拉动式生产的应用研究
摘要
拉动式生产作为精益生产的重要组成部分,对其进行研究,有助于企业实现精益生产。本文以世界500强企业长春某子公司汽车底盘电子部拉动式生产实现为背景,研究了现有拉动式生产策略,分析了现有拉动式生产策略的运行过程,从运作和控制方面对比研究了现有的拉动策略。在对车间实际生产状况进行调研的过程当中,发现应用现有的拉动策略对生产线进行拉动式生产设计,很难达到事先设定的改善要求,因此在改善的过程当中提出一种新的拉动策略,应用这种策略不仅使生产线的产能最大,而且库存最低。接着利用Arena软件对应用了新拉动策略的生产线进行了仿真,再一次的证明了新拉动策略可行,满足设计要求。最后将提出的新拉动策略扩展到N个生产阶段进行论述,给出了新的拉动策略各个生产阶段的运行规则,并推导出新的拉动策略的三种特殊情况。对此企业应用新拉动策略的生产线进行调查,调查结果显示,应用新的拉动策略达到了事先设定的改善要求。
In today’s rapid development of economic globalization, the enterprises are faced with a rapid and unpredictable change in a buyer's market. This asks the enterprises to respond quickly to the ever-changing market and develop productions that meet the demands of users to capture market in order to win the competition. This requires the enterprises to produce in the light of the actual situation, based on the thought of Lean Production and status quo, and gradually achieve Lean Production through continuous improvement. A strategy of pulling production is one of the tools or ties to improve the situation.
The core of pulling production is JIT production, and the target is to reduce costs, continually to improve and upgrade. It boosts various production processes to improve continuously through pulling production, which meets customer needs, and it gradually eliminates the ineffective production, reduces inventory reserves, lowers production costs, and thus achieves the requirements of Lean Production. Therefore, the design of pulling production becomes the most important improvement projects of many enterprises who want Lean Production.
Though the study of Siemens VDO Automotive Chassis electronics sector, we realized the importance of implementation of pulling production. As a basis for the factory to implement lean production, it can reduce WIP inventory, and make some hidden problems of original production line expose, so as to solve these problems. During the investigation in the workshop, we implemented pulling production to improve a production line. Through knowing the production situation and understanding the needs of the customers, some objectives of improvement are established: 1) changing pushing production into pulling production. 2) In the circumstances to ensure that the production line will yield products, to reduce WIP inventory from 15 000 to about 5,000. 3) For the type little or no change in the day changing into six types.
Among the improvements we found that the use of the existing pulling strategy to improve the production lines can not guarantee a good yield, the volume of WIP and type of products in line with the required improvements. After careful analysis and research of all aspects of production, we summed up a pulling strategy which suits this production line well. This is a new pull-type strategy, named KCB strategy. Figure 1 is a map about how the KCB pulling strategy operates in an N stages production. This new pulling strategy also includes production of other ideas, such as the DBR, etc. Practice proves that this is a very successful strategy for stimulating. Currently in this company, similar situations in the production of pull-type production line are applying this strategy to stimulate production.
The only thing in producing practice that remains unchanged is the changes, therefore, for a production system, the ability of quickly adapting to change is necessary. Applying KCB new pulling strategy promotes production line from the previous pushing production into pulling production, and the enterprises change from the previous production process for none or one - or two types into one day six types. WIP Inventory is main indicator which could reflect in Lean production in enterprises. The use of the new strategy makes the largest WIP inventory 5000 and at least 0 during the producing process. From the result of the improvement, we can see the application of new pulling strategy achieves the goal of improvement.
KCB pulling strategy applied to the existing three comprehensive pulling strategies, i.e. KANBAN, CONWIP and Base Stock Strategies. In the production process, transfer of materials between upstream and downstream processes relies on the KANBAN card; the CONWIP card is for the production instructions; and the production instructions of processes between the upstream and downstream is on Base Stock strategy to pull. The basic characteristic of the production system is the largest inventory of WIP is predetermined. The KANBAN card is only as a logistics transport signals rather than production signals and the production instructions are directed by CONWIP card to complete. In practical application, in circumstances to ensure the basic characteristics of the KCB strategy, we have some ways to operate and manage easily, such as to simplify the cards used in this system, to design the cards combined with different types of functions, to use KANBAN card added time marker instead of CONWIP card to issue production orders.
In the production practice process, the pulling production system is built up gradually. So it can also use three basic strategies for improving gradually to complete the establishment of KCB pulling production systems, the reasons are as follows: 1) When the number of billboards and the customer demand is infinite, it is Base Stock pulling Strategy. 2) When the billboards for infinite and the basic inventory are only set in the end of the production line, it is CONWIP pull strategy. 3) When the demand of customers is infinite, and the basic inventory number is as same as the billboards number, it is KANBAN pulling strategy. The opposite is how to change the basic pulling strategy into KCB strategy, which also provides the enterprises a guideline to design pulling production.
KCB to pull strategy is a great change. Compared to other production systems, it has great advantages in terms of the merits. As a new pulling strategy it gives the number of its internal relations and the constrained relations among production units, and it will be a great helper to the staff who will design pulling production system. So this paper has done in this area of work to provide a mathematical support for the application of this production system.
At last, ARENA software is applied to simulate the production line. Though simulating production system which uses KCB pulling production strategy, it shows the simulated output of the yield and the number of products. The data of using simulation software shows that the new pulling strategy of production system tallies to the design requirements, which once again proved that the new strategy is a success.
In today’s rapid development of economic globalization, the enterprises are faced with a rapid and unpredictable change in a buyer's market. This asks the enterprises to respond quickly to the ever-changing market and develop productions that meet the demands of users to capture market in order to win the competition. This requires the enterprises to produce in the light of the actual situation, based on the thought of Lean Production and status quo, and gradually achieve Lean Production through continuous improvement. A strategy of pulling production is one of the tools or ties to improve the situation.
The core of pulling production is JIT production, and the target is to reduce costs, continually to improve and upgrade. It boosts various production processes to improve continuously through pulling production, which meets customer needs, and it gradually eliminates the ineffective production, reduces inventory reserves, lowers production costs, and thus achieves the requirements of Lean Production. Therefore, the design of pulling production becomes the most important improvement projects of many enterprises who want Lean Production.
Though the study of Siemens VDO Automotive Chassis electronics sector, we realized the importance of implementation of pulling production. As a basis for the factory to implement lean production, it can reduce WIP inventory, and make some hidden problems of original production line expose, so as to solve these problems. During the investigation in the workshop, we implemented pulling production to improve a production line. Through knowing the production situation and understanding the needs of the customers, some objectives of improvement are established: 1) changing pushing production into pulling production. 2) In the circumstances to ensure that the production line will yield products, to reduce WIP inventory from 15 000 to about 5,000. 3) For the type little or no change in the day changing into six types.
Among the improvements we found that the use of the existing pulling strategy to improve the production lines can not guarantee a good yield, the volume of WIP and type of products in line with the required improvements. After careful analysis and research of all aspects of production, we summed up a pulling strategy which suits this production line well. This is a new pull-type strategy, named KCB strategy. Figure 1 is a map about how the KCB pulling strategy operates in an N stages production. This new pulling strategy also includes production of other ideas, such as the DBR, etc. Practice proves that this is a very successful strategy for stimulating. Currently in this company, similar situations in the production of pull-type production line are applying this strategy to stimulate production.
The only thing in producing practice that remains unchanged is the changes, therefore, for a production system, the ability of quickly adapting to change is necessary. Applying KCB new pulling strategy promotes production line from the previous pushing production into pulling production, and the enterprises change from the previous production process for none or one - or two types into one day six types. WIP Inventory is main indicator which could reflect in Lean production in enterprises. The use of the new strategy makes the largest WIP inventory 5000 and at least 0 during the producing process. From the result of the improvement, we can see the application of new pulling strategy achieves the goal of improvement.
KCB pulling strategy applied to the existing three comprehensive pulling strategies, i.e. KANBAN, CONWIP and Base Stock Strategies. In the production process, transfer of materials between upstream and downstream processes relies on the KANBAN card; the CONWIP card is for the production instructions; and the production instructions of processes between the upstream and downstream is on Base Stock strategy to pull. The basic characteristic of the production system is the largest inventory of WIP is predetermined. The KANBAN card is only as a logistics transport signals rather than production signals and the production instructions are directed by CONWIP card to complete. In practical application, in circumstances to ensure the basic characteristics of the KCB strategy, we have some ways to operate and manage easily, such as to simplify the cards used in this system, to design the cards combined with different types of functions, to use KANBAN card added time marker instead of CONWIP card to issue production orders.
In the production practice process, the pulling production system is built up gradually. So it can also use three basic strategies for improving gradually to complete the establishment of KCB pulling production systems, the reasons are as follows: 1) When the number of billboards and the customer demand is infinite, it is Base Stock pulling Strategy. 2) When the billboards for infinite and the basic inventory are only set in the end of the production line, it is CONWIP pull strategy. 3) When the demand of customers is infinite, and the basic inventory number is as same as the billboards number, it is KANBAN pulling strategy. The opposite is how to change the basic pulling strategy into KCB strategy, which also provides the enterprises a guideline to design pulling production.
KCB to pull strategy is a great change. Compared to other production systems, it has great advantages in terms of the merits. As a new pulling strategy it gives the number of its internal relations and the constrained relations among production units, and it will be a great helper to the staff who will design pulling production system. So this paper has done in this area of work to provide a mathematical support for the application of this production system.
At last, ARENA software is applied to simulate the production line. Though simulating production system which uses KCB pulling production strategy, it shows the simulated output of the yield and the number of products. The data of using simulation software shows that the new pulling strategy of production system tallies to the design requirements, which once again proved that the new strategy is a success.
引文
[1] 谢连升,基于 MRPII 和 TOC 集成系统开发,大连理工大学,硕士学位论文,2002 年
[2] 冯云翔,精益生产方式,企业管理出版社,1995 年,第 1 版,9～10
[3] 刘胜军,精益生产,海天出版社,2003 年,第 1 版 ,～9
[4] 大野耐一,丰田生产方式,山西人民出版社,1989 年,第 1 版,12～63
[5] Berkly.B.J A review of the kanban production research literature Production and Operation Management ,1992,1(4) 393～411
[6] Clark AJ, Scarf H. Optimal policies for multi-echelon inventory problem. Management Science.1960,6(4) 475～490
[7] Lee YJ, Zipkin P. Tandem queues with planned inventories. Operations Research. 1992,40(5) 936～947
[8] Spearman M L, Woodruff, Hoop W J. CONWIP : A pull alternative to Kanban.International Journal of Production Research,1990,28(5) 879～894
[9] Framin JM,Gonzalez. The CONWIP production control system : review and research issue. production planning and control 2003,3(14) 255～266
[10] Van Ryzin G. Production control for a tandem two machine system.IIE Transaction. 1989,25(5) 5～20
[11] Dallery,Y and G.Liberpoulos. Extend kanban control system : combining Kanban and base stock . IEEE Transactions, 2002,32(6) 369～396
[12] Bonvik, A.M (1997).C.E.Couch And S.B.Gershwin ,Comparison of production line control mechanisms . International of Production Research 35(3) 789~804
[13] 黄敏,汪定伟 ,多阶段 CONWIP 系统流通卡分布的确定方法,控制与决策,2004,15(6),686～689
[14] Deleersnyder J L ,Hodgson T J .kanban control pull system :an analysis approach management Science .1999 35( 9 ).1079～1091
[15] 栗贺友,唐山爱信看板生产管理系统的建立研究与应用,天津大学 硕士学位论文 ,2002 年
[16] 刘巍,准时制排队网资源配置模型的分析与仿真研究,华中科技大学硕士学位论文,2004 年
[17] 黄 敏,汪定伟,CONWIP 生产控制方法,控制与决策,2004,14(3) , 193～198
[18] 侯哲平,推行混流拉动式生产方式,锻压技术,2002 年,第 2 期, 58～61
[19] 王宏智,MRPII 与 JIT 生产方式比较研究,陕西科技大学学报,2005 年,23(1),37～39
[20] 林勇,Push/Pull 和 CONWIP/Pull 生产控制模式对比分析,工业工程2006 年,9(2) ,6～11
[21] 柏杰,MRPII 与 JIT 相结合的生产管理模式极其应用,工业工程与管理,2003 年,第 1 期,37～38
[22] 陈建华,基于时间竞争的 MRPII、JIT 与 TOC 集成化生产管理模式, 工业工程与管理,2004 年第 6 期,77～78
[23] 杨秋学,网络计划技术及其应用,中国水利水电出版社,1999 年,第 1版,111～140
[24] 张宗茂,MRP,JIT MRP/JIT 混合式生产管理方法及其适用性研究,工业工程与管理,1999 年第 2 期,46～49
[25] 陈丽 ,实施 MRPII/CIMS 构造企业信息化平台,中国信息导报, 2003年第 5 期,35～39
[26] 方建华,基于 MRP 和 JIT 的混合控制的设计与实现,机电一体化,2000年第 5 期,23～26
[27] 任代梅,一个 OPT 系统的设计和实现及其关键算法的研究,中国科学技术大学硕士学位论文,2003 年,9～16
[28] 刘敏,基于 ERP 和 TOC 的生产物流管理模式及其关键技术研究, 浙江工业大学硕士学位论文,2004 年,35～70
[29] 郭永辉,DBR 理论中瓶颈资源生产优化研究,工业工程,2006 年,9(6) ,94～97
[30] 陈建华,马士华,基于 DBR 系统的敏捷供应链协同机制,工业工程与管理 , 2005 年 10(5) ,28～32
[31] 王杰, JIT 在中小型企业生产管理系统的应用研究, 四川大学硕士学位论文,2003 年
[32] 赵振峰,生产企业备件采购拉动式两阶段决策模型研究,工业工程与管理,2005 第一期,46～49
[33] Haneveld k,Teunter W K,Teunter R H. Optimal provisioning for slow Moving spare parts with small lead time Journal of the Operational Society 1998 48(2).184～194
[34] 邓修权,齐二石,精益生产方式拉动生产系统设计程序的研究, 工业工程与管理,2000 年第 5 期,28～30
[35] 赵璐,可视化交互仿真软件 Arena 的最新进展,系统仿真技术, 2006,2(3) ,117～123
[36] 徐旭珊,Arena 在制造业企业组织结构中应用研究,陕西工学院学报 2001,17(1), 1～6
[37] 蔡芸,港口集装箱物流系统仿真和优化方法的研究和应用,武汉理工大学博士学位论文, 2005 年
[38] 潘燕春,基于 Arena 的车间作业排序问题建模方法及其仿真优化系统设计,计算机集成制造系统, 2006 12(3) , 89～94.
[39] 朱志浩,拉动式生产系统的建模与仿真,管理技术 2006 第 12 期 , 102～105
[40] 张宗茂, MRP,JIT MRP/JIT 混合式生产管理方法及其适用性研究 , 工业工程与管理, 1999 年第 2 期, 46～49
[41] 何 桢,带有单件流的混流生产方式提前期的分析与优化,管理科学, 2006 年 19(1), 6～9
[42] 邱文清, KB 工厂生产计划和控制系统优化,厦门大学硕士学位论文, 2005 年
[43] 郝东升,基于 Web 的看板管理系统分析与设计,大连理工大学 硕士学位论文, 2005 年
[44] 贯忠利,企业重组背景下的流程再造管理,清华大学硕士学位论文, 2005 年
[45] 熊红云, MRP 亚系统提前期的估计及柔性化,成组技术与生产现代化, 2002 年第 2 期 , 27～30
[46] 罗建辉,精益生产与 6 西哥玛管理在富士康的应用,大连理工大学 硕士学位论文, 2005 年
[47] 齐亮,基于精益生产的现场改善方法研究, 大连理工大学硕士学位论文, 2006 年
[48] 宜春霞,制造型精益企业的构建及自我评价研究,天津大学研究生 学位论文, 2006 年
[49] 曾 凤 华 , 精 益 生 产 的 理 念 及 其 实 施 手 段 , 机 械 管 理 开 发 , 2004 年 10 月第 5 期, 36～39
[50] 吕利勇,基于配送 BOM 的拉动式生产方法研究,管理科学与工程, 2006 年第 6 期, 29～31
[51] 陈宇晓,数控加工设备布局策略研究,机电产品开发与创新, 2006 年 19(2), 154～156
[52] 李英娜,柔性制造系统鲁棒性设备布局研究,北方交通大学学报, 2003 年 25(4), 102 ～105
[53] 朱光,机加工工厂设计中的加工设备选择与布局设计,制造材料, 2006 年第 2 期, 49～53
[2] 冯云翔,精益生产方式,企业管理出版社,1995 年,第 1 版,9～10
[3] 刘胜军,精益生产,海天出版社,2003 年,第 1 版 ,～9
[4] 大野耐一,丰田生产方式,山西人民出版社,1989 年,第 1 版,12～63
[5] Berkly.B.J A review of the kanban production research literature Production and Operation Management ,1992,1(4) 393～411
[6] Clark AJ, Scarf H. Optimal policies for multi-echelon inventory problem. Management Science.1960,6(4) 475～490
[7] Lee YJ, Zipkin P. Tandem queues with planned inventories. Operations Research. 1992,40(5) 936～947
[8] Spearman M L, Woodruff, Hoop W J. CONWIP : A pull alternative to Kanban.International Journal of Production Research,1990,28(5) 879～894
[9] Framin JM,Gonzalez. The CONWIP production control system : review and research issue. production planning and control 2003,3(14) 255～266
[10] Van Ryzin G. Production control for a tandem two machine system.IIE Transaction. 1989,25(5) 5～20
[11] Dallery,Y and G.Liberpoulos. Extend kanban control system : combining Kanban and base stock . IEEE Transactions, 2002,32(6) 369～396
[12] Bonvik, A.M (1997).C.E.Couch And S.B.Gershwin ,Comparison of production line control mechanisms . International of Production Research 35(3) 789~804
[13] 黄敏,汪定伟 ,多阶段 CONWIP 系统流通卡分布的确定方法,控制与决策,2004,15(6),686～689
[14] Deleersnyder J L ,Hodgson T J .kanban control pull system :an analysis approach management Science .1999 35( 9 ).1079～1091
[15] 栗贺友,唐山爱信看板生产管理系统的建立研究与应用,天津大学 硕士学位论文 ,2002 年
[16] 刘巍,准时制排队网资源配置模型的分析与仿真研究,华中科技大学硕士学位论文,2004 年
[17] 黄 敏,汪定伟,CONWIP 生产控制方法,控制与决策,2004,14(3) , 193～198
[18] 侯哲平,推行混流拉动式生产方式,锻压技术,2002 年,第 2 期, 58～61
[19] 王宏智,MRPII 与 JIT 生产方式比较研究,陕西科技大学学报,2005 年,23(1),37～39
[20] 林勇,Push/Pull 和 CONWIP/Pull 生产控制模式对比分析,工业工程2006 年,9(2) ,6～11
[21] 柏杰,MRPII 与 JIT 相结合的生产管理模式极其应用,工业工程与管理,2003 年,第 1 期,37～38
[22] 陈建华,基于时间竞争的 MRPII、JIT 与 TOC 集成化生产管理模式, 工业工程与管理,2004 年第 6 期,77～78
[23] 杨秋学,网络计划技术及其应用,中国水利水电出版社,1999 年,第 1版,111～140
[24] 张宗茂,MRP,JIT MRP/JIT 混合式生产管理方法及其适用性研究,工业工程与管理,1999 年第 2 期,46～49
[25] 陈丽 ,实施 MRPII/CIMS 构造企业信息化平台,中国信息导报, 2003年第 5 期,35～39
[26] 方建华,基于 MRP 和 JIT 的混合控制的设计与实现,机电一体化,2000年第 5 期,23～26
[27] 任代梅,一个 OPT 系统的设计和实现及其关键算法的研究,中国科学技术大学硕士学位论文,2003 年,9～16
[28] 刘敏,基于 ERP 和 TOC 的生产物流管理模式及其关键技术研究, 浙江工业大学硕士学位论文,2004 年,35～70
[29] 郭永辉,DBR 理论中瓶颈资源生产优化研究,工业工程,2006 年,9(6) ,94～97
[30] 陈建华,马士华,基于 DBR 系统的敏捷供应链协同机制,工业工程与管理 , 2005 年 10(5) ,28～32
[31] 王杰, JIT 在中小型企业生产管理系统的应用研究, 四川大学硕士学位论文,2003 年
[32] 赵振峰,生产企业备件采购拉动式两阶段决策模型研究,工业工程与管理,2005 第一期,46～49
[33] Haneveld k,Teunter W K,Teunter R H. Optimal provisioning for slow Moving spare parts with small lead time Journal of the Operational Society 1998 48(2).184～194
[34] 邓修权,齐二石,精益生产方式拉动生产系统设计程序的研究, 工业工程与管理,2000 年第 5 期,28～30
[35] 赵璐,可视化交互仿真软件 Arena 的最新进展,系统仿真技术, 2006,2(3) ,117～123
[36] 徐旭珊,Arena 在制造业企业组织结构中应用研究,陕西工学院学报 2001,17(1), 1～6
[37] 蔡芸,港口集装箱物流系统仿真和优化方法的研究和应用,武汉理工大学博士学位论文, 2005 年
[38] 潘燕春,基于 Arena 的车间作业排序问题建模方法及其仿真优化系统设计,计算机集成制造系统, 2006 12(3) , 89～94.
[39] 朱志浩,拉动式生产系统的建模与仿真,管理技术 2006 第 12 期 , 102～105
[40] 张宗茂, MRP,JIT MRP/JIT 混合式生产管理方法及其适用性研究 , 工业工程与管理, 1999 年第 2 期, 46～49
[41] 何 桢,带有单件流的混流生产方式提前期的分析与优化,管理科学, 2006 年 19(1), 6～9
[42] 邱文清, KB 工厂生产计划和控制系统优化,厦门大学硕士学位论文, 2005 年
[43] 郝东升,基于 Web 的看板管理系统分析与设计,大连理工大学 硕士学位论文, 2005 年
[44] 贯忠利,企业重组背景下的流程再造管理,清华大学硕士学位论文, 2005 年
[45] 熊红云, MRP 亚系统提前期的估计及柔性化,成组技术与生产现代化, 2002 年第 2 期 , 27～30
[46] 罗建辉,精益生产与 6 西哥玛管理在富士康的应用,大连理工大学 硕士学位论文, 2005 年
[47] 齐亮,基于精益生产的现场改善方法研究, 大连理工大学硕士学位论文, 2006 年
[48] 宜春霞,制造型精益企业的构建及自我评价研究,天津大学研究生 学位论文, 2006 年
[49] 曾 凤 华 , 精 益 生 产 的 理 念 及 其 实 施 手 段 , 机 械 管 理 开 发 , 2004 年 10 月第 5 期, 36～39
[50] 吕利勇,基于配送 BOM 的拉动式生产方法研究,管理科学与工程, 2006 年第 6 期, 29～31
[51] 陈宇晓,数控加工设备布局策略研究,机电产品开发与创新, 2006 年 19(2), 154～156
[52] 李英娜,柔性制造系统鲁棒性设备布局研究,北方交通大学学报, 2003 年 25(4), 102 ～105
[53] 朱光,机加工工厂设计中的加工设备选择与布局设计,制造材料, 2006 年第 2 期, 49～53
© 2004-2018 中国地质图书馆版权所有 京ICP备05064691号 京公网安备11010802017129号 地址：北京市海淀区学院路29号 邮编：100083 电话：办公室：(+86 10)66554848；文献借阅、咨询服务、科技查新：66554700 |