Production Improvement Research Of SP Company’s Jumper Assembly Line Base On Lean Production

With the rapid development of China’s economy,the human cost is also increasing rapidly,especially in the manufacturing industry,which has begun to affect the global industrial layout.Lean production is a global recognized advanced production management mode.Using the theory and related tools can improve the management quality,realize the lean management of production process,so as to reduce costs and enhance competitiveness.SP company is a German funded communication equipment production company integrating R &D,production and sales.In recent years,with the improvement of domestic similar companies’ technical level,some products of SP company have gradually lost their technical advantages,and the market competition pressure is increasing day by day.The company urgently needs to carry out refined improvement to reduce the manufacturing cost.In this paper,SP company jumper assembly line lean production improvement as the research object,according to the characteristics of jumper products and their assembly line,draw the current value flow diagram,on thisbasis,trace the origin of the problems existing in the jumper assembly line of SP company before improvement,and determine the key optimization tasks.Through further image analysis,this paper studies the optimization and improvement of jumper assembly line from three aspects of operation,production line and station layout,which is presented in the form of future value flow chart.Finally,in order to achieve the expected optimization effect,this paper discusses the implementation path of the optimization scheme from two aspects of hardware and software.In terms of the content and characteristics of SP company jumper assembly line lean production improvement,this paper mainly from the determination of the optimization task,to explore the optimization scheme and to formulate the implementation path.First of all,there are a large number of non value-added operations between the processes of the jumper assembly line before the improvement of SP company,resulting in overstocking of inventory and occupying a lot of space.These non value-added operations can be attributed to six kinds of interrelated waste,and the root causes of waste are imbalance of production line and unreasonable layout of work stations.Therefore,this paper takes "balancing production line and establishing continuous flow" as the core task of assembly line optimization.The optimization of station layout and the improvement of process equipment should be designed around the needs of production line balance.Secondly,the image observation analysis shows that the waste of SP jumperassembly line is mainly the "human" factor: too many employees and unnecessary actions aggravate the waiting waste of "people and others".Therefore,in the process of operation optimization,the optimization scheme obtained by "5W1H method" is mainly devoted to reducing personnel or reducing labor hours.The operation optimization reduces the bottleneck process time to 41 seconds,so as to determine the production cycle.On this basis,combined with theoretical analysis and technical constraints,this paper redistributes the process content,and establishes a continuous flow within and between processes.With the establishment of inventory supermarket and optimization of station layout,the value-added rate and balance rate of SP company’s jumper assembly line have been significantly improved.Third,the implementation of SP company jumper assembly line equipment improvement program,on the one hand around the needs of production line balance,on the other hand reflects the characteristics of reducing manual work.The key points of the improvement of production equipment include: in order to realize continuous flow improvement and adjustment,adding auxiliary devices with new functions,flexible improvement of the original equipment.The improvement process of station layout not only takes into account the main equipment and auxiliary facilities,but also takes into account the actual production capacity and future development.In addition,the implementation of lean production is inseparable from the effective guidance of employees.Finally,through the measurement of the expected results,this paper believes that theimprovement has achieved better direct and indirect benefits.