The Optimization Research On Production Management For K Company

In recent years, China has become the world’s largest car market, production ofautomobile manufacturing in China growing at a double-digit rate each year. Carswere developing very fast in China, which also drives the speed and scale ofdevelopment of auto parts companies, in the face of the increasingly fierce marketcompetition, through more markets to lower prices through lower production costsresult in higher benefits. Today’s market increasingly competitive, intensecompetition in the market for enterprise management is also causing a chain effect,failed to adapt to the market competition gradually phased out. Businesses, especiallymanufacturing, production management in enterprise management plays a decisiverole in, occupy an important position.K company, formerly known as Shanghai piston factory, founded in1911, is acentury-old factory, in1997, and Germany joint venture company K, KSSP. Marketsand products from supply trucks and tractors into big business big-brand domesticcars, commercial vehicles, and so on. Just14years, enterprises with an annual outputof more than3million to more than24million today. But the human factor has beenbound by all aspects of national policy, facing cost pressures,3%-year5%prices arefacing cost pressures, facing imminent car-guarantees quality pressure. In analyzingthe company’s production site for research found that inefficient, unbalancedproduction line, the production line process of waste cannot be found in time wastedproduction, inconsistent practices, high rate of Visual inspection and defect issues.In view of these problems, for production efficiency low, produced lineimbalances and processes waste found not timely led to waste production of problem,combines more machine management of technology and u shape line of features,optimize the layout and reached people less of of effect, combines value flow figure analysis, optimization process, reached solution bottleneck processes capacity ofeffect; for automation rate low of test processes employees operation techniques free,increased invalid time and reduced job effect, combines standardization job offeatures, Invalid action arising from casual to solve staff time, improve operatingeffectiveness; high circulation rate for Visual inspection defects leading to customercomplaints, combined with the methods of measuring systems, analysis of existinginstability, working time models, to reduce the effect on customer complaints.By comparing before and after optimizing, we find that K company productionmanagement to optimize productivity growth through process optimization, to reducethe waste of processing waste in the process, solves bottleneck process efficiency,improve product turnover, u-shaped layout is more balanced line, reduced the wips,reduced the number of operators. Unified the operators’ process approach, avoidingtime waste and efficiency of operation. Improve the ability of Visual inspectionprocess, enhancing the defect control, reduced defects turnover and improvecustomer satisfaction.