Research on equipment reliability is imperative!

I think a laboratory is still very necessary; tests on strength and durability must be conducted thoroughly before the product goes into production

It is imperative; a detailed design must be done

The design must take into account operational conditions, lifecycle, and other factors

Yes, the perceptions and ways of thinking of all participants.

Research on the reliability of equipment is rather one-sided; what’s more difficult is to assess the reliability of the entire system. For example, a system may consist of hundreds or thousands of different components, and its reliability tends to decline over time – within 1 month, 3 months, 1 year, or 2 years. Factors that contribute to this decline include operational failures, the quality of repairs, the accuracy of maintenance, as well as the competence and compensation of management personnel. Due to the complexity and scale involved, companies are reluctant to invest in training their own staff and do not pay enough attention to this issue; they believe that purchasing high-quality equipment will ensure reliability. As a result, there are fewer and fewer people responsible for equipment management within companies, and these managers also feel insecure in their roles. Reliability cannot be simply adapted to one’s own enterprise.

I originally gave it a score of 10 Wealth upstairs, but I missed a zero, and re-rating isn’t allowed.

It’s very necessary to conduct thorough tests on strength and durability before the product goes into production

It is truly an urgent matter: the bidding process for ball valves to be used in the new West-to-East Gas Pipeline excludes domestic brands outright. It’s not that CNPC doesn’t want to use domestic brands – it simply dares not do so. It is said that only by developing industry can a country prosper; **we truly need to increase incentives for the development of domestic industry in order to improve the reliability of our country’s industrial products.

It is imperative to shift from manufacturing in China to intelligent manufacturing in China. The small ball found in ordinary ballpoint pen refill cartridges can only be produced in China recently; before that, they were mainly imported from Switzerland and Japan.imitation has reached its limits, and the future lies in moving towards higher quality, greater precision, and finer details

The topic you’ve chosen is excellent. The reason for the low number of participants lies in the fact that this issue cannot be resolved solely through technical means; it has a very broad scope. This topic was already raised during training sessions organized by the Equipment Management Association in 1988. At that time, the production systems in the petrochemical industry were quite advanced, and discussions took place on how to improve equipment reliability through preventive maintenance, increase the operational rate of production facilities, and boost economic benefits, as well as on how equipment management should evolve. The American Equipment Manufacturers Association has conducted analyses of equipment failures that lead to shutdowns in the U.S. petrochemical industry: around 60% are due to operational errors, about 8% are due to design flaws; I can’t recall the specific figures regarding manufacturing, installation, and maintenance issues. I haven’t paid attention to the situation in China for many years now. In 1996, I conducted tests on the operational efficiency of installations for about 8 years; since the cooling systems, boilers, circulating water systems, and compressed air systems in chemical plants belong to the power systems, they constitute the core of such enterprises. A shutdown of that component on his end would cause the entire factory to stop operating. In the last three years of 2000, there was not a single instance of the whole factory coming to a halt due to a malfunction, and energy costs were also reduced; the costs related to water, electricity, brine, and maintenance parts dropped by about 10% each year. In practice, cost accounting is based on assessments conducted for each shift; evaluations are carried out once a week, with only the top 2 performers being recognized. At the end of the month, the rewards are distributed according to the company’s allocated funds. Equipment maintenance, upkeep, and operational accidents are all proactively identified and addressed in advance. At first, the emphasis on reducing production costs through incentives led to delays in the maintenance of the equipment. However, by paying attention to operation and maintenance, not only were accidents reduced, but stable operations also ensured stable costs. This is just experience from over 10 years ago; I’m not sure if this method still works nowadays