| The development trend of digital transformation of production line is intelligent management and intelligent production,both of which are based on information management system,and the labor efficiency is continuously improved through intelligent transformation and upgrading of equipment.Influenced by factors such as science and technology,process,cost,and cross-field cooperation,the digital transformation of the production line can’t realize the replacement of manual labor with intelligent equipment in a short period of time,so the enhancement of labor efficiency of the production line in FAW-Volkswagen’s digital transformation will need to be carried out around two elements,namely,"human" and "machine",in a long period of time in the future.Therefore,the improvement of labor efficiency in the production line in FAW-Volkswagen’s digital transformation will need to focus on the two elements of "human" and "machine" for a long period of time in the future,and be realized through the two paths of "intelligent upgrading of equipments" and "optimization of working hours".The fluctuation of labor efficiency in the production line will cause the vibration of the whole business system through the propagation of the value chain in the dimensions of time and output,and enterprises need to continuously improve labor efficiency in order to enhance their survivability and competitiveness.FAW-Volkswagen’s production line has introduced a new time measurement tool-MTM analysis-in the process of work hour optimization,and the goal of labor efficiency improvement has been implemented in the "work load rate" of the team as a unit,and the achievement of the "work load rate" goal has led to the improvement of labor efficiency and the improvement of the "work load rate" of the team.The realization of the "workload rate" goal led to the results of personnel optimization,and the introduction of the ECRS principle further amplified the results,while the lack of "E" and "S" in the process is the first line of production and the "labor efficiency improvement" against the "E" and "S".The absence of "E" and "S" in the process is a concrete manifestation of the production line’s confrontation with "labor efficiency improvement".In the process of equipment upgrading and transformation,FAW-Volkswagen’s production line has certain "trial and error costs" and "capacity climbing bottlenecks".The reasons for the above problems include: the high degree of specialization of MTM analysis and ECRS principles limits the participation of the production line;the "workload rate" in the beat balance board fails to reflect the differences in "labor intensity" brought about by different body postures during operation;and the "workload rate" hidden in the "beat balance board" does not reflect the differences in "labor intensity" brought about by different body postures during operation.The "imbalance" hidden in the "beat balance" affects the enthusiasm of front-line employees;MTM analysis focuses on the analysis of actions in standard operation,and assumes that the operating status of equipment,incoming parts,and work equipment and auxiliaries are in good condition in the analyzing environment.MTM analysis focuses on the analysis of actions in the standard operation,and a ssumes in the analysis environment that the equipment operation status,incoming parts status,and work equipment and auxiliary tools are in good condition,so it lacks dynamic,real-time,and comprehensive perspectives on the production factors,and the a nalysis results have a certain degree of timeliness.5S management has the advantage of full participation in the management of "people,machines,materials,methods,and environments" in the aspect of improving the labor efficiency,though.Although "5S management" has the advantage of full participation for the management of "man,machine,material,method and environment" on site,and has a dynamic,real-time and comprehensive perspective,it has not been given enough attention due to its contribution to the realization of the goal of "workload rate" is much lower than that of MTM analysis.In addition,the "5S management" methodology module in the "Concentric Production System" has a literal difference with the traditional "5S management" in the translation process,which has led to the understanding and application of this methodology module in the production line.This has led to some misunderstandings in the understanding and application of the methodology module at the production line,which has also limited the effectiveness of the methodology module.Based on the causes of the problems,we took measures to help the production line understand the principles of MTM analysis,the method of time classification,the information displayed on the "Beat Balance Board",the key aspects of MTM analysis and precautions to be taken,as well as the ideas for solving common problems in the production line,so as to help the production line understand the principles of MTM analysis in the areas of video recording,verification of MTM analysis reports,and identification and elimination of common problems.It helps the production line to carry out positive interaction with various departments in video recording,checking MTM analysis reports,identifying and eliminating waste,and evaluating and implementing optimization solutions,so as to ensure that the goal of optimizing the "workload rate" can be achieved under the premise that the results of the MTM analysis are accurate and objective,and that the production line is proactive,and to weaken the limitation of the production line’s participation in the process caused by its high degree of specialization.With the help of "ergonomics evaluation" method,the "imbalance" hidden in the "beat balance board" is found,and these "imbalances" are eliminated by coordinating the relationship between man,machine and environment with reasonable management methods and incentive mechanisms.By coordinating the relationship between man,machine and environment with reasonable management methods and incentive mechanism,we can eliminate these "imbalances" and improve the motivation of the employees;guided by "advanced technology and lean management methods to realize intelligent manufacturing",we can explore the "5S management",which is the most effective way to achieve intelligent manufacturing.With the departure of the dominant factor "human" in the "automation" direction of the application of "5S management" through the "5S management" in the individual "S" "automation","automation","automation","automation","automation","automation","automation" and "automation".Through the "5S management" in the single "S" "automation" application practice and production line equipment intelligent upgrading and transformation process of actual cases,to explore the "5S management" in each "S" "automation" and "S" "automation".Automation of each "S" and the possibility of integration of "5S management" into the design stage of intelligent equipment. |
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