对机加工设备换模的精益分析与改善

针对机加工不同产品切换过程中的设备停顿问题,利用快速换模的思想,对某企业齿轮车间某一加工设备夹具的换模过程进行精益分析与改善,提出了一套新的换模方案.经过比较,新方案换模时间明显缩短,生产效率也随之提高.     

我国机械制造企业的单件流应用研究

分析了机械制造企业因其行业特点而大多采用批量生产,从而难以适应当前市场的多样化和个性化的需求.实施单件流可有效解决这一难题.对单件流进行了概述,并详细介绍了精益生产的最新发展形式--单元化生产,并简要概述了单元生产在很多日本知名企业(如索尼)中的应用情况和取得的成效.而后分析归纳了我国机械制造业实施单件流时所面临的几个关键问题,如工序间的平衡问题、缩短换产时间(推行快速换模技术)、重型件的流动、瓶颈工序的消除、混流生产、全员参与等,及其各自处理对策,同时重点探讨了如何通过推行快速换模技术来缩短换产时间.最后通过案例分析国内外相关企业应用单件流后的明显效果,从而说明了单件流在我国机械制造企业中实施的可行性.     

汽车行业冲压加工生产率的研究与分析

汽车行业中冲压加工法在欧美、日本等汽车公司得到了高度重视,特别是日本丰田汽车公司经过长期的分析和不断优化改进,创立了快速换模工作法,以最少的资源投入获取最大的冲压生产效率。据此研究并掌握精益生产方式,从而大幅度提高生产效率,缩小与先进发达国家汽车行业的差距。     

冲压设备快速换模技术研究

本文从快速换模技术的综述入手,对快速换模技术在冲压设备中的具体应用进行了详细论述。结果表明,应用快速换模之后,换模时间显著缩短,冲压设备的整体利用效率大幅度提高,这有助于企业经济效益的提升。     

从精益生产走向大规模定制生产

精益生产由汽车工业中提出,在市场经济进一步发展后,原先采用的大量生产模式必然被精益生产所取代。现在,全世界都在为在各种类型的生产中采用精益生产而努力。精益生产和敏捷制造的结合使在更大范围内实现大规模定制生产成为可能。     

精益6西格玛——精益生产和6西格玛的有效结合

6西格玛旨在消除变异,稳定流程,获得顾客满意和最终显著提高绩效.而精益方法关注减少浪费、优化流程和降低成本.通过对比分析,指出了各自的优势与不足,剖析了二者整合的优势--其本质都旨在实现持续改进的管理模式,可以进行优势互补.在此基础上,给出了精益生产和6西格玛管理法的整合路线.精益6西格玛作为精益生产和6西格玛的有效结合,最终会获得竞争对手难以模仿的竞争优势.     

精益生产在汽齿总厂的应用

本文简述了精益生产的哲理和实现技术，介绍了汽齿总帮在精益生产方面的实践与探索，最后强调了企业应根据实际需求，将ＣＩＭ技术与精益生产有机地结合起来，才能增强国内外市场的竞争力。     

预防性维修在企业设备管理中的探索及应用

企业根据发展引进先进的设备,设备高性能、高精度的机电一体化技术提高加工水平和企业柔性加工的能力,但复杂的设备结构．高精度的装配工艺,长时间的备件订货对设备的后期维修增加了难度。传统的事后维修不能满足企业按精益生产模式组织实现快速、均衡、准时生产理念,对于设备管理来说,进行预防性维修是有效的办法。     

精益生产在游艇制造过程中的应用研究

随着生产规模不断扩大,某公司厂房出现场地管理杂乱、生产效率低、产品品质不佳、订单交付准时率低诸多问题.而合适的管理系统可以帮助决策层及时掌握生产进度等厂房信息,制定相应对策,降低无用工时,减少物料浪费,提高生产效率,增强企业竞争力.在精益生产思想的指导下,参考国内外精益生产实践的案例,结合公司的生产现状,在PC上通过编程软件与Excel数据库的结合,开发了精益生产管理系统.此系统可实现工时的快速追踪管理,以最大可能实现游艇的精益生产.精益思想在运用到实际生产后,取得了一定的经济效益.     

运用"6σ"科学管理方法提高叶片测具使用周期的合格率

针对某机涡轮叶片测具使用周期的合格率较低的问题, 运用精益"6σ"管理理念,通过对该类测具流程状况的具体分析,利用"6σ"工具按照其中的精益思想将一些工具串联组合起来,统计各类影响因素的数据,分析产生问题的主要原因,有效地改善了流程过程中所存在的关键问题,并制定合理的控制措施.通过提高叶片测具的使用周期合格率,从而控制了该产品的检测质量.     

精益生产与六西格玛管理的对比与整合

介绍了精益生产和六西格玛管理的本质和特点,从文化、战略、运作模式、过程改进方式、员工培训、关注对象等多方面对两种管理模式进行了对比,分析了它们的相同点和不同点,指出了它们的优缺点,揭示了两种模式整合的必要性和可行性,提出精益生产与六西格玛管理整合时在组织结构、工具运用和实施流程等方面的要点,提出DMAICⅡ的实施流程,列出了不同阶段需要运用的主要工具,为实践提供了理论上的指导和可行的方案.     

基于精益六西格玛方法的K418C壳型小棒质量控制研究

目的 通过改善K418C壳型小棒的合格率,提高生产效率并降低生产成本。方法 通过精益六西格玛的方法、DMAIC II模型和D-M-A-I-C改进的5个阶段,利用因果图、方差分析等分析手段,结合扫描电镜和能谱分析等检测手段,准确定义出坩埚掉砂级别和壳型吸灰时长为两个影响产品质量的关键因素。结果 采用精益方法对这两个因素进行了优化和改善,工艺流程优化后的批量生产中,由于氧化物夹杂而导致报废的小棒根数大大降低,改善效果非常明显,其DPMO由改善前的53 034降低至10 355。结论 该方法的运用不仅有效提高了产品的合格率,而且节省了大量的材料费,提高了企业的竞争力。     

上海电信话费异议的精确化管理——基于精益六西格玛的方法

分析了精益生产和六西格玛管理的精髓,结合两者思路,指出精益六西格玛是实现精确化管理的有效工具,并提出了基于精益六西格玛的精确化管理的技术路线,包括界定问题、细化问题、确定原因、制定措施、监控结果等五阶段.以上海电信降低话费异议率为例,验证所提出观点和方法的有效性.     

Production management model integrating the principles of lean manufacturing and sustainability supported by the cultural transformation of a company

The search for superior production performance has been used by companies to overcome competition in the current global economic scenario. Efficient manufacturing connected to environmental initiatives provides a company with favourable conditions for maintaining uniform and continuous improvement in its competitive performance, while providing operational versatility to respond quickly to volatile markets. As production is one of the most expensive areas for a company, many organisations have sought a new management model for their production system that provides substantial productivity gains, cost saving opportunities and higher customer satisfaction. This study proposes a model of production management and an implementation method integrating the principles of lean manufacturing and sustainability, supported by cultural transformation at the company. Its objective was to achieve productivity gains and improvements on customer satisfaction, as well as develop the ability to provide quick responses to market changes in a globalised economy. The implementation of the proposed model should be gradual, initially addressing fundamental principles, and should operate simultaneously with, and in the same environment as, workforce development and organisational transformation initiatives, to create sustainable improvements.     

Bridging lean to agile production logistics using autonomous carriers in pull flow

Since the early 90s the lean manufacturing system has become popular for industries. Following that, agility in production has received great attention. Exploration of any new techniques for bringing these strategic concepts closer to each other has become advantageous for pioneer industries. Accordingly, the new paradigm of individual control, with the progressive interpretation of ‘autonomy’, can contribute to the objectives of the lean and the agile concepts in production and logistics environments. To explain the contributions of the addressed thesis the study describes it in theoretical and empirical forms. The compatibility of these leading-edge concepts to realise the notion of continuous material flow through supply chains and production floors is examined. Simultaneously, the factors of efficiency, effectiveness and responsiveness are considered. This study covers a quick review on the lean and agility techniques and highlights some specific contributions of autonomous control to their targets. The purpose is to clarify the role of the autonomy in compliance with the lean and agility goals. This is inspected through development of a discrete event simulation with some scenarios in a supply network.     

Six sigma-based approach to optimize deep drawing operation variables

The six sigma approach has been increasingly adopted worldwide in the manufacturing sector in order to enhance the productivity and quality performance and to make the process robust to quality variations. This paper deals with one such application of six sigma methodology to improve the yield of deep drawing operations. The deep drawing operation has found extensive application in producing automotive components and many household items. The main issue of concern of the deep drawn products involves different critical process parameters and governing responses, which influences the yield of the operation. The effects of these parameters are analysed by the DMAIC (Define, Measurement, Analyse, Improve, Control)-based six sigma approach. A multiple response optimization model is formulated using the fuzzy-rule-based system. The functional relationship between the process variables and the responses is established, and thereafter their optimum setting is explored with the aid of response surface methodology (RSM). Rigorous experimentations have been carried out, and it is observed that the process capability of processes is enhanced significantly, after the successful deployment of the six sigma methodology.     

Six sigma,absorptive capacity and organisational learning orientation

The importance of the six sigma methodology in industry is growing constantly. However, there are few empirical studies that analyse the advantages of this methodology and its positive effects on organisational performance. The purpose of this paper is to extend understanding of the success of six sigma quality management initiatives by investigating the effects of six sigma teamwork and process management on absorptive capacity. It also seeks to understand the relation between absorptive capacity and organisational learning as two sources of sustainable competitive advantage. The information used comes from a larger study, the data for which was collected from a random sample of 237 European firms. Of these 237 organisations, 58 are six sigma organisations. Structural equation modelling (SEM) was used to test the hypotheses. The main findings show that six sigma teamwork and process management positively affect the development of absorptive capacity. A positive and significant relationship is also observed between absorptive capacity and organisational learning orientation. The findings of this study justify six sigma implementation in firms. This study provides us with an in-depth understanding of some structural elements that characterise the six sigma methodology, enabling us to provide an explanation for its success.     

6σ方法的选择与分析

6σ改进主要应用于现有的过程或产品, 而6σ设计主要应用于设计或重新设计过程或产品;何时优先采用6σ设计方法一直是一个备受争议的问题.为解决这一问题,比较了6σ改进和6σ设计方法的差异;进而从系统论的观点,分析了选择6σ方法时需要考虑的要素并建立了相应的指标体系;在此基础上,引入了多目标决策的层次分析方法,并对一个6σ项目进行了分析.结果表明,选择6σ方法受到许多因素的影响,从而替代了6σ文献中"只有达到4.8σ,才能实施6σ设计"的准则.结论是任何实施6σ管理的组织可以根据技术、顾客需求、成本、复杂性、风险等因素,选择适应于自身发展的6σ方法.     

CFD在低温流场中的应用

利用流体力学基本数学模型，对速冻装置内低温流场的气流组织进行了模拟，对照实验结果证明了模拟的可靠性；对装置内部采取了一些改进措施以有效地减少装置内部与料口处的热质交换，为装置的优化设计提供了依据。     

基于时间熵的生产系统精益管理导入效果评价

提出了生产系统时间熵的概念,对精益管理的导入如何改善生产系统中“人、机、料、法、环”五大要素继而影响生产系统时间熵进行了分析,并以科学性和实用性为原则,结合定性与定量的分析方法,构建了生产系统精益管理导入效果评价指标体系和基于时间熵的评价模型,为定量评价生产系统精益管理导入效果提供有效依据。利用所构建的指标体系和评价模型对一家胶管企业生产系统精益管理导入效果进行了量化评价,结合该企业精益管理导入实际情况,验证了所建指标体系和模型具有较好的适用性和有效性,为生产系统的精益管理导入效果评价提供了新的思路和方法.