In recent years, China's wind power industry has developed rapidly, and wind turbine technology has become increasingly mature. In the increasingly fierce market competition, wind power enterprises must gain a competitive advantage, relying not only on technology leadership, but also on technological leadership. Process management is the basic management of an enterprise. It runs through the whole process of production. It is an important means to achieve product design, ensure product quality, develop production, reduce consumption, and improve production efficiency. The quality, cost and delivery of the unit depend largely on the process level. In order to better play the important role of process management in the wind power industry and improve the competitiveness of enterprises, it is necessary to improve the process management level from the aspects of process preparation, process control, and continuous improvement of process capability. Process preparation Process preparation is an important part of connecting design and manufacturing. Reasonable arrangement of various process preparations plays an important role in shortening the production cycle and reducing costs. Process preparation can be carried out in the following ways: (1) Design process. In the design process of the wind turbine, the process requirements, work convenience and safety of the product are mainly considered, and the process requirements are proposed in the early stage of design. Process personnel participate in the design process of the product, and evaluate the factors such as process feasibility and material applicability after the design is completed. (2) Process simulation. Process simulation can shorten product manufacturing cycles, minimize rework, reduce employee labor, and reduce product manufacturing costs and risks. The three-dimensional computer software is generally used to simulate the key processes of the unit production. Figure 1 is a schematic diagram of the process of assembling a hub cabinet using three-dimensional software. Through simulation, it can be determined whether the lifting method is feasible, whether the spreader is suitable, and whether the assembly space is sufficient. The various risks that can occur with wheel assembly are minimized before the product is manufactured. Figure 2 is a pre-wiring simulation diagram of the cabinet, which is generated by analog wiring of the cabinet using pre-wiring software. The routing software generates the routing path and calculates the length of the wire, which can be judged in advance. Through the pre-wiring process, the wiring design is more reasonable, and the rework and material waste caused by problems such as unreasonable paths or incorrect wire lengths are effectively avoided. (3) Technical disclosure. Technical disclosure is an important part of process management. In order to ensure the reliability of product manufacturing, the operator qualification requirements, process flow, assembly process points and other elements must be detailed. The object of the delivery should include production management personnel, front-line operators, and inspection personnel. Do a good job in technology, require the craftsman to fully understand the technical requirements, and at the same time fully consider the acceptability of the object. Technical disclosure can take many forms, with written submissions, or oral submissions. In order to put the contents of the submission in place, it is necessary to make a record of the bottom. Safe communication is also a link that cannot be ignored. Wind turbines have many large components and irregular shapes, which pose safety risks during the preparation and assembly processes. Therefore, the technical disclosure must include a safe disclosure, identify the source of danger in a targeted manner, and develop reasonable preventive measures. In the course of the operation, there must be on-site supervision by safety personnel, and always remind employees of safety precautions and strengthen employees' safety awareness. Process control The wind turbine assembly process control capability directly affects the unit assembly quality and efficiency. Process control is the core of process management, and its control results are directly reflected in the product. The process control should be reasonable and orderly, which can effectively solve the problems in the production process of the unit and provide reference for the subsequent process work. It can be done from the following aspects: (1) Process flow network diagram. The process flow network diagram mainly analyzes the process flow of the unit assembly and the relationship between the various processes. Based on the unit drawings, technical specifications, and product parts specifications, fully identify existing production conditions, process technical data and safety requirements of the same type of units at home and abroad, and identify new processes, new technologies, and new materials that need to be developed. Formulate the production process of the unit and complete the drawing of the network diagram of the process flow. According to the network diagram, process preparation is analyzed prior to formal batch manufacturing. Focus on identifying new tooling or modified tooling that needs to be developed, and carry out demand analysis activities for tooling development. After the tooling demand analysis activity is completed, the home-made tooling or overall outsourcing can be determined according to the situation. The process flow network diagram can fully and intuitively reflect the string and parallel relationship of the assembly of various components in the wind turbine manufacturing process, clearly reflecting the entire manufacturing process. Taking the process network diagram as the core organization process, the unit manufacturing process management can be followed. The process flow network diagram should distinguish between key processes and special processes. The corresponding process documents should be indicated. When conditions permit, the expected operation time and expected number of operations of the process can also be indicated. The more detailed the process network diagram is drawn, the clearer the production process and the smoother the production process. Figure 3 is a flow chart of the assembly process network of a megawatt wind turbine. (2) On-site process support. The purpose of process support is to collect problems and use expertise to quickly respond to problems, analyze the causes of problems, propose solutions, and develop preventive and corrective actions to ensure that problems do not recur. When feedback problems are raised at the production site, it is necessary to respond quickly and make quick judgments to avoid on-site shutdown due to the problem and affect the production schedule. In the analysis of the problem stage, for the complex and frequently occurring problems, the "three why analysis method" and the "A3 report" can be used to find the root cause of the problem and solve the problem. Process support work should be managed by a dedicated person, detailed records of the collected problems and added photo descriptions, follow up on the progress of problem solving, ensure that the problem is solved, and also accumulate experience for follow-up work. (3) Process verification. The main contents of process verification include product process verification, process documentation verification, manufacturing equipment verification, tooling mold verification, inspection tool verification and raw material verification. In the manufacturing process of the unit, the development of new models and new projects will involve the application of new processes and the production of new tools. To ensure that these new technologies and equipment are suitable for the manufacturing process of wind turbines, it is necessary to verify the process and process. Whether the equipment can meet the requirements. Process verification reduces the cost of manufacturing the unit. Through the verification process, the process and tooling can be optimized to ensure product quality. Process verification must be documented to ensure the originality of the record. It is necessary to record in detail the deviations and problems in the verification process, and analyze the causes and formulate corresponding solutions. (4) Change control. Once mass production begins, you should avoid changes as much as possible. However, the competition in the wind power industry is intensifying, the demand of the owners is increasingly diverse, and the configuration of each wind farm project is different, resulting in inevitable changes in unit manufacturing. Therefore, how to effectively manage changes is especially important. Change management is one of the difficulties in process management. Changes often bring risks to the crew's cost, quality, delivery, etc., and combat employee morale. For changes that must be made, it is necessary to handle the work in progress and notify the supplier and quality department to strengthen the control of the changed products. In order to minimize the cost of change, the WIP treatment is mainly based on repair, and the organization actively verifies the effect of the change. Due to the complicated process route of the wind turbine, after the change occurs, the production activities of the unit, including the production planning organization, work in process, process documents, materials, etc., need to be adjusted in a number of production factors. It is difficult to cooperate in all aspects of the production of the unit, and it is difficult to transmit or transmit the information in time, and the management is chaotic. For wind turbines with different projects and different configurations, the material list of the product must first be analyzed for difference. Analyze and confirm the difference items of different bills of materials. Involving material changes, the change initiator should fill out the “Working Status and Treatment Comments Collection Form†and follow up the processing of the replaced materials, and make corresponding records to ensure that the WIP changes are in place. Secondly, according to different projects, a list of process documents should be provided to ensure that the work documents are not confused; the process documents that are not in-process are recycled. Again, the change point of the process file should be recorded accordingly. After the new version of the process document is issued, the craftsman must track the process execution of the first and second parts of the product. The on-site operators and technicians must fill out the “Process Document Change Implementation Tracking Formâ€. Another important means of strengthening change management is the use of information systems to manage changes. Through the information system, the change process can be more standardized, and the necessity and impact of the change can be comprehensively evaluated to reduce risks. In addition, through the information system, the change information can be timely transmitted to the corresponding port, which can quickly transmit and avoid omission. Wind power enterprises generally use multiple information systems, including product lifecycle management system (PLM), enterprise resource management system (ERP), quality management system (QMS), etc., and should implement linkage and information interaction of various systems. Through the information system, the change information is transmitted to the design, process, procurement, production, quality, and the finished products, work-in-progress and unworked projects are processed in an all-round way to minimize the loss caused by the inefficiency of information transmission. On the one hand, information interaction can eliminate information islands and information faults existing in management, and on the other hand, it can avoid repeated development of information systems and reduce resource waste. (5) File management. All information on wind turbine manufacturing process work, including relevant standards, documents, problem handling records, etc., must be archived. File management can trace the problems found during the lifting or running of the unit, find the root cause of the problem, and share the experience. It is possible to draw on similar projects again. Continuous improvement Wind power is still an emerging industry in China, and process management needs to be continuously accumulated and innovated. To do a good job in the process management of the unit, there are still several aspects that must be continuously improved. (1) Talent training. It can be carried out through the preparation of workbooks and the establishment of targeted job training systems; more importantly, the level of craftsmen is improved through practical work such as process research projects and analysis and handling of actual problems. Establishing a perfect system for training talents will help improve the ability of craftsmen and contribute to the development of process management. (2) Project process management. Turn the approach to managing projects into a one-time approach to managing an enterprise. Much of the process management work is time-bound, with clear goals, budgets, and schedule requirements, and these tasks involve multiple departments and are complex. These daily process management tasks can be projected, the theory and tools of project management can be rationally utilized, and the model management process of each wind farm can be managed through the mode of project management. The focus is on managing changes to ensure the correctness of process implementation, ensuring the cost and quality of batch products, and achieving process management goals. (3) Information management. Wind turbines generally have many configurations, small batch sizes, and long production cycles, which makes process management difficult. Information management can use information as a carrier, such as using group technology to quickly generate bills of materials; standard process routes can be maintained in ERP systems. These methods can make the process management level of the unit clear, can carry out the process work more effectively, shorten the process design cycle and the manufacturing cycle, and fully realize the process information sharing. (4) Lean management. The goal of wind turbine process management is to improve the manufacturability of products, ensure product manufacturing quality, reduce manufacturing costs, and shorten manufacturing cycles. In the process management, the lean tool is used to carry out the “one flow†process layout, the process cycle design, the standardization operation, etc., continuously optimize the process, continuously eliminate waste, reduce the cost submission efficiency, and finally achieve the goal of lean manufacturing. Conclusion Wind turbine process management involves all aspects of unit production and plays a very important role in quality, safety and cost. Strengthening the role of process management can effectively identify quality and safety hazards and promote the improvement of unit design level. Therefore, we must continue to innovate in process management, actively explore and promote the improvement of corporate management. Practice has proved that under the conditions of the same technology and production level, the establishment of an effective wind turbine manufacturing process management system will effectively improve the competitiveness of wind power enterprises in the industry. Ningbo Yinzhou Leisheng Machinery Co.,Ltd , https://www.thundermach.com
Research and Analysis on Manufacturing Process Management of Wind Turbines