JB/T 9169.10-1998 JB/T 9169.10-1998 Process Management Guidelines Production Site Process Management JB/T9169.10-1998 Standard Download Decompression Password: www.bzxz.net

ICS25.010
Machinery Industry Standard of the People's Republic of China
JB/T9169.10-1998
Guide for technological management
Technological management inprocessing
Guide for technological management-Technological management inprocessing1998-11-16Published
National Bureau of Machinery Industry
1998-12-01Implementation
JB/T9169.101998
This standard is a revision of JB/Z338.1~338.1488 "Guide for technological management". Only editorial revisions were made during the revision, and the main technical content remained unchanged.
This standard replaces JB/Z338.1~338.1488 from the date of implementation. All appendices to this standard are informative appendices. This standard is proposed and managed by the Mechanical Science Research Institute. The responsible drafting unit of this standard: Mechanical Science Research Institute The main drafters of this standard: Ma Xianzhi, Li Qin, Shi Junwei, Wu Cheng, Du Shanyi. 1
1 Scope
Standard of the Machinery Industry of the People's Republic of China
'Technological management in production site
Technological management guide
Guide for technological managementTechnological management in processing This standard specifies the basic tasks, requirements and main contents of technological management in production site. This standard applies to technological management in production site of electromechanical products. 2 Referenced standards
JB/T9169.10-1998
Replaces JB/Z338.10—88
The provisions contained in the following standards constitute the provisions of this standard through reference in this standard. When this standard is published, the versions shown are valid. All standards will be revised, and parties using this standard should explore the possibility of using the latest version of the following standards. GB4091.1~4091.91983
JB/T3736.7—1994
JB/T9165.2—1998
JB/T9165.3—1998
JB/T9169.11—1998
Conventional control chart
Common statistical tools in quality management Process capability index Process procedure format
Process document format for management
Process management guidelines Process discipline management
3 Basic tasks of process management at the production site
a) Ensure product quality;
b) Improve labor productivity;
c) Save material and energy consumption;
d) Improve working conditions and civilized production.
4 Basic requirements for production site process management
4.1 Production site process management should actively adopt modern organization and management methods on the basis of traditional management methods. 4.2 Quality awareness must be strengthened.
4.3 In production site process management, all relevant departments such as process, production, quality management, inspection, measurement, equipment, tools and workshops should cooperate organically to ensure the smooth flow of logistics and information flow at the production site and achieve the basic tasks specified in Chapter 3. 5 Main contents of production site process management
5.1 Scientifically analyze the process flow of product parts and components, and reasonably stipulate the production batches and period quantities. 5.2 Ensure the timely supply of rough parts, raw materials, auxiliary materials and process equipment, and meet the requirements of process documents. 5.3 Guide and supervise the correct implementation of process procedures. 5.4 Conduct process quality control.
5.4.1 Determine the process quality control points
Approved by the State Machinery Industry Bureau on November 16, 1998 and implemented on December 1, 1998
The process quality control points should be determined according to the following principles: JB/T9169.10—1998
a) Items and parts that have a significant impact on product accuracy, performance, safety, life, etc.; b) Parts with special requirements in the process or that have a significant impact on the next process; c) Items or parts with a large number of unqualified products found in the quality information feedback 5.4.2 Management content of process quality control points 5.4.2.1 Analyze or measure the process capability. When the process capability is insufficient, timely measures should be taken to adjust it. The calculation and determination of the process capability index shall be in accordance with the provisions of JB/T3736.7. 5.4.2.2 Prepare the "Process Quality Table" and "Operation Instruction Card (Work Instruction)", and its format shall be in accordance with the provisions of JB/T9165.3 and JB/T9165.2.
5.4.2.3 Prepare equipment "point inspection card" and equipment inspection and maintenance specifications (the equipment department is responsible). 5.4.2.4 Prepare process equipment inspection and maintenance specifications (the tool department is responsible). 5.4.2.5 Prepare measuring instrument periodic inspection cards and measuring instrument calibration and maintenance specifications (the metrology department is responsible). 5.4.2.6 Set up process control charts as needed. The forms of common control charts can be found in GB4091.1~4091.9. 5.4.2.7 Provide good information feedback and processing on process quality. 5.5 Establish on-site construction technical archives and do a good job of recording and managing various data. 5.6 Continuously summarize various rationalization suggestions and advanced experiences in the process, and implement and promote them in a timely manner. 5.7 Do a good job in civilized production and on-site fixed-location management 5.7.1 The production site must meet the process requirements, and must be clean, tidy, with everything in its place and unobstructed roads. For the fixed-location management of the production site, see Appendix A (suggested appendix).
5.7.2 Ensure the cleanliness requirements of the product.
5.8 Carry out good on-site process discipline management. For specific requirements, see JB/T9169.11.5.9 Carry out quality control of outsourced parts
5.9.1 The selection of outsourced parts should ensure the process requirements.5.9.2 Important outsourced parts should be subject to technical supervision during the processing. 5.9.3 Outsourced parts must be carefully inspected before entering the factory. Unqualified ones cannot be accepted. 2
A1 Related terms
A1.1 Fixed location
JB/T9169.10-1998
Appendix A
(Suggested appendix)
Fixed location management at the production site
All items should be scientifically determined to have their fixed positions according to needs. A1.2 Fixed location rate
The ratio of items that have been fixed and items that should be fixed. A1.3 Fixed location diagram
A layout diagram used to show the relationship between items and sites in fixed location management. A1.4 Arrangement
Remove items that are not related to the production plan during fixed location management. A1.5 Rectification
In fixed location management, scientifically place items according to the relationship between people, objects and sites, and establish necessary storage information for easy access at any time.
A1.6 Cleaning
Remove dirt and waste around the fixed items to ensure a clean production environment. Principles of fixed location management
Through process route analysis and method research, the combination of people and objects in the production site is improved to make them as closely combined as possible, so as to eliminate or reduce people's ineffective labor and avoid unsafe factors in production, thereby achieving the purpose of improving production efficiency and product quality.
A3 Objectives of fixed location management
A3.1 Establish a civilized production order and stabilize and improve product quality. A3.2 Create a good production environment, eliminate potential accidents, and improve production efficiency. A3.3 Control the logistics volume of the production site, reduce backlog waste, and speed up the circulation of production funds. A3.4 Establish logistics information, strictly enforce period quantity standards, and achieve balanced production. A3.5 Effectively utilize the production area and increase production capacity A4 Fixed-location management method
A4.1 Analyze the product process route and batch. Analyze the process operation.
A4.3 Analyze the combination of people, objects and sites at the production site (see Table A1) and divide the fixed-location area. 3
JB/T9169.10-1998
Table A1 The combination of people, objects and sites at the production site. Name and meaning of the combination state
Tight combination state
Workpieces waiting to be processed or just processed
Loose combination state
Workpieces temporarily stored at the production site that cannot be processed immediately or transferred to the next process
Relatively fixed state
Non-processing objects, such as equipment, process equipment, auxiliary materials used in production, etc.
Abandoned state
Various waste items, such as waste materials, waste products, iron filings, garbage and items not related to production
Note: The size is determined by each unit.
A4.4 Design and set-up drawing.
A4.5 Arrangement, rectification and cleaning.
Use workstation equipment.
A4.7 Establish a responsibility system and standards.
A4.8 Establish a fixed-location management information system.
A5 Assessment of fixed-location managementbZxz.net
A5.1 Fixed-location management should be assessed according to the fixed-location rate Number of items that have been fixed
Fixed-location rate 2
Number of items that should be fixed
A5.2 The detailed rules for fixed-location management assessment shall be determined by each enterprise. 4
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People's Republic of China
Mechanical Industry Standard
Process Management Guidelines Production Site Process Management JB/T9169.10-1998
Published and issued by the Mechanical Science Research Institute
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(No. 2 Shouti South Road, Beijing
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