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    Inventories have been reduced as we can see in Fig. 4.
    This provokes the reduction of idle times, from initial 32 to
    10.9 h in August. Improvement objectives were twofold:
    reducing stocks while avoiding idle times or movements of
    worker due to accumulated material. Both have been
    reached. The metrics, LR and DtD, have been improved.
    DtD is reduced from 19.75 days in the VSM of the month
    of March to 17.1 days in August. LR is increased from
    0.38% to 0.44% at the same time. Global results in Fig. 9
    explain the milkrun effects to improve the metrics that had
    not got better between March and May in spite of kanban
    implementation. Lean manufacturing has significantly
    improved the parts flow.
    Fig. 9 Metrics and accumulated
    stocks evolution
    956 Int J Adv Manuf Technol (2009) 43:949–958It is possible to see in Fig. 9 that the LR and DtD results
    obtained with the second analysis are worse than the first
    one; nevertheless, it is possible to appreciate a good tendency
    with reduction of stocks. The changes do not produce an
    instantaneous progress.Workpeople need to become familiar
    with the new habits of work. The analysis of the third month
    with milkrun and kanban fully implemented shows a clear
    progress in both metrics and accumulated stocks.
    8 Conclusions
    This paper provides a case study of the redesign of an
    assembly line by means of lean tools, which connects
    manufacturing system design objectives to operational
    objectives. It focuses the redesign of operations by
    eliminating nonvalue-added time and decreasing the inter-
    mediate stocks through VSM to identify improvement
    points and kanban and milkrun to eliminate inefficiencies.
    Results from the VSM explain that the design of kanban
    circuits is insufficient without the adequate conveyor, while
    the integration of kanban and milkrun reduces the waste in
    terms of unnecessary inventories, excessive transportation,
    and idle times applicable to every production and layout
    designs. After 3 months of studies and evaluation of results,
    including secondary data, it is confirmed that the applica-
    tion of these skills of production help to enhance the
    materials flow in the assembly line in a short time and
    under particular conditions of small storage space and
    requirements of flexibility.
    The empirical results drawn from the case implementa-
    tion serve to demonstrate that an operative decision has
    helped to improve the metrics lean, in particular to reduce
    the DtD and increase the LR and shows the transformation
    of a former line manufacturing organization into a better
    lean organization that has set a lowest cycle time. The
    combination of lean tools will be a way for routing
    increased flexibility and process improvement for any
    industry. They appear useful and practical, even when
    every factory is different and some planned adaptation
    necessary.摘要:实现精益生产战略代表了对于相序的稳健贡献,它至使卓越运营和通过消除价值不增值作业进行持续改进。因此,精益实践贡献大幅提高经营业绩。本文研究使用价值流程图(语义)作为一个工具精益生产的实施和一个框架改进的活动,尤其是对于一个高效的引入看板管理和循环取货技术。一个案例研究说明了向量空间模型的使用,以及看板管理和循环取货系统在装配线上的应用。最后,以精益率(LR)测量来获得路径的改进结果。6046
    关键字:精益生产,价值流程图,部件流,看板法,装配线
    1 背景介绍
     精益生产战略的实施加强了相序,它使企业卓越运营、持续改进,消除非增值活动[1]。因此,精益实践的影响有助于显著提高工厂的运行效率[2,3]和使用精益工具可以改善其结果[4]。该价值流图(VSM)工具是应用在精益生产和作为一个公式来引导改善工作[5-9]。在这个意义上说,内部运输和调度的贡献是特别重要的。看板卡已被用来识别生产流程的问题,保持库存和物料在生产单元之间的同步[10]。我们可以发现,实用的方法来确定通过仿真的最佳看板大小已经建立了[11]和一些实际应用程序已经发表[12 - 14]。然而,文献不包括真正的工业应用的集成显示看和内部交通的战略及其影响的生产要素。此外,有必要研究实际精益情况[3、15、16、]来说明精益的概念。
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