文档介绍：精益生产在汽车座椅装配线中的改善研究
摘要:本文基于武汉Brose汽车集团对精益生产应用的基础上,综合运用精益生产理论方法,对其汽车座椅装配线进行持续改善,解决当前产能不足,产线资金运转不畅等问题。论文采用精益生产的价值流程分析法,研究出当前生产制造系统的薄弱项,从精益的角度出发,分析出座椅装配制造系统的瓶颈工序和非增值活动价值聚集处。运用精益生产的工艺流程分析法打破现有的线平衡,对瓶颈工序重新整合优化;同时结合当前的生产能力和最新客户需求, 利用精益生产的工具:目视管理、准时化生产(JIT)、看板管理、价值流程图、持续改进(CIP)等对装配线实施准时化生产,采用拉动式生产,优化物料流动和库存量,设计出产品的未来的价值流程图。通过实施精益改善使公司工厂运营的各个指标都得到较大的提升,生产节拍从143秒降低为107秒,生产效率从315件/天增加到504件/天,人员从8名减少到5名,产线面积从84平方米降低到51平米,成品库存从7天降为2天,进货周期从7天降为1天,发货运输从每天4次降为每天2次。。
关键词:精益生产; 价值流图分析法; 工艺流程分析法; 持续改进
Improvement and Research of Lean Production in Car-seat Assembly Line
Abstract: Based on the application of LP in the Brose Group in Wuhan, this paper, integrated into the theory of LP, is aimed to conduct constant improvement in its car-seat assembly line, and to solve the problems of shortage of capacity, production-line cash flow, etc. This paper studies the weaknesses in the current manufacturing system by applying the value-stream analysis of LP. From the perspective of LP, it is analyzed in the paper where the bottleneck working procedure and the non-value-added action lie in the car-seat manufacturing assembly system. The application of processes analysis of LP helps to break the existing line balance as well as promoting the reintegration of the bottleneck working procedure. Meanwhile, the just-in-time system is applied in the assembly line by using the LP tools (visual management, just-in-time production, Kanban system, value stream map, continuous improvement, etc.), combining the current production capacity and the latest customer needs; the flow of materials as well as the stock level are optimized, by using the pull production; future value stream map is worked out. Through the practice of LP, each index of the cooperation operation has raised in below aspects: average production rate reduced to 107s from 143s, production efficiency increased to 504 per day from 315 per day, the labor force reduced to 5 from 8, the line’s area declined to 51 square me