项目开球会会议纪要

项目开球会会议纪要时间：2018.10.1913:30地点：大楼南侧会议室出席人员：会议内容：会议回顾了已承接I类6个项目的概况。已完工1个项目，I类1-3#已发5台，待发1台，其余18台在我司仓储。其他5个在制项目预计存在1-2月拖期的情况。会上明确本月新承接Mex、Ka两个项目，共28台，19年4月-6月分批交货。现对I类各项目存在的主要问题进行说明，并提出改进建议。具体如下一、外订件外订件资源不足，仅特雷一家。从已完工及在制项目看，外订件拖期情况较为严重，希望资材部增加外订件供应商。外订件管理缺失，没有明确的责任部门，造成进度拖期（对照已开展项目，与计划拖期平均2.5个月），外订件质量低（以2#为例，已装配60%-70%，装配时返修9项，返修率5%；1#已装配5%，装配返修2项）。希望品质部增加对外订件检验。I类外订件的管理，需纳入公司系统管理二、厂内零件加工厂内加工资源不足，I类剩余160件轴承座待加工，涉及8个品种，加工周期预计5-6个月（对照在制及新承接项目计划，拖期1个月）。其中卧加存在瓶颈，约占分厂山积的50%，影响加工分厂的整体排产计划，需考虑增加轴承座的精加工资源。三、毛坯毛坯供应商资源不足，其周期受环保、供应商过少等因素的影响，实际周期约4.5个月（对照合同日期，计划拖期1.5个月），无法满足项目需求。目前，需参照营销来图，提前开展对毛坯的询价及供应商筛选；在项目正式移交后，1周内开展毛坯采购工作（目前承接、转化、出册、划分到采购的周期约20-30天）。四、质量管理1、当前现状，除探伤工序外，尺寸、材质、热处理等其他检验工序为供应商自行检验或提供报告，希望品质部增加零件检验力度。2、I类各项目全部零件需严格按照QC文件执行五、其他1、需更新I类项目整体节点表，毛坯、轴承座加工、装配节点需重新落实2、下周对零件进度的推进计划，更改为周二，罗一同出行3、新增Mex、Ka项目图纸已放置于管理部公共盘4、计划下周三开展跟进会议5、本次会议纪要在两日内整理完毕，发送各与会人员Conferencecontent：Theconferencereviewedthegeneralsituationofthe6projectsthathavebeenundertaken.Oneprojecthasbeencompleted,5setsofAGRRStand1settobesent,theremaining18setsarestoredinB.Theother5projectsareexpectedtohavea1-2monthdelay.Atthemeeting,thereweretwonewprojectstoundertakeMexandKainthismonth,atotalof28sets,and2019inApriltoJunedeliveryinbatches.Themainfocusexistingineachitemareexplainedandsuggestionsforimprovementareputforward.Thedetailsareasfollows：TheSupplier.Therearenotenoughresourcesinthesupplierorder.Fromthecompletedandin-processprojects,thedelayofthesupplierordersismoreserious,wehopethatincreasethenumberofsupplier.Lackofmanagementofthesupplierandlackofclearresponsibilitydepartmentresultinscheduledelay(comparedwiththeprojectalreadycarriedout,withanaveragedelayof2.5months)andlowqualityofsupplier'sparts(forexample,2#,60%-70%assembled,9repaireditemsassembled,5%repaired;1#assembled,5%assembledand2repaireditemsassembled).Ihopethequalitydepartmentwillincreasethesupplierinspection.Themanagementofthesuppliershouldbeincludedinthecompany'ssystemmanagement.FactorypartsprocessingInsufficientprocessingresourcesinthefactory,theremaining160chocksofthelonglinetobeprocessed,involving8varieties,processingcycleisexpectedtobe5-6months(comparedwiththeplanningofin-processandnewundertakingprojects,1monthlate).Amongthem,therearebottlenecks,accountingforabout50%oftheBcapacity,affectingtheoverallproductionplanningoftheprocessingbranch,itisnecessarytoconsiderincreasingthefinishingresourcesofthebearingseat.RoughcastDuetotheinsufficientresourcesofthesupplier,theactualcycleofthesupplierisabout4.5months(comparedwiththecontractdate,itisplannedtobedelayedfor1.5months),whichcannotmeetthedemandoftheproject.Atpresent,itisnecessarytoconsultthemarketingplan,carryouttheinquiryandsupplierselectionoftheblankaheadofschedule,andcarryouttheprocurementoftheblankwithinoneweekaftertheformaltransferoftheproject(thecurrentcycleofaccepting,converting,listing,anddividingintoprocurementisabout20-30days).QualitymanagementCurrentstatus,inadditiontoflawdetectionprocedures,size,material,heattreatmentandotherinspectionproceduresforsupplierstoinspectorprovidereports,Ihopethequalitydepartmenttoincreasetheintensityofpartsinspection.allpartsofthelonglinemustbestrictlyexecutedaccordingtoQCdocuments.Otherweneedtoupdatetheoverallnodetableofthelonglineproject,andthenodesoftheblankandbearingseatshouldbemodifed.Nextweek,wewillchangetheprogressplanofAngelo'scomponents,andchangeittoTuesday.ThenewMexandKaprojectdrawingshavebeenplacedinth