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To deepen the concept of lean management, stimulate the innovative vitality of all staff, and promote the effective implementation of independent improvement projects, on December 2, the on-site evaluation activity for November independent improvement projects, organized by the Enterprise Management Department, was successfully carried out. A total of 191 independent improvement projects were collected in November, and 24 outstanding award-winning projects were selected through scoring, generating economic benefits of 525,500 yuan. Company leaders Li Hongchao and Hou Haoran, together with the competent leaders of relevant professional departments, formed an evaluation panel to conduct on-site inspections and centralized evaluations on the top 8 selected outstanding independent improvement projects. The precise evaluation helps optimize the projects, and professional guidance empowers management enhancement, injecting new impetus into the high-quality development of the company's lean management.

Among these projects, the Improvement of 90t Crane Spherical Hinge Coupling launched by the Steelmaking Plant received high praise from the judges. The 90t crane spherical hinge coupling is a key component of the main hoisting system for liquid lifting. It bears heavy loads and operates at high frequency. As its spherical hinge surface is a rotating part, lubrication must be carried out through oil nozzles. Due to the limitations of the oil passage design, oil filling is difficult, resulting in dry grinding and poor lubrication in some areas of the spherical surface. This is mainly manifested in pitting corrosion, rusting and uneven wear on the spherical surface of the coupling, leading to noise during operation, short service life and even scrapping. Based on the actual conditions of the spare parts, the improvement team redesigned the lubricating oil passage of the spherical hinge coupling independently, modifying the oil passage from a linear shape to a three-line shape, then to a star shape, and finally determining the rice-shaped structure after repeated tests. After the improvement, test oil filling was conducted, and the lubricated surface increased from the original 30% to 100%. The service life of the coupling was also extended from the original 2-3 months to about 3 years.

The Retrofit Project of Imported Guide Shoe Base for No. 6 and No. 8 Rough and Intermediate Rolling Mills in Line 1 of the Wire Rod Plant also attracted the judges' attention. At present, the equipment in the Line 1 workshop is seriously aging, especially the rough and intermediate rolling mills. The rotating supports at the inlet and outlet of the guide shoes are severely worn and have subsided. When the rolled piece is bitten in, the base drives the guide shoe box to shake, which may cause steel stacking faults at best, and even lead to steel overturning due to the imported guide shoes failing to support the rolled piece at worst, seriously restricting production. The improvement team took a series of measures, such as replacing and fastening the anchor bolts at each connection of the rotating supports, and modifying the original fixing method of the imported guide shoes from the keyway fixing method to the bottom positioning fixing method. These measures not only saved the cost of purchasing external process parts, but also improved the steel stacking and quality risks in the rolling process, reduced the frequency of guide shoe replacement, and lowered the labor intensity of employees.

For the Improvement of No. 11 Belt Backstop in the Ironmaking Plant, before the transformation, since the belt was an inclined belt, belt reversal would occur during abnormal shutdown, causing material accumulation at the tail of the machine, which required employees to clean up many times and increased labor intensity. The improvement team independently manufactured a backstop. By adding a section of belt at the head of the belt conveyor and fixing one end of it, when the running belt reverses, the additional belt is drawn into the roller along with the running belt to generate friction, thus playing the role of a backstop, stopping the running belt and preventing material accumulation at the tail of the machine.

The company leaders fully affirmed the achievements of this batch of independent improvement projects, emphasizing that independent improvement is an important starting point for promoting the in-depth development of the company's lean management, and also a key carrier for stimulating the innovative vitality of all staff. Looking ahead, the company will continue to promote employee independent improvement activities, actively learn from the experience of outstanding projects, continuously deepen the field of improvement, focus on core businesses to explore and innovate, promote the concept of independent improvement to take root in the hearts of all staff and be put into practice, form a sound atmosphere of "full participation, full improvement and continuous enhancement", and lay a solid management foundation for the high-quality development of the company.