The workload issue in coal coking laboratories
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At our factory, drivers of the coal trucks that deliver coal often play tricks by bringing in coal with a high ash content. Therefore, I’m wondering if it would be possible to take samples from each truck and test its ash content. I’m not sure what requirements there are for the laboratory in this regard, or how many people are needed to carry out these tests. Approximately 60-70 coal trucks arrive at the factory every day; I hope you can offer some guidance. I’d also like to hear how everyone arranges to test the various physical and chemical properties of the coal brought into the plant
Samples are sent to the laboratory. There are no special requirements for the laboratory; it just involves working extra hours, meaning work continues after regular hours end. However, if samples were taken from every vehicle for testing, and considering that 60-70 vehicles arrive at the plant each day, the amount of coal samples would be too large. You can simply select a random sample to send to the laboratory for testing
First: Our company is installing sampling points – samplers – in the vehicle’s pump lines for sampling on the vehicle (operations have not yet begun officially). Second: Vehicle stacking and unstacking
How does everyone keep an eye on the drivers who deliver coal to ensure they don’t cheat? Are there any effective monitoring mechanisms that can identify early which vehicle is responsible for such behavior?
This post was last edited by hao101029 on 2012-2-20 at 21:47. Our factory faces the same problem as well: coal trucks arrive at night, and despite having cameras in place, quality issues still occur and it’s difficult to ensure consistency. We later added more staff, and also changed them frequently; this improved things a bit, but frequent staff changes are troublesome and bring many issues. Samples are taken and then encoded twice before they reach the testing department. Even after all that, problems still arise, and the possibility of collusion between internal and external parties cannot be ruled out
Is it Comrade Xiaoding of ours? Hehe, the quality of coal coke is indeed a big problem
Every company faces such problems; it’s inevitable. Personally, I think a punishment and reward system should first be established within the company. It’s just my personal opinion. 1. Any instance of collusion between insiders and outsiders will result in immediate disciplinary action, fines, demotion, transfer from the position, or even dismissal. 2. In the event that an abnormality is detected in the coal sample parameters or the driver engages in fraud, a reward of 1% of the value of the goods will be given.
Let’s discuss this in detail: in addition to the sampling done by the inspectors from the quality control department, the laboratory also assigns dedicated personnel to take a random sample every day, recording details such as the vehicle license plate number, type of coal, and customer name
Some suggestions: 1. Use fast ash, fast sulfur, and fast water analyzers； 2. It mainly depends on the professional ethics of the sampling personnel (using the 5-point method with automatic samplers might be better). 3. Using two or three different sample codes can prevent collusion and mutual interference; after all, it’s not possible to try to bribe everyone ； 4. The company should have systems for incentives and rewards, as well as strict penalties; our quality control department’s annual end-of-year bonuses are really......:lol
This is a matter related to business management. In short, it is necessary to first establish strict internal inspection systems; for example, Gray High can deduct amounts from suppliers based on the criteria specified in the contracts, thereby sharing the company’s losses as much as possible with others. Strict supervision must be enforced at this stage, with testing and sampling being two key aspects. Secondly, reach an agreement with the supplier to assign supervisors to the delivery drivers, or replace the transportation team altogether. Establish a comprehensive internal management system, include coal delivery numbering, and make personnel adjustments.