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我厂有新老两个铸工车间,相距两公里。新车间设有型芯生产工段,供应两个车间。型芯生产计划由生产科安排,每月15日下达下一月度计划,分送两个车间。我厂产品有40多种,每一产品的型芯件号有200～300种,型芯总数约3000种,常用的也有500～600种。新老铸工车间各有一个较大的中心型芯库房和3～4个较小的分库房。这种管理制度前后实行了十五年,我们在实践中发现它有种种缺点和弊端,主要有:(1)我厂在计划管理方面的一套制度,基本是学习苏联的。在计划按排上采用生产间隔期的方法,零件投入有6天、12天、24天、48天,共分四期。型芯库房分设两地,有几百种,甚至几千种型芯在周转。
Our factory has two new and old casting workshops, two kilometers apart. The new workshop has a core production section and supplies two workshops. The core production plan is arranged by the production department, and the monthly plan is released on the 15th of each month to distribute the two workshops. There are more than 40 kinds of products in our factory. There are 200 to 300 types of core parts for each product. The total number of cores is about 3,000, and 500 to 600 are commonly used. The old and new foundry workshops each have a larger central core warehouse and 3 to 4 smaller sub-warehouses. Before and after this type of management system was implemented for 15 years, we discovered in practice that it had various shortcomings and drawbacks. The main ones were: (1) Our factory’s system of plan management was basically a study of the Soviet Union. In the plan, according to the method of using the production interval according to the row, there are 6 days, 12 days, 24 days, and 48 days for the input of parts, which is divided into four phases. There are two types of core warehouses, with hundreds of types or even thousands of cores in circulation.