【摘要】：M公司是一家生產(chǎn)步進(jìn)電機(jī)、伺服電機(jī)、無(wú)刷電機(jī)的專業(yè)制造商,經(jīng)過(guò)十幾年的快速發(fā)展,生產(chǎn)規(guī)模名列世界前十位,是行業(yè)主流國(guó)際供應(yīng)商。隨著市場(chǎng)競(jìng)爭(zhēng)的加劇,對(duì)生產(chǎn)運(yùn)營(yíng)管理進(jìn)行精益改善來(lái)降低成本,提高產(chǎn)品的生產(chǎn)效率和服務(wù)水平具有重大的戰(zhàn)略意義。 本文以M公司核心業(yè)務(wù)產(chǎn)品步進(jìn)電機(jī)生產(chǎn)線精益自動(dòng)化項(xiàng)目改善為案例進(jìn)行研究,運(yùn)用價(jià)值流圖等方法工具對(duì)裝配線實(shí)施精益策略,梳理當(dāng)前生產(chǎn)流程活動(dòng)中的主要問(wèn)題表現(xiàn)在生產(chǎn)效率和準(zhǔn)時(shí)交貨率低、中間在庫(kù)多、產(chǎn)品合格率低等方面。并揭示分析導(dǎo)致這些問(wèn)題的根本原因主要集中在生產(chǎn)線平衡率低、布局和工藝流程不合理、生產(chǎn)計(jì)劃管理流程周期長(zhǎng)、傳統(tǒng)皮帶線工裝防呆不足,以及作業(yè)非單件流幾個(gè)方面。同時(shí)從精益生產(chǎn)的角度出發(fā),綜合運(yùn)用工業(yè)工程等多種現(xiàn)代管理理論和方法,根據(jù)電機(jī)的裝配工藝特點(diǎn)和物流的需要,對(duì)整個(gè)現(xiàn)場(chǎng)生產(chǎn)方式進(jìn)行布局改變調(diào)整、工藝流程整合、動(dòng)作分解和節(jié)拍平衡的單件流優(yōu)化、生產(chǎn)現(xiàn)場(chǎng)計(jì)劃看板可視化管理、工裝防呆和質(zhì)量數(shù)據(jù)自動(dòng)采集管理等工程創(chuàng)新手段消除傳統(tǒng)皮帶線中存在的不必要的搬運(yùn),半成品停滯等大量的不增值活動(dòng),最終實(shí)現(xiàn)自動(dòng)化“一個(gè)流”的生產(chǎn)模式。 通過(guò)實(shí)施精益生產(chǎn)流程改善方案,提高了產(chǎn)品運(yùn)營(yíng)管理的關(guān)鍵績(jī)效指標(biāo)：如產(chǎn)品準(zhǔn)時(shí)交貨率從91%提高到99.1%。生產(chǎn)效率提高32%左右,節(jié)約流動(dòng)資金投入200萬(wàn)元左右,生產(chǎn)周期縮短7天,產(chǎn)品的一次合格率和質(zhì)量穩(wěn)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.
【學(xué)位授予單位】：華東理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：TB497

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