Research On Assembly Line Balance Optimization In Company C Based On Lean Production

With the gradual deepening of the global economic integration,the rapid development of the tertiary industry continues to erode the manufacturing industry's living space,leading to increasingly fierce competition in the international manufacturing market.In order to revive the manufacturing industry,Germany first proposed the Industry 4.0 plan.Under the premise of both domestic raw material and labor costs rising,China proposed the China Manufacturing 2025 Plan to enhance its international competitiveness in the manufacturing industry.China still has a large number of labor-intensive enterprises and urgently need to implement lean production to reduce costs,increase efficiency,and maintain sustainable competitiveness.This article takes the L6 assembly line of electronic transformers produced by Company C as the research object,and focuses on poor company 5S management level,unreasonable process distribution and assembly line layout,low line balance rate,and insufficient production capacity issues.The relevant work and implementation results of this paper mainly focus on the following points:(1)The project management team was set up to design a complete improvement plan and guide the implementation,steadily promoting the company's lean production reform.For the chaos in the company's site management,all members thoroughly implement lean 5S management and reasonable schedules arrangement.The in-depth promotion of 5S management effectively regulates employees' bad habits,improves the workshop environment and company image,and provides basic conditions for subsequent improvement.Reasonable schedules reduce employee fatigue during work,ensure product quality,and improve work efficiency.(2)Reasonably adjust the workstation's process assignments to use of 5W1 H and ECRS technology,reducing the number of workstations,effectively solved the problem of excessive employee work intensity differences between workstations.The assembly line redesigned the U-shaped layout,to set up the temporary storage area for materials and finished products,which greatly saved space resources,reduced handling and waiting waste to provided conditions for subsequent unitized production improvement.(3)The 2nd,3rd,and 6th key bottleneck workstations used the two-handed program operation analysis method and the replacement of some devices to successfully reduce the workstation time to less than the tact time,and the employees could coordinate the synchronization work with both hands,thereby reducing employee fatigue.The fourth,thirteenth and sixteenth workstations adopt a unitary rabbit-by-rabbit production model for improvement,and employees perform cycled work in specific areas to achieve the goal of reducing bottleneck workstation time.Construct a 0-1 linear programming model to verify if the number of workstations after improvement is minimized.(4)The eM-plant simulation software was used to simulate the production capacity of the improved assembly line.After improvement,the simulation results showed that the production capacity reached 1533 per day,compared with the previous increase 612,fully meet the market demand.The results of optimization and improvement prove that the series of improvements proposed in this paper are effective and feasible,which greatly improves the company's production capacity,improves the balance of the assembly line,and helps the company to stabilize its market share.