| In the rapid development of science and technology in today’s society, to meet the market and the customers’ requirement, enterprise should continuous evolve by own, and to maintain stable growth of profits and achieve sustainable development.Kettle factory A is a branch company of XB, who is specialized in high-end electric kettle manufacturing. With simple manual workshop production mode to start, after continuously optimization on production layout and allocation of production elemental,XB has gradually established a stable modernize production mode. XB’s main export destinations are developed countries in Europe, Americas and Australia, and has expanded to include Southeast Asia, middle East and Africa emerging nations. XB’s products are now exporting to more than 100 different countries, and become a world-renowned enterprise of household appliances manufacturer. Kettle factory A taking the process, cost,lead time, quality, service and innovation as the competitive strategy. XB is making his effort to become the domestic leading and world-renowned electric kettle manufacturing base.The competition in kettle industry is growing keen and customers’ requirement is continually increasing, kettle factory A management team proposed a target on factory- to seize the kettle high-end market. For kettle factory A, the existing production mode under the production layout and the production elemental allocation is unable to meet the company and customer’s requirements. Through the depth investigation and analysis of the present production mode, the main problems of kettle factory A are:(1) production layout is unreasonable which request to re-plan from overall. According to the production layout, combine the kettle industry level and the company’s reality to improve the process flow.(2)production elemental allocation is not sufficient, the allocation of personnel,material, equipment, operation method and so on are request to improve. No matter it isthe expectations of the management team, or the customers’ requirements, they are putting forward a higher requirements for production management method, production improvement mode is imperative.Under the theoretical guidance of production management and lean production and so on, factory has depth analyzed on the existing problem from the production layout and production elemental allocation, the production layout will be re-planned and the production elemental allocation will be optimization. Meanwhile, factory has found out corresponding solution to meet different customers’ special requirement. This paper describes the difficulties encountered in the process of improvement, and continually improve and amend base on the management team‘s expectations and the customer’s requirements, ultimately form the U type belt line, U type manual transmission line and cell line manufacture coexist production layout, and has optimized the production elemental allocation for workers, working equipment, material, operation, production environment and so on. In order to ensure the smooth implementation of the production layout optimization and production elemental allocation optimization, factory has built a series of safeguard measures, the high-end workshop management system and the staff daily behavior norms, through process checking to promote the process capability level and through improve action proposing to promote staff working initiative. With these plan implement, the production management level is expected to improved, the product quality,the production efficiency and the customer evaluation achieve a significantly improvement,the competition of electric kettle could be improved.Finally, in the subsequent studying, kettle factory A hope to focus on the controlling of production incoming material status and quality, make sure the persistent stability of the product quality, enhance the management specifics of the factory, so that the kettle factory A can rise to the top level of the kettle industry and reach the goal. |
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