Construction of Lean Management System for Power Grid Equipment Based on Multi-Service Convergence

State grid Tianjin electric power company carries out lean grid management research based on grid management statistical analysis based on power grid equipment operation efficiency analysis platform. Firstly, this paper introduces the construction process of power grid equipment operation efficiency analysis platform. Secondly, this paper introduces lean management strategy of power grid, based on the constructed operation efficiency analysis platform of power grid equipment, which deepens its application in power grid management. Finally, this paper analyzes the effect of the project results, from the aspects of economic benefit and social benefit. This project can realize lean analysis of grid equipment running efficiency and asset efficiency, and to play a better role for data statistics, on supporting effect of operation and management decision making.

PurposeThe purpose of this paper is to frame the potential benefits of lean dynamic performance management (PM) systems for small and micro-enterprises. Such systems may exploit the entrepreneur’s tacit knowledge and build on managerial competencies, by incorporating individual attributes into organisational routines.Design/methodology/approachThe paper suggests the use of insight models based on the combination of lean PM tools and system dynamics (SD) modelling. Based on a number of exemplary cases, the paper discusses the potential benefits of these models, in respect to four specific contexts: artisan, new company start-up, established firm and micro-giant company. Related to such contexts, the research identifies: needs or priorities, and obstacles or impediments to pursuing business survival and development.FindingsThe conceptual framework discussed in the paper discloses a quite original empirical basis to outline lean dynamic PM systems that may provide entrepreneurs with a set of key-performance drivers that help them to prioritise action, in each of the four analysed contexts.Originality/valueGrowing interest in adopting lean PM models in small and micro-firms appears in the recent PM literature with research highlighting strengths and shortcomings. However, few attempts have been produced to overcome such limitations, while the adoption of SD is relatively new in supporting lean PM system design.

All Original Equipment Manufacturers (OEM) organizations in Aerospace, Automotive and Electronics industries had to upgrade their functions. These organizations including suppliers and solutions providers are duty bound to improve their functions through strategic initiatives. One such initiative is Lean Process Management. Lean Process Management has proven to aid organizations in developing manufacturing and administrative management solutions and make the organization a leaner at the same time a "fitter" one, achieving World Class standards in terms of production, quality, marketing, etc, etc. The issue or problem is, although a number of authors, experts, researchers have discussed the lean process management as part organization centric issues, they failed to provide an effective lean process management system. Besides the need to formulate an effective lean process as suggested by some authors, another important reason suggested is the employee's development aspect regarding how to unlock the infinite potential of their workforce. This employee's development is basically the problem solving capabilities of the employees while implementing the Lean through clear cutting protocols or processes of Lean Process Management. The employees need to be developed and equipped to contribute optimally to the process. Because of this scenario, the main objective of this study is to develop an employees development system which the author has acronym or trademark it as People Development System (PDS) to enhance problem solving capability among its employees while implementing the lean process management there. Although, the PDS can be implemented throughout the organization, if it is implemented in a particular department in an organization, it will be feasible to study and analyze its effectiveness in-depth. So, this study documents and analyzes the implementation of Lean process in the Kitting Department of the aerospace company, ABC Company. Qualitative and quantitative measures were also used to document the case study. The outcome of the people development system needs to be measured to understand its value in developing the problem solving capabilities among the employees. Only with developed and equipped employees, the Kitting Department can reduce its wastages, optimize its performance and thereby play a crucial role in making ABC Company a world class organization. As pertinent results of the PDS implementation, in general Kitting Department successfully achieved to meet their Department Key Performance Indicator and particularly the employees' are also improve by practicing good lean behaviors and skill and knowledge in using lean tools which lead to better leanness level by improving employees' problem solving capabilities in eliminating waste. On the whole, the lean process management and the resultant PDS is having positive applications, and importantly could also have positive applications in the future as well.

This article combines insights from the organizational institutionalist (OI) literature on the complexity of transnational institutional streams and the power-based approach of the comparative employment relations (CER) literature to better explain diversity in human resource (HR) practices across organizations embedded in different societal contexts. Building on the insights from both literature strands, the article argues that societal institutions, by providing power resources to labour vis-a-vis management, influence the settlement of contradictions in HR practices in the workplace, with implications for the internal consistency of HR systems. The findings are based on the comparative case study of three metal companies in Germany, Italy and the United Kingdom that implemented lean management systems. They suggest that labour-supporting institutions at the sectoral and organizational levels in the German metal company contribute to a more ‘balanced’ settlement of the tensions between the (ideo)logics of empowerment, cost-cutting and Taylorism, which characterize lean management systems, compared to the Italian and British companies. The article contributes to cross-fertilization between the OI and CER literature because it demonstrates the value of integrating the power resource perspective in (comparative) OI studies, and of taking into greater consideration the role of transnational (ideo)logics in CER research.

As demonstrated by the existing literature, lean production and management can contribute to the improvement of firm performance. However, there are many companies that struggle to apply its ethos and practices. The key point is that lean production differs from traditional mass production in many ways. Other than that, numerous studies have shown that business management systems must take into account both soft power and hard power. The main purpose of this study is to use the Analytic Hierarchy Process (AHP) and Analytic Network Process (ANP) tools to find out the soft and hard power factors, rank their importance in identifying the key success factors for the introduction of a lean production system, and assist in making the company’s transformation smoother and more successful. The research results verify that a lean production system needs to take into account both soft power and hard power. Lean management in this study concludes the following priorities of critical factors: In hard power (technical dimension): (1) 5S, (2) seven major wastes, (3) solutions to lean production-related issues, (4) storage location management and warehouse management, (5) single minute exchange of die, and (6) total productive maintenance; In soft power (management dimension): (1) teamwork, (2) communication, (3) leadership, (4) culture, (5) initiative, and (6) employee training. The combination of soft power and hard power can improve the success rate of lean management system introduction.

Managing stock effectively is important for any organization, running a bakery firm is no exception because without enough stock, services to the customers will come to an abrupt stop. M. Products Bakery and Confectionary Limited provides services for 24 hours and accordingly, needs to keep stock of certain materials and other supplies in order to fulfill its duties effectively. It is generally held opinion that where stock management is poor, it greatly affects the company’s operations as well. Hence this study investigated the Inventory management Practices, M. Products Bakery and Confectionary Limited taken as a case study. A sample of 50 respondents was selected for the study. Questionnaires, interviews and observation were used in attaining data from respondents. The study revealed that the company ensured lean inventory management systems and strategic supplier optimization and most importantly the use of inventory recording technique (stock valuation using FIFO, inventory and issue methods) to manage its inventory. The study also revealed that the company had a computerized system as an inventory management practice but it had no existing inventory model. The study revealed that Inventory Management Practices have impacted on the company’s operations, profitability and the ability of the company to meet customer demand. However, among the gaps within the inventory management practices at M. Products Bakery and Confectionary Limited was limited space, delayed orders from suppliers leading to insufficient inventories, poor quality products from suppliers, bureaucratic process in procurement, purchase of raw materials with early expiration date, increased damages due to poor handling during production, overstocking/under stocking, weak management system , lack of training of the employees and un qualified employees, use of manual inventory management system in some departments, scattered storage facilities and poor transportation mechanism (resulting into spoilage of materials), theft and attacks from rats which reduces the amount of inventory available for sale, reduced demand from some customers especially during the covid19 outbreak and heavy taxes from the government. It was therefore recommended that there is need to expand on its production facility and also adopt advanced warehouse techniques, management to emphasize the importance of inventory management, company should improve its relationship with its suppliers, adopt accurate forecasting techniques, should train more executives and employees and also adopt an advanced information system such as Electronic Data Interchange.

Use of Lean and Related Transformational Performance Improvement Systems in Hospitals in the United States: Results From a National Survey

Dry-coupling ultrasonic technology is applied to detecting oil-level of oil-filled equipment in power grid. Vinyl silicone rubber is used to substitute liquid coupling agent to fabricate dry-coupling ultrasonic probe, which makes the ultrasonic directly enter the oil-filled equipment through the special structure of dry-coupling probe and detect oil-level of oil-filled equipment accurately and rapidly. Omitting the step that smearing liquid coupling agent on the probe can avoid the contamination on the surface of equipment and significantly improve the detection efficiency.

“Lean occupational” safety: An application for a Near-miss Management System design

Enhancing knowledge exchange through web map-based knowledge management system in construction: Lessons learned in Taiwan

Lean and Environmental Management System (EMS) are widely appreciated by organizations in improving business efficiency and productivity. The distinct systems have worked towards the enhancement of business capabilities, reducing production costs and meeting ISO standards. This paper analyzes these two systems and provides an understanding of how these processes have contributed in improving business efficiencies. Past research studies have revealed that there are wide ranging possibilities and scope of expanding the application potential of these systems to provide even better business models. The research study aims to provide an understanding of the individual systems and then goes on to explore the possibilities of integrating the two models to provide an effective approach to achieving organizational efficiency.

9437025 Lean burn engine management system and its distinctive feature: Kunitomo Minamitani, Tetsushi Hosokai, Futoshi Nishioka. Yasuyoshi Hori, Hideshi Terao, Hideyuki Nishi (Mazda Motor Corporation), pp. 85–88, 9 figs., 1 table, 2 refs

Both the lean manufacturing (LM) and the quality management system (QMS) are clear initiatives with a goal of improving effectiveness and efficiencies. This review paper aims at exploring the impact of LM tools on QMS. Many organisations tackle lean philosophy, ISO 9001 standard individually. But this kind of attempt lacks focus on the synergy and the advantage from the potential collaboration. Few studies were conducted to explore the linkage between LM and QMS and whether they can coexist in the Manufacturing Industries or not. Though LM is generally proposed as a driver for QMS, a conceptual model is necessary to be developed in order to investigate the integration between LM and QMS. The model is proposed in this paper with a future direction of empirical investigation using AMOS 22 structural equation modelling to test the developed proposition. The originality of this paper lies in observing and measuring the impact of 11 LM tools on the QMS implementation with eventual contribution to operations management by focusing on hard LM aspects and their interrelationships with QMS in one integrated model.

Since the 500 kV DC transmission project was put into service by monopolar link in Dec. 2002, noises of the 500 kV main transformers around WuNan increase significantly (about 21 db). This article discussed the impact of ground direct current produced by DC monopolar link upon equipment in AC system. It includes the impact of DC magnetic biasing on transformers and current transformers, the impact of power grid harmonic on protection relay devices and the corrosion impact of ground DC magnetic biasing on the earthing network in substations. It also proposed the measures of injecting reverse direct current to neutral point of transformers to limit the DC magnetic biasing in transformers

In response to the problems of low recognition rate and long system operation time in equipment detection management in the existing IoT information training room management system. A research has proposed an IoT information training room equipment detection management system on the ground of an improved YOLOV4 detection and recognition algorithm to solve the above problems. Firstly, it used the YOLOV algorithm to detect and identify equipment in the IoT information training room. Then, it used clustering methods to improve the YOLOV algorithm, thereby enhancing the detection accuracy and robustness of the algorithm, and thereby enhancing the performance of the equipment management system in the equipment management process of the training room. Finally, performance validation of the training room management system was conducted using datasets and simulation experiments. The results showed that the loss value of the training room equipment management system constructed using the improved YOLOv4 algorithm during the training process was 0.16. The accuracy and recall rates of device recognition were 95.71% and 92.83%, respectively. And the detection false alarm rate during the device detection and recognition process was only 2.15%, with a mAP value of 91.66%, and the detection and recognition indicators are higher than those of the comparison method. This indicates that the training room equipment management system constructed in the study has good adaptability in equipment detection and recognition in IoT information training rooms. The research aims to provide effective technical support for the management system of IoT training room equipment.