發(fā)布時(shí)間：2018-04-27 14:30

  本文選題：精益思想 + 裝配線平衡　； 參考：《江西理工大學(xué)》2017年碩士論文

【摘要】：隨著現(xiàn)代科技的不斷進(jìn)步,市場經(jīng)濟(jì)的飛速發(fā)展,人們對(duì)物質(zhì)文化需求越來越高,致使顧客對(duì)產(chǎn)品的個(gè)性化需求日益多樣化,這一趨勢給我國汽車零部件制造企業(yè)帶來了諸多新的挑戰(zhàn),無論是現(xiàn)有生產(chǎn)模式,還是經(jīng)營理念。此外,在人力和原材料成本不斷上漲的雙重壓力下,迫使企業(yè)急需轉(zhuǎn)型,由傳統(tǒng)的推動(dòng)式生產(chǎn)向拉動(dòng)式生產(chǎn)轉(zhuǎn)變,推行精益生產(chǎn)。然而在轉(zhuǎn)變的過程中,現(xiàn)有裝配線平衡技術(shù)的很多方面都與精益生產(chǎn)一個(gè)流的理念存在較大差距,尚未完全做到精益化,致使由裝配線不平衡所造成的產(chǎn)能不足、資源利用率低、在制品庫存高等不良現(xiàn)象嚴(yán)重,無法做到及時(shí)響應(yīng)客戶需求變化,從而使企業(yè)處于劣勢,缺乏市場競爭力。因此,基于精益生產(chǎn)思想的指導(dǎo),充分運(yùn)用精益思想的精髓,不斷優(yōu)化和改善裝配線平衡問題,從而提高企業(yè)產(chǎn)能以滿足市場需求等已顯得十分重要。本文以F企業(yè)的汽車扶手裝配線為研究對(duì)象,首先利用精益IE技術(shù)及約束理論對(duì)車間裝配線進(jìn)行分析,發(fā)現(xiàn)該扶手裝配線各工作站的作業(yè)時(shí)間不均衡,存在多個(gè)瓶頸,裝配線失衡較嚴(yán)重,并指出該裝配線存在的諸如現(xiàn)場基礎(chǔ)管理較亂、裝配線產(chǎn)能不足、生產(chǎn)流程不合理、工作臺(tái)設(shè)計(jì)不宜人等若干主要問題。其次針對(duì)上述存在的問題,本文主要運(yùn)用精益生產(chǎn)的思想及精益化IE技術(shù)給出了相應(yīng)改善優(yōu)化措施:(1)對(duì)該車間進(jìn)行現(xiàn)場精益化管理,規(guī)范物品擺放,消除一切外在浪費(fèi),通過有效推行精益5S達(dá)到提高現(xiàn)場管理水平的目的,同時(shí)也為基于精益生產(chǎn)的裝配線平衡改善奠定一個(gè)良好的作業(yè)環(huán)境。(2)對(duì)F企業(yè)扶手裝配線布局進(jìn)行精益化改善,通過采用“U”型生產(chǎn)布局,將現(xiàn)有的2條獨(dú)立直線型裝配線合并成1條U型裝配線,有利于消除過多搬運(yùn)浪費(fèi),從而使整個(gè)裝配過程更加連續(xù)有序,同時(shí)也有利于降低在制品數(shù)量及其管理成本。(3)運(yùn)用程序以及雙手操作分析,借鑒單元追兔生產(chǎn)思想,按照ECRS、動(dòng)作經(jīng)濟(jì)原則重點(diǎn)對(duì)瓶頸工作站進(jìn)行局部改善;接著從整體角度出發(fā),提出該裝配線的第一類平衡問題,在重點(diǎn)對(duì)局部瓶頸改善的前提下,以求解最小化工作站數(shù)目為目標(biāo)函數(shù),運(yùn)用數(shù)學(xué)建模方法對(duì)扶手裝配線第一類平衡問題建立0-1線性規(guī)劃模型,并利用Lingo編程求解,優(yōu)化后裝配線平衡率達(dá)到89.9%,與改善前比提升顯著。(4)基于精益生產(chǎn)以人為本的思想,在充分考慮工人生理和心理特點(diǎn)的基礎(chǔ)上,對(duì)裝配線工作臺(tái)進(jìn)行改善設(shè)計(jì),合理安排作息,使操作者能更舒適、高效地進(jìn)行生產(chǎn),為裝配線平衡提供保障。最后利用ED仿真軟件對(duì)改善后的裝配線進(jìn)行建模仿真,以產(chǎn)能為指標(biāo)作改善效果評(píng)價(jià)分析,仿真結(jié)果表明,產(chǎn)能較改善前提升顯著,基于精益生產(chǎn)的裝配線平衡改善優(yōu)化有效可行。
[Abstract]:With the continuous progress of modern science and technology and the rapid development of market economy, the demand for material culture is becoming higher and higher. This trend has brought many new challenges to the automobile parts manufacturing enterprises in our country, whether it is the existing production mode or the management idea. In addition, under the double pressure of rising labor and raw material cost, enterprises are in urgent need of transformation, from traditional push production to pull production and lean production. However, in the process of transformation, many aspects of the existing assembly line balance technology have a big gap with the concept of lean production one stream, which has not been fully lean, resulting in insufficient production capacity caused by the imbalance of assembly line. Low utilization of resources, high inventory of in-process products and other adverse phenomena, can not timely respond to customer demand changes, so that enterprises are at a disadvantage and lack of market competitiveness. Therefore, it is very important to make full use of the essence of lean production thought, to optimize and improve the balance of assembly line, and to improve the production capacity of enterprises to meet the market demand. This paper takes the automobile handrail assembly line of F enterprise as the research object. Firstly, using lean IE technology and constraint theory to analyze the workshop assembly line, it is found that the working time of each workstation of the handrail assembly line is not balanced, and there are many bottlenecks. The unbalance of assembly line is serious, and it is pointed out that there are some main problems in the assembly line, such as disorderly basic management on the spot, insufficient production capacity of assembly line, unreasonable production process, unsuitable design of worktable, and so on. Secondly, aiming at the problems mentioned above, this paper mainly uses the idea of lean production and the lean IE technology to give corresponding improvement and optimization measures: 1) to carry on the on-site lean management to the workshop, to standardize the goods arrangement, and to eliminate all external waste. Through the effective implementation of Lean 5S to achieve the purpose of improving the level of on-site management, and at the same time to establish a good working environment for improving the balance of assembly line based on lean production. By adopting "U" production layout, the existing two independent straight line assembly lines are merged into one U-shaped assembly line, which is helpful to eliminate excessive handling waste and make the whole assembly process more continuous and orderly. At the same time, it also helps to reduce the number of in-process products and its management cost. It is also helpful to use the program and the two-hand operation analysis, draw lessons from the idea of "unit chasing rabbit" production, and focus on the partial improvement of the bottleneck workstation according to the ECRSs and the economic principle of action. Then, from the whole point of view, the first kind of equilibrium problem of the assembly line is proposed. The objective function is to solve the minimum number of workstations under the premise of improving the local bottleneck. The 0-1 linear programming model of the first type balance problem of the handrail assembly line is established by using mathematical modeling method, and solved by Lingo programming, the balance rate of the optimized assembly line is up to 89.9, and the improvement of the former is significant. 4) based on the idea of "lean production", it is based on the idea of "lean production". On the basis of fully considering the physiological and psychological characteristics of the workers, the design of the assembly line worktable is improved, the work and rest are reasonably arranged, the operator can be more comfortable and efficient in production, and the balance of the assembly line can be guaranteed. Finally, the improved assembly line is modeled and simulated by Ed simulation software, and the improvement effect is evaluated and analyzed with productivity as the index. The simulation results show that the productivity is significantly improved than that before the improvement. It is effective and feasible to improve the balance of assembly line based on lean production.
【學(xué)位授予單位】：江西理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F273;F426.471

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