深圳职业技术学院学报
深圳職業技術學院學報
심수직업기술학원학보
JOURNAL OF SHENZHEN POLYTECNIC
2014年
6期
34-44
,共11页
价值流%价值流图%精益生产%流程优化
價值流%價值流圖%精益生產%流程優化
개치류%개치류도%정익생산%류정우화
value stream%Value stream map%Lean production%Process optimization
以提高企业运作效率为核心,选取AIP公司轮胎生产线的优化作为本次研究案例,首先,通过绘制现状价值流图,达到生产线的现状可视化,分析工艺布局与物流和信息流的活动,找出当前生产模式中存在的增值与非增值环节;其次,运用精益思想和工业工程的方法,对生产流程进行分析与改善,引入看板拉动式和连续式生产等方法,以节拍平衡方式进行生产,压缩非增值时间、消除信息阻碍、减少作业人员和在制品库存等,使生产周期及产能得到有效改善;再次,采取工序重组、流程优化等改善手法,对生产流程进行精简,并绘制未来价值流图作为重点改善方向,从而实现生产线的再设计;最后,通过价值流图的前后对比发现:企业产能、设备利用率及生产周期改善显著,在提高产品质量的同时有效地降低了生产成本。实践证明,价值流图分析技术是提高企业生产效率的有效方法,是企业实施精益生产的有力工具,值得广大企业借鉴与推广。
以提高企業運作效率為覈心,選取AIP公司輪胎生產線的優化作為本次研究案例,首先,通過繪製現狀價值流圖,達到生產線的現狀可視化,分析工藝佈跼與物流和信息流的活動,找齣噹前生產模式中存在的增值與非增值環節;其次,運用精益思想和工業工程的方法,對生產流程進行分析與改善,引入看闆拉動式和連續式生產等方法,以節拍平衡方式進行生產,壓縮非增值時間、消除信息阻礙、減少作業人員和在製品庫存等,使生產週期及產能得到有效改善;再次,採取工序重組、流程優化等改善手法,對生產流程進行精簡,併繪製未來價值流圖作為重點改善方嚮,從而實現生產線的再設計;最後,通過價值流圖的前後對比髮現:企業產能、設備利用率及生產週期改善顯著,在提高產品質量的同時有效地降低瞭生產成本。實踐證明,價值流圖分析技術是提高企業生產效率的有效方法,是企業實施精益生產的有力工具,值得廣大企業藉鑒與推廣。
이제고기업운작효솔위핵심,선취AIP공사륜태생산선적우화작위본차연구안례,수선,통과회제현상개치류도,체도생산선적현상가시화,분석공예포국여물류화신식류적활동,조출당전생산모식중존재적증치여비증치배절;기차,운용정익사상화공업공정적방법,대생산류정진행분석여개선,인입간판랍동식화련속식생산등방법,이절박평형방식진행생산,압축비증치시간、소제신식조애、감소작업인원화재제품고존등,사생산주기급산능득도유효개선;재차,채취공서중조、류정우화등개선수법,대생산류정진행정간,병회제미래개치류도작위중점개선방향,종이실현생산선적재설계;최후,통과개치류도적전후대비발현:기업산능、설비이용솔급생산주기개선현저,재제고산품질량적동시유효지강저료생산성본。실천증명,개치류도분석기술시제고기업생산효솔적유효방법,시기업실시정익생산적유력공구,치득엄대기업차감여추엄。
With improving the enterprise operational efficiency as the core, the paper takes tire production line optimization in AIP company as a case study. First of all, through drawing the current value stream map, the present production line is visualized, and layout and the activities of the logistics and information flow is analyzed. Therefore, value-added and non-value-added links in the production mode can be identified; Secondly, based on lean thinking and industrial engineering, the production process is analyzed and improved, the introduction of kanban pull and continuous production, and production based on beat balance is aimed to reduce non-value added time, eliminate information block, streamline the personnel and WIP inventory, etc., thus improving the production cycle and capacity. After that, process restructuring and optimization is adopted to improve technique, streamline the production process, and draw the future value stream map so as to redesign the production line. After a comparison of the previous and present value stream map, it is pointed out that enterprise production capacity, equipment utilization and production cycle is improved greatly while the production cost is reduced effectively. Its application has proved that value stream map analysis is an effective way to improve the efficiency of enterprise production, and it can serve as a powerful tool for enterprises to implement lean manufacturing. Therefore, it is worthwhile to promote its application.