Keywords: training, tracking, and diagnostics 1. Urgency and necessity of implementing follow-up diagnostic training Accompanying the rapid development of the power industry, the overall technological level of China's power industry has achieved a leap-forward development, but due to the current global energy shortages and international With regard to the improvement of energy-saving and emission-reduction requirements, the countryâ€™s emphasis on energy efficiency and energy-saving emission reduction has been increasing. This requires that, in addition to satisfying the quality and reliability of power supply, power generation must also reduce energy consumption, improve economic efficiency, and reduce pollution. Efforts to make further efforts.
In the work of energy saving and consumption reduction, in addition to the manufacturing, installation, commissioning, and overhaul of power equipment, the production management mode, production process, and personnel skill level of power generation companies are all important influencing factors. At present, improving the management level of enterprises, optimizing the production process, and improving the quality of personnel have inevitably become a top priority for all companies. Training naturally mentions a high level and becomes an urgent task at the moment.
Follow-up diagnostic training conforms to the theory of system science and follows the principles of comprehensive planning, system management, and dynamic analysis. It has two meanings: First, it refers to the training work itself is a systematic project, from the training needs analysis stage to the training design and implementation stage to the training effect evaluation stage, each process is not isolated, but interrelated and mutual The influence is indispensable. After evaluating the effectiveness of the training, the evaluation results should be fed back to the next workflow to form a complete "closed loop" state. The second layer of meaning means that the various elements of corporate training are not isolated in the work, and should also follow the principle of systematic thinking. A company must cultivate its own core competitiveness, must achieve continuous innovation and meet the development requirements of knowledge workers, and smoothly achieve industrial upgrading, it needs to be improved in the management system, production process and human resources, and will own business To become a learning organization in a true sense, following the diagnostic new comprehensive training is the main way to achieve this goal.
2. Following diagnostic training content and characteristics Follow-up diagnostic training mainly includes three aspects:
2.1 Personnel Quality Improvement Training On-site personnel training, if you want to achieve better training results, really play a role in improving the quality and ability of the business, you need to first do a good job of training needs survey, and then targeted development of training programs, individualized Training to improve training effectiveness.
The International ISO 10015 Quality Management Training Guide clearly states that the training needs should be determined based on an analysis of the current and expected needs of the organization compared with the existing capabilities of its personnel. The training needs investigation stage mainly achieves the following three purposes: (1) to determine the gap between existing and required capabilities; and (2) to determine the training required due to the mismatch between the employee's existing capabilities and the required capabilities of the job; ( 3) Document the required training requirements.
Follow-up diagnostic new-type comprehensive training is to change the drawbacks of traditional training and training, which are mainly proposed by sending and training units, lack of training specificity, and individual differences. They are turned to experts for production at the production site, and after a long period of follow-up production, According to the problems found on the spot, a systematic analysis of the operating habits and maintenance processes of the operating or maintenance personnel is carried out, and then the requirements for personnel skills brought about by the unit needs and improvement of the production process are fully combined, gaps are found, and training requirements are determined.
2.2 Production process improvement The equipment life of electric power production enterprises is generally designed to be 40 years. At present, most companies have been operating for many years. Many power plants were affected by equipment manufacturing, installation and debugging at the time of construction, and there were certain defects in the equipment. In addition, due to fuel With the impact of tight supply and so on, the actual burning coals of many companies have changed greatly from those of the original design coal, making the operating conditions of the unit operating conditions design conditions, resulting in low operating economy, and urgent need for system improvement and equipment Transformation.
Follow-up diagnostic training means that the training expert puts forward system improvement and equipment modification programs based on equipment status and operation status at the site. System improvement and equipment transformation bring new skills requirements. At this time, it is necessary to develop personnel skills according to new technologies and new processes. Training to adapt to new technical processes and processes. At present, there are many items involved in the improvement of power companies, including the transformation of control systems, optimization of unit thermal systems, installation and operation of economic expert guidance systems, feed pumps, coal mills, fans and other major auxiliary equipment transformation. All these improvements can be carried out in two modes. One is the development of plans by experts, and the combination of enterprises and equipment manufacturers to transform them. The advantage is that all the benefits brought by the transformation are owned by the company. The disadvantage is that there are more investment funds. The other way is to do it by professional energy-saving companies. The funds needed will be borne by the energy-saving companies, but the benefits of the transformation will be divided according to a certain percentage.
2.3 Production management concepts and management methods Improvements in the concept of enterprise production management and improvement of management methods have a very significant effect on improving work efficiency and improving the economic efficiency of production. Follow-up diagnostic training experts can analyze the current stage of the company based on experience. Identify problems in the management system and management methods and improve them. At the same time, aiming at changes in the management system and technical personnel's capacity requirements brought about by the improvement of management systems and methods, the content of training needs to be determined and targeted training is conducted. Some time ago, during the follow-up diagnostic new comprehensive training for the power plants of a group company, we found during the training needs investigation stage that the maintenance personnel were struggling to deal with and equipment failures continued. After careful study by experts, it was found that the company still carried out after-service inspections. The system focuses on post-inspection and maintenance, and it is a precautionary measure. Ultimately, under the advice of training experts, the final enterprise changed the aftercare system to plan overhaul and some equipment preventative maintenance systems, improve the ability of operators to detect equipment faults during the operation process and emergency treatment level, and strengthen maintenance personnel's daily maintenance knowledge and skills. The improvement has greatly improved the working efficiency and the unit's reliable and safe production level.
In short, following diagnostic training is a comprehensive medical examination of manufacturing companies, diagnosis of management, equipment and production processes, and human resources, identification of training needs, preparation of appropriate remedies, development of appropriate training and improvement programs, and improvement of the overall economic level of the power plant.
3. Training mode and training process Following the diagnostic training, the traditional training mode was changed. The original trainee or the enterprise asked for the request and changed to the expert stationed on the spot. The training was identified by searching for problems, discovering problems, and combining the questions raised by the on-site personnel. The content and direction. This is like treating a patient. It may not feel sick, but experienced experienced experts know that they have been put on a certain disease or have the risk of the disease and take measures to prevent it. This is what Chinese doctors often say. The "prevention of disease", following diagnostic training is to achieve the goal of treating the production enterprise "not sick".
The training process mainly includes the following processes:
3.1 Training Needs Survey Experts stationed in enterprises for a comprehensive understanding of the process may take a relatively long period. This stage requires an expert team to conduct a comprehensive survey and mastering of the company's management system, production process, equipment implementation status, personnel skills and other aspects.
3.2 Make a diagnosis, develop a training program Expert team, according to the survey of the production situation, combined with their own knowledge and skills, put forward the root causes of the existing problems, determine the technical transformation and training direction, and then develop a corresponding training program.
3.3 Training training During the training process, the trainer shall guide the on-site production personnel to participate in the whole process of management model reform, production process improvement, and equipment and facilities transformation according to the set goals. At the same time as the completion of the system transformation, the trainer will focus on the project implementation process. Problems, one-on-one or one team training for a team to achieve good training results.
Follow the diagnostic training process as far as possible generally do not use a centralized classroom lectures, in the training process, the main use of one-on-one targeted training, when faced with a big problem is that you can use the team comprehensive training model, by the team of experts Conduct group explanations and training to improve training effectiveness.
3.4 Evaluation of training effectiveness Assessment and improvement of training effectiveness are the core of the four training processes. Training evaluation is divided into response assessment (level 1), learning assessment (level 2), behavior assessment (level 3), and benefit assessment (level 4) IV. Levels. In the traditional training mode, response assessment and learning assessment are organized and implemented by training institutions and are relatively easy to implement. Behavior assessments and benefit assessments are mostly conducted by the trainees' training units. Currently, it is difficult to implement them, especially for benefit evaluation, because many training programs are very Difficult to use economic benefits to assess. Followed by diagnostic training in the training process, multi-inclusive system improvements and equipment transformation and other technological transformation projects, the economic benefits are obvious, easy to implement the calculation and evaluation.
Table 1: Training Program Benefit Evaluation and Improvement Opinions (Level 4)
Name of the training program: Preparer: Preparation time:
Before and after the implementation of the training project, relevant data analysis data samples are determined according to the contents of the training project.
Comprehensively assess the impact of training programs on safety production, operation management, and technological progress, as well as changes in work efficiency, profitability, and service satisfaction.
Comprehensive Evaluation of Training Projects Training Improvement Suggestions Remarks 3.5 Summarizing Improvements and Improvements Improves information based on impact assessments, conducts critical reflections, and modifies contents related to training content, training modes, use of training specialists, etc., improves the maturity of training, and completes PDCA training. Cycling process to achieve a spiral of training quality.
4. Following the diagnostic training expert team to establish the characteristics of follow-up diagnostic training determines that the training team personnel should have experienced management system construction personnel, production and technical skill improvement expert personnel and operation experts with rich experience in on-site operation skills. At the same time, all professionals are required to have good communication skills and teaching skills, and have the ability to find problems, analyze problems, and solve problems in the field.
5. Concluding remarks â€œFollow-up diagnosticâ€ training can fundamentally change the weaknesses of the traditional teaching model, such as the emphasis on theoretical explanations, the poor effect of solving practical problems, and the difficulty of using training results in economic evaluation, etc. The importance of solving practical problems in the training process starts from the training needs survey. In strict accordance with the development process, precision planning and organization and implementation of training, it can really improve the unit's overall benefits. However, "follow-up diagnostics" training requires the approval and support of training units and trained units, and also has high requirements for the training team and trainers.
This training mode is only a kind of author's idea. It has yet to provide valuable comments to readers, and it plays an important role in attracting attention. Finding an effective vocational training mode is in line with the requirements of modern enterprise development.
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