Study On The Operational Improvement Of New Product Line Based On Lean Manufacturing Thinking For Company B

In order to satisfy with the increasing business and comply with the innerpacking material requirement of injection drags issued by SFDA, company B invested49million$to expand two new product lines to increase the production capacity inTianjin plant. The article studied the operational system and model based on theLEAN theory in company B, to deliver the enough new products to market with theshort production lead time, high quality level, lower cost and high stock turnover rate,to improve the operational level and increase the competition in pharmaceuticalindustry. Company B Tianjin plant met the challenge after new production linelaunched: the high inventory due to the long test lead time for sterile products, longpurchase lead time due to the raw material supplied from US headquarter, high WIPdue to the poor design of new production line, low production efficiency and highscrap rate due to many new employees, and it takes long time to improve theprocesses or equipment due to the complicated quality management procedure andsystem. This article studied the existing problems of daily operation in company BTianjin plant, comprehensively analyzed the problems from value stream mapping,employee training and new project management and gave out the solution. The writercombined of the LEAN production conception and pharmaceutical manufacturingindustry, used the LEAN tools of leader standard work, daily accountability, levelingproduction, lean boot camp and A3into the daily production, to improve the operationmethod in Tianjin plant. After these activities, Tianjin plant improved the productionefficiency, reduced the scrap rate, reduced the stock level and build up the continuousimprovement culture, improved the operational capability and integrated competitionon new production line without the quality compromise.