Urea shift handover issue
Thread Content
Dear experts: In our urea production process, there are four chemical production shifts, and rankings are determined on a monthly basis. Therefore, during those critical hours, the main control operator for each shift will ask the relevant team to lower the water column. Reduce the amount of ammonia fed into the synthesis tower (that is, decrease the speed of the ammonia pump), increase the amount of methylamine fed into the synthesis tower (increase the speed of the methylamine pump), and also increase the speed of the ammonia water pump and the dimethylamine pump. Try to empty out Level 1 Cold and Level 2 Cold as well. (The prerequisite for doing all this is to ensure that **the time remains within the specified limits**.) Therefore, the production volume in our facility is always lowest during the first hour, with the highest ammonia usage at that time. I have a question for the experts here: When taking on such a role, what is the best way to adjust? ? /? ? ? This post was last edited by lxq700918 on 2009-2-21 20:37.]
The situation described by the poster indicates that there are problems with the management of the urea production process in your factory. To eliminate such unhealthy forms of competition among teams, it is necessary to strengthen the monitoring and management of process parameters, in order to ensure stable production and consistent output from the facility on a daily basis. As for taking on such a task: 1. Find the adjusted parameters. 2. It is necessary to adjust various parameters. Such as the speed of the ammonia pump, the water column at the compressor inlet, and the speeds of various pumps. Adjust and stabilize the indicator parameters; the adjustments must be based on the process indicators of the synthesis tower. 3. The issue was brought to the workshop, with a request to change the assessment rules.
It’s obvious to be a state-owned enterprise! The forest is too big! Talk to your supervisor! Or the workshop supervisor!
**Poaching is something that must be absolutely prevented. A long-term mechanism can be established, with dedicated personnel in charge of its management. You can tell our colleagues that ensuring the normal operation of all parameters of the maintenance equipment is the best way to achieve safety, stability, and cost efficiency!
It’s impossible to control it; actually, the workshop is aware that everyone is trying to manipulate things. The best solution is for the four shifts not to be ranked, so that no one will try to engage in such practices. During those hours, everyone tries to use as little ammonia as possible. Those with higher levels still stay within the specified limits, so it’s hard to say anything about them. That’s why we reduce the speed of the first pump and increase the speed of the ammonia pump during those times
It’s good to think of ways to solve problems, even if those ways are unorthodox; at least it shows that they are thinking... But once such situations arise, managers need to step in and take effective control. This is what is meant by the saying that for every inch of progress made, there is an equal amount of opposition. Don’t you think so?
In fact, every shift operates in this manner, which inevitably leads to fluctuations in the process conditions within each shift; it requires extra effort and concern, and ultimately results in losses in production volume for those shifts. The issue should be reported to the workshop, with a requirement that the process conditions during critical periods, especially the relevant process temperatures, must not change—even if it remains within the specified limits. Otherwise, severe penalties should be imposed, particularly on shift leaders and those in charge of monitoring processes, with strict evaluation applied. This negative phenomenon should be corrected; we have been quite successful in managing this aspect.
Unethical tactics! Such actions will cause fluctuations in the system; at present, production cannot be increased and consumption cannot be reduced. Workshop management bears an undeniable responsibility for this!
Fierce competition among various chemical processing teams will only lead to a worsening of your system’s ability to regulate itself. In such situations, you must turn to your managers and ask them to enforce proper oversight; otherwise, nothing will be done about it. Then what is there still for your managers to do? It’s better if you take on the leadership role. By the way, if I were the manager and heard that an employee could raise such a suggestion, I would give them at least a 50-yuan reward! Hehe!
Actually, the supervisors in our workshop have all worked in control positions and are aware of this phenomenon; yet everyone still goes about their tasks as usual
It’s obvious that your workshop management is in complete disarray. In our factory, those who deliberately disrupt production will be dismissed after just two such incidents. Front-line operators must remember that we’re not dealing with tractors at home or Mercedes or BMWs on the streets – we’re working in the most dangerous chemical processing environments!