中存在的不足制定相应的整改措施，并在今后的工作中严格执行。3、加强考核。组长袁咏琳对管理人员进行定期评估。考核结果直接关系到管理人员的工资，从而提高管理人员的积极性。结论：对策表的目标已经完成。实施2:起重设备不合适。1.虽然前期使用的35t汽车吊能够满足施工要求，但为了满足施工安全和施工质量的要求，更换了50t汽车吊和起重机械，以满足施工要求的吊装高度和施工安全要求。2、对起重设备的更换，重写详细的施工方案和技术交底，责任到人，现场跟踪监督和指导，确保其能指导施工。结论：对策表的目标已经完成。实施3:吊装方法不正确。1.技术交底的准备。严将在现场编制一份更详细的操作性技术交底。技术交底要充分考虑新工艺的难度和深度，要明确可行。2.组织现场交底。李炳春将组织现场交底，集中