基于生产线平衡的精益自动化生产改善

发布时间：2018-09-14 15:50

【摘要】：M公司是一家生产步进电机、伺服电机、无刷电机的专业制造商,经过十几年的快速发展,生产规模名列世界前十位,是行业主流国际供应商。随着市场竞争的加剧,对生产运营管理进行精益改善来降低成本,提高产品的生产效率和服务水平具有重大的战略意义。本文以M公司核心业务产品步进电机生产线精益自动化项目改善为案例进行研究,运用价值流图等方法工具对装配线实施精益策略,梳理当前生产流程活动中的主要问题表现在生产效率和准时交货率低、中间在库多、产品合格率低等方面。并揭示分析导致这些问题的根本原因主要集中在生产线平衡率低、布局和工艺流程不合理、生产计划管理流程周期长、传统皮带线工装防呆不足,以及作业非单件流几个方面。同时从精益生产的角度出发,综合运用工业工程等多种现代管理理论和方法,根据电机的装配工艺特点和物流的需要,对整个现场生产方式进行布局改变调整、工艺流程整合、动作分解和节拍平衡的单件流优化、生产现场计划看板可视化管理、工装防呆和质量数据自动采集管理等工程创新手段消除传统皮带线中存在的不必要的搬运,半成品停滞等大量的不增值活动,最终实现自动化“一个流”的生产模式。通过实施精益生产流程改善方案,提高了产品运营管理的关键绩效指标：如产品准时交货率从91%提高到99.1%。生产效率提高32%左右,节约流动资金投入200万元左右,生产周期缩短7天,产品的一次合格率和质量稳定性都得到了大幅提高。
[Abstract]:M company is a professional manufacturer of stepper motor, servo motor and brushless motor. After more than ten years of rapid development, the scale of production ranks among the top ten in the world and is a leading international supplier. Ping is of great strategic significance.
This paper takes the improvement of lean automation project of stepper motor production line of M company as a case study, implements lean strategy on assembly line by means of value stream diagram and other tools, and combs out the main problems in current production process activities, such as low production efficiency and on-time delivery rate, large warehouse in the middle, low product qualification rate and so on. It also reveals that the main causes of these problems are low production line balance rate, unreasonable layout and process flow, long production planning and management process cycle, inadequate anti-fatigue of traditional belt line tooling, and non-one-piece operation flow. According to the characteristics of motor assembly process and the needs of logistics, the theory and method of agent management are used to change and adjust the layout of the whole field production mode, integrate the process flow, optimize the single-piece flow of action decomposition and rhythm balance, visualize the management of production site plan Kanban, prevent the frowning of tooling and automatically collect and manage the quality data. The segment eliminates a large number of non-value-added activities such as unnecessary handling and stagnation of semi-finished products in the traditional belt line, and finally realizes the automatic "one stream" production mode.
Through the implementation of lean production process improvement program, the key performance indicators of product operation and management have been improved, such as the punctual delivery rate of products increased from 91% to 99.1%. The production efficiency has been improved by 32%, the working capital investment has been saved by about 2 million yuan, the production cycle has been shortened by 7 days, and the first pass rate and quality stability of products have been greatly improved.
【学位授予单位】：华东理工大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：TB497

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