| The current economic and market situation is complex and changeable,which requires enterprises to constantly improve their competitiveness,so as to better survive and develop.By the end of 2021,the number of small-and medium enterprises in China has accounted for more than 99% of the total number of enterprises in the country.In the industrial field,the output value of small-and medium enterprises has exceeded 60%of the total output value.However,in actual production and operation,small-and medium enterprises generally have the problems of low production efficiency and extensive management.The S workshop of A company is such a typical one,and the lean production theory can effectively help it reduce waste,improve production efficiency and enhance competitiveness.In this thesis,based on the field survey of local small-and medium-sized enterprise A,we are fully familiar with the production process of workshop S,which produces water-based paint.We collect the field production data using the job measurement method,and make in-depth analysis and processing of the data,so as to draw a value stream map of the current production situation of the workshop,from which we can identify the waste in the production process.In combination with the actual problems found on the site,we use the fishbone diagram analysis method,the problems of workshop layout,production line balance,inventory,on-site management and employee management system were analyzed.Firstly,the ECRS principle is used to optimize the workshop layout;secondly,operation analysis and 5W1 H analysis are used to solve the bottleneck process problems;thirdly,the inventory time of raw materials and finished products is reduced by implementing the pull production method;then,implement 6S on-site management in the workshop to improve the working environment of the workshop;finally,by improving the staff management system,we can promote the continuous progress of employees and form a good working atmosphere,laying a good foundation for the continuous promotion of lean production.After improvement,the layout of S workshop is more reasonable.The material transportation distance is shortened by about 150 m,the balance rate of production line is increased from 34.2% to 65.8%,the total operation time of production process is reduced by 36%,and the value-added ratio is increased from 0.6% to 3.2%.At the same time,the cohesion of workshop staff is enhanced.This study has practical significance for S workshop of A company,and also provides experience and reference for other small-and medium-sized enterprises to implement lean production. |
