显控面板生产流程改善
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摘要
XX公司是一家中央直属航空企业下的子公司,为适应国防工业发展的需要,公司引入并实施精益生产,要求各生产车间消除浪费,提高生产效率,降低生产成本。
本文以显控面板的生产过程为研究对象,收集车间生产现状的数据,绘制当前价值流图,并运用价值流分析技术,识别流程中的浪费,并绘制未来价值流图。论文利用工业工程和精益生产工具,对显控面板的生产流程进行分析,制定并实施了一套精益改进方案。首先,对显控面板的工序流程进行改善,利用ESCR原则和5W2H技术,消除不必要的活动,使总的操作时间减少了70%,总的路线距离缩短为原先的37%。其次,对车间的流程线路进行了分析,改进布局,将原先的1、4层立体运输改为1层平面运输,令各生产环节更加紧凑,物流距离大大缩减,生产面积减少了44.6%。同时,对装配线使用作业测定的方法,根据各工位的标准用时进行平衡性改善,使装配线的平衡率由改善前的55.17%提高到了86.4%,产能提升率为70.8%。最后,整条生产线应用了看板拉动系统,基本上实现了“一个流”生产模式。
通过实施精益流程改进活动,显控面板的交货周期LT减少了73.57%,加工效率PCE提高了209.5%,是公司持续改善的一个好的开端,也为集团内其他子公司进行精益改造起到了参考、指导作用。
XX Company is a subsidiary company of an aviation group directly owned by the country. To meet the developing requirement of the defense industry, the company has introduced and implemented lean production. She requires all production shops to eliminate waste, improve production efficiency and reduce production cost.
This paper researches on the production processes of display and control panels, collects data of the current production situation of shops, draws the current value stream maps, and recognizes waste in current processes by using value stream analyzing technique, based on which the future value stream mapping are carried out. By means of industry engineering and lean production tools, this paper analyzes the production processes of display and control panels, makes and carries out a lean improvement proposal. First, improvement on processes and flows of display and control panels is described, which is to use ESCR principle and 5W2H technique to eliminate unnecessary activities, so that the total operation time can reduce by 70% and the total path can be shortened to 37% of the original. Second, the flows in shops are analyzed and layouts are improved by changing the original solid transportation among the first and fourth floors into one floor horizontal transportation. This measure makes all production links more tight, logistics distance greatly reduced and production area reduced by 44.6%. At the same time, by employing work measurement method on bottleneck process assembly line to calculate standard working time of each process, and afterwards carrying out balance improvement, the balance rate in assembly line increases to 86.4% from the original 55.17%, and production capacity increases by 70.8%. Last, the whole production line applies the Kanban Pull System and generally realizes“One Flow”production pattern.
By carrying out lean process improvement activities, the lead time LT of display and control panels reduces by 73.57%, and machining efficiency PCE increases by 209.5%, which is a good start of the company’s sustainable improvement and also plays a directive role for other subsidiaries under the group on lean improvement.
本文以显控面板的生产过程为研究对象,收集车间生产现状的数据,绘制当前价值流图,并运用价值流分析技术,识别流程中的浪费,并绘制未来价值流图。论文利用工业工程和精益生产工具,对显控面板的生产流程进行分析,制定并实施了一套精益改进方案。首先,对显控面板的工序流程进行改善,利用ESCR原则和5W2H技术,消除不必要的活动,使总的操作时间减少了70%,总的路线距离缩短为原先的37%。其次,对车间的流程线路进行了分析,改进布局,将原先的1、4层立体运输改为1层平面运输,令各生产环节更加紧凑,物流距离大大缩减,生产面积减少了44.6%。同时,对装配线使用作业测定的方法,根据各工位的标准用时进行平衡性改善,使装配线的平衡率由改善前的55.17%提高到了86.4%,产能提升率为70.8%。最后,整条生产线应用了看板拉动系统,基本上实现了“一个流”生产模式。
通过实施精益流程改进活动,显控面板的交货周期LT减少了73.57%,加工效率PCE提高了209.5%,是公司持续改善的一个好的开端,也为集团内其他子公司进行精益改造起到了参考、指导作用。
XX Company is a subsidiary company of an aviation group directly owned by the country. To meet the developing requirement of the defense industry, the company has introduced and implemented lean production. She requires all production shops to eliminate waste, improve production efficiency and reduce production cost.
This paper researches on the production processes of display and control panels, collects data of the current production situation of shops, draws the current value stream maps, and recognizes waste in current processes by using value stream analyzing technique, based on which the future value stream mapping are carried out. By means of industry engineering and lean production tools, this paper analyzes the production processes of display and control panels, makes and carries out a lean improvement proposal. First, improvement on processes and flows of display and control panels is described, which is to use ESCR principle and 5W2H technique to eliminate unnecessary activities, so that the total operation time can reduce by 70% and the total path can be shortened to 37% of the original. Second, the flows in shops are analyzed and layouts are improved by changing the original solid transportation among the first and fourth floors into one floor horizontal transportation. This measure makes all production links more tight, logistics distance greatly reduced and production area reduced by 44.6%. At the same time, by employing work measurement method on bottleneck process assembly line to calculate standard working time of each process, and afterwards carrying out balance improvement, the balance rate in assembly line increases to 86.4% from the original 55.17%, and production capacity increases by 70.8%. Last, the whole production line applies the Kanban Pull System and generally realizes“One Flow”production pattern.
By carrying out lean process improvement activities, the lead time LT of display and control panels reduces by 73.57%, and machining efficiency PCE increases by 209.5%, which is a good start of the company’s sustainable improvement and also plays a directive role for other subsidiaries under the group on lean improvement.
引文
[1] [日]大野耐一著,谢克俭、李颖秋译,丰田生产方式[M],北京:中国铁道出版社,2006,3-6页
[2]胡宗武,工业工程——原理、方法与应用[M],上海:上海交通大学出版社,2005,81-82页
[3]肖智军,现场管理三大工具——标准化·目视管理·管理看板[J],企业管理,2003.11, 64-70
[4]李青,精益生产在投影仪生产线优化项目中的运用[D],上海交通大学,2006
[5]占立新,价值流图析在冲压厂精益生产的应用研究[D],对外经济贸易大学,2007,22-24
[6]黄元元,5S现场管理[J],企业改革与管理,2004.1,52–53
[7]芩昊,蔡三发,装配生产线平衡的改善[J],上海管理科学,2005.5,16-17
[8]黄卫伟,生产与作业管理[M],北京:中国人民大学出版社,1997,335-358页
[9][日]石渡纯一,加藤贤一郎,高柳昭等,严新平,朱小红,熊辉译,最新现场IE管理[M],广州:海天出版社, 2004,20-30页
[10]张景霞,王润孝,面向装配顺序规划的产生式规则应用[J],组合机床与自动化加工技术,2004.1,79-80
[11][美]杰弗里·莱克著,李芳龄译,丰田汽车案例-精益制造的14项管理原则[M],北京:中国财政经济出版社, 2004,10-15页
[12]Zhou Chuanli,JIT—the mode of production for modern manufacturing enterprises and analysis of conditions for it’s applying[D],2001
[13]He David,Kusiak Andrew.Designing an assemble line fo rmodular products,Computers Engineering, 1998,34(1):37-52
[14]Matthias Amen,An exact method for cost oriented assembly line balancing,Production Economics,2000, 64(2):187-195
[15]杜运普,杨月新,装配生产线的平衡问题研究[J],机械设计与制造,2003.2,104-106
[16](美)沃麦克著,沈希瑾译,丰田精益生产方式[M],北京:中信出版社,2008,101-105页
[17]张宁,程馨,工作研究在国内外的发展与应用状况[J],聊城大学学报,2005.03,93-95
[18]Dan Jones,Jim Womack,Seeing the Whole.The lean enterprise institute[M],Cambridge,Massachusetts,2003,44-48
[19]Rick Harris , Chris Harris , Earl Wilson , Making Materials Flow[M] , Cambridge, Massachusetts,2003,12-19
[20]迈克·鲁斯,约翰·舒克著,杜宏生,单金秀译,价值流图析[M],北京:人民交通出版社,1999,10-18页
[21]张林发,价值流识别和管理的应用研究[J],机械制造,2005.12,69-71
[22]孙建华,蒋志强,施进发等,程序分析法在产线平衡中的应用[J],机械设计与制造,2005.5,57-62
[23]张志强,周炳海,基于流程分析法的汽车座椅装配生产线改善[J],机械制造,2007.10,89-92
[24]冯钦海,关志民,何志明,工作研究方法在生产作业过程优化中的应用[J],人类工程学,2003.9, 26-28
[25]Tugrul K, Sedef M,Bicriteria sequencing methods for the mixed-model assembly line in just-in-time production systems,European Journal of Operational Research,2001,131(4):180-190
[26]易树平,郭伏,基础工业工程[M],北京:机械工业出版社,2010.1,56-95页
[27]孙亚彬,精益生产实战手册——单元生产与拉动看板[M],深圳:海天出版社,2006.7,238-245页
[28]吴凡,TMC公司精密光学镜头精益生产项目的实施[D],上海交通大学,2006
[29]陈亮,精益生产在键盘生产车间改善项目中的应用[D],上海交通大学,2007
[30]Norman Gaither ,Gerg Frazier,Operations management[M],USA,South-Western Thomson Learning,2002,89-92
[2]胡宗武,工业工程——原理、方法与应用[M],上海:上海交通大学出版社,2005,81-82页
[3]肖智军,现场管理三大工具——标准化·目视管理·管理看板[J],企业管理,2003.11, 64-70
[4]李青,精益生产在投影仪生产线优化项目中的运用[D],上海交通大学,2006
[5]占立新,价值流图析在冲压厂精益生产的应用研究[D],对外经济贸易大学,2007,22-24
[6]黄元元,5S现场管理[J],企业改革与管理,2004.1,52–53
[7]芩昊,蔡三发,装配生产线平衡的改善[J],上海管理科学,2005.5,16-17
[8]黄卫伟,生产与作业管理[M],北京:中国人民大学出版社,1997,335-358页
[9][日]石渡纯一,加藤贤一郎,高柳昭等,严新平,朱小红,熊辉译,最新现场IE管理[M],广州:海天出版社, 2004,20-30页
[10]张景霞,王润孝,面向装配顺序规划的产生式规则应用[J],组合机床与自动化加工技术,2004.1,79-80
[11][美]杰弗里·莱克著,李芳龄译,丰田汽车案例-精益制造的14项管理原则[M],北京:中国财政经济出版社, 2004,10-15页
[12]Zhou Chuanli,JIT—the mode of production for modern manufacturing enterprises and analysis of conditions for it’s applying[D],2001
[13]He David,Kusiak Andrew.Designing an assemble line fo rmodular products,Computers Engineering, 1998,34(1):37-52
[14]Matthias Amen,An exact method for cost oriented assembly line balancing,Production Economics,2000, 64(2):187-195
[15]杜运普,杨月新,装配生产线的平衡问题研究[J],机械设计与制造,2003.2,104-106
[16](美)沃麦克著,沈希瑾译,丰田精益生产方式[M],北京:中信出版社,2008,101-105页
[17]张宁,程馨,工作研究在国内外的发展与应用状况[J],聊城大学学报,2005.03,93-95
[18]Dan Jones,Jim Womack,Seeing the Whole.The lean enterprise institute[M],Cambridge,Massachusetts,2003,44-48
[19]Rick Harris , Chris Harris , Earl Wilson , Making Materials Flow[M] , Cambridge, Massachusetts,2003,12-19
[20]迈克·鲁斯,约翰·舒克著,杜宏生,单金秀译,价值流图析[M],北京:人民交通出版社,1999,10-18页
[21]张林发,价值流识别和管理的应用研究[J],机械制造,2005.12,69-71
[22]孙建华,蒋志强,施进发等,程序分析法在产线平衡中的应用[J],机械设计与制造,2005.5,57-62
[23]张志强,周炳海,基于流程分析法的汽车座椅装配生产线改善[J],机械制造,2007.10,89-92
[24]冯钦海,关志民,何志明,工作研究方法在生产作业过程优化中的应用[J],人类工程学,2003.9, 26-28
[25]Tugrul K, Sedef M,Bicriteria sequencing methods for the mixed-model assembly line in just-in-time production systems,European Journal of Operational Research,2001,131(4):180-190
[26]易树平,郭伏,基础工业工程[M],北京:机械工业出版社,2010.1,56-95页
[27]孙亚彬,精益生产实战手册——单元生产与拉动看板[M],深圳:海天出版社,2006.7,238-245页
[28]吴凡,TMC公司精密光学镜头精益生产项目的实施[D],上海交通大学,2006
[29]陈亮,精益生产在键盘生产车间改善项目中的应用[D],上海交通大学,2007
[30]Norman Gaither ,Gerg Frazier,Operations management[M],USA,South-Western Thomson Learning,2002,89-92