The Application Of Lean Production In LC Co., Ltd

The main idea of this thesis is to discuss the implement and application of lean production system, based on LC aluminum Co., Ltd. Through application of the theory of lean Production system to analyzing the Production operation status in LC aluminum Co., Ltd., this article Points out some major Problems occurring in Production management and set up some improvement goals and implementation projects aiming at maximum elimination of waste and optimization of manufacture flexibility.Lean production has dominated manufacturing trends for the last 10 years or so. It's focus on eliminating wasted time and material from every step of the production process—from raw material to finished goods—was designed to address the same conditions most companies face today, the need for fast, flexible processes that give customers what they want, when they want it, at the highest quality and affordable cost. The only thing that adds value in any type of process—be it in manufacturing, marketing, or a development process—is the physical or information transformation of that product, service, or activity into something the customer wants. The traditional approach to process improvement focuses on identifying local efficiencies, go to the equipment, the value-added processes, and improve uptime, or make it cycle faster, or replace the person with automated equipment. The result might be a significant percent improvement for that individual process, but have little impact on the overall value stream. This is especially true because in most processes there are relatively few value-added steps, so improving those value-added steps will not amount to much. Without lean thinking, most people can't see the huge opportunities for reducing waste by getting rid of or shrinking non-value-added steps. In a lean improvement initiative, most of the progress comes because a large number of non-value-added steps are squeezed out. In the process, the value-added time is also reduced. Lean production is not a toolkit. It is not just a set of lean tools like just-in-time, cells; 5S.It is a sophisticated system of production in which all of the parts contribute to a whole. The whole at its roots focuses on supporting and encouraging people to continually improve the processes they work on.In chapter one, this paper describes the profile of lean production and its development. In chapter two, this article introduces the background and the main waste of practice of the LC aluminum Co., Ltd. And these waste of practices include Overproduction, time of waiting, unnecessary transport, overstock, substandard operations, defects, Unused employee creativity. At the same time in this chapter also LC aluminum Co., Ltd production conditions and production processes are introduced and analyzed. In chapter three this article introduces the process of rebuilding a typical product line. What's more is to introduce the using of value's flow chart as the tool in order to decrease the stock of product. The value stream map captures processes, material flows, and information flows of a given product family and helps to identify waste in the system. Many wastes are represented on the value stream map. In addition to the queue times, we see engineering changes (e/c), rework, and time resolving various issues that result from not doing things right the first time. In chapter four this article mainly introduces the comprehension and using of the" refine on" thinking when the LC aluminum Co., Ltd. carrying out the lean production. This part introduces the fulfilled situation of 6S in LC aluminum Co., Ltd. in details. And it analysis the key point and the difficulty of fulfilling the 6s. This chapter also focuses on the implementation of continuous process and the use of lean concrete circumstances. Flow also tends to force the implementation of a lot of the other lean tools and philosophies such as preventative maintenance and built-in quality. A lean expression is that lowering the "water level" of inventory exposes problems and you have to deal with the problems or sink. Creating flow, whether of materials or of information, lowers the water level and exposes inefficiencies that demand immediate solutions. Everyone concerned is motivated to fix the problems and inefficiencies because the process will shut down if they don't The company is always insisting on emphasizing building an enterprise as a learning organization when they carried out lean production. Where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together. The Right Process Will Produce the Right Results, continuous improvement (kaizen) can occur only after a process is stable and standardized. When you make processes stable and have a process to make waste and inefficiencies publicly visible, you have an opportunity to learn continually from your improvements. To be a learning organization, it is necessary to have stability of personnel, slow promotion, and very careful succession systems to protect the organizational knowledge base. To "learn" means having the capacity to build on your past and move forward incrementally, rather than starting over and reinventing the wheel with new personnel with each new project.