Research On Regrouping Unplanned Steel Plate Control Operation Flow At SG Group

As continuous increase of steel capacity, the supply exceed the demand at the steelmarket and the contradiction between the supply and the demand intensified, while thecompetition become increase white-hot, the profit margin of the steel industry is very small.To reply to all these challenges, all Iron&Steel enterprises enhance their corecompetitiveness, realize industrial restructuring and meet the market demand throughupgrading management and innovating techniques and business process reengineering.Every Iron&Steel enterprise pursues optimizing technological process, enhancingproduct quality, reducing production cost and maximizing the profit. As basic raw material ofthe shipbuilding at the lower reaches of Yangtze River, mechanical processing, automanufacturing and other industries, the demand on the plate quality is high and thetechnology services is needed as support.Shaoguan Iron&Steel Group Co. Ltd.(Hereinafter referred to as SGIS) is a largestate-owned enterprise that has been producing steel products for40years and possessingabundant production experiences. Its products covers steel products of all specifications andof three main series i.e. wide-thick plate, ribbed reinforced bar and wire rod. As the plate wasa main product, we exerted our efforts to develop products of high ranking, such as hullstructural steel plates, plates used for high-rise buildings, structural plates used for bridges,plates used for pressure vessels and plates used for piping, that yields high added-value,produced with advanced technology and with good profit so as to increase the market share.However, there were lots of defective products whose price is lower than those that up to thestandards and as a result, our economic efficiency was damaged.Against this background, we used business process reengineering（BPR） theory, brainstorming (BS) and comparative analysis method to analyze four links i.e. sales, production,quality inspection and storage and logistics in which the product quality was damaged so as tofind out parts of the business process during which the product value was not increase andlinks in which efficiency is low and work out forceful measure to guarantee the smoothimplement of the new business process through clearing up, contrasting and redesigning thebusiness process.After preoperation and continuous improvement, the new business process becameperfect day after day and generated remarkable effects and we basically achieved the settinggoals. Through optimization and integration of the business process, and solidifying andpacking by informationize measures, the business process was up to standard, the management level was enhanced and we gained experiences that could be used for otherbusiness process reengineering.