The Analysis Of Optimize Worktime Of New Model V1503

Base on the theory of constraints(TOC), we mainly resolved the restrict of the long worktime on the new model V1503 during the periods from trial run to the mass production. There is five core steps of it, define, dig out the bottleneck, relax and return to new issue define. It is a closed loop, improved the production process to a higher efficiency step by step.Production cycle is refers to the full time of products from started product to output. In the industrial manufacturing, refers to the product from the raw material come into production, processing, to final output. Nowadays, the worktime cycle of manufacturing industry is a very important parameter, it not only reduce inventory but also to the order change and final profit can come back sooner. It is good for the cash flow. Especially the order type production enterprise, worktime cycle is also for customer, it can make the change they want happened rapidly and the change implement is significant for the market demand.This paper firstly state the switching power supply enterprise is an order request type factory, then identify customers' requirement for the worktime of the new model V1503. According to TOC, We define the new model's process. It is originated from the an old mass production model, before the new model mass production, we get the work time data of the old model and trial part new process for the data collected. Then we found the problem and bottleneck resources. After process analysis, we identify present equipment is unable to achieve the customer short worktime request. We need to reinstall process flow in the other equipment. Using process reengineering theory and method, the result is we need add some new cheap equipment, rather than simply added present expensive equipment. We also rationalize the new equipment, fixture, operator allocation as a whole, dig out all potential productivity. Chang is the things that never changed, to avoid encountered the production plan become abnormal when it begin really production, we found there is no a chain to make all the things happen at a pace。Base on the expert advice, We need to make some change of the production plan and equipment management. Sometimes, supervisor in order to ensure that equipment have higher productivity, they prefer to product some easy job, but it is a easy job on this machine but difficult for the rest part product on the other equipment . So some easy part for this machine become waits in the production, and the model can not be finished before all the parts was finished well. This is most happened when the arrangement and information is not clear and timely. For this bottom neck, we changed the layout of equipment make the logistics much easier, we set the pace and add some bulletin board between the different equipment, and the plan was given a reasonable buffer. Meanwhile equipment management also take some checklist to make sure the equipment is good and make sure the first article is come out in time.Production problems always mixed, however, through these analysis step and step, constantly breaking each bottleneck, we make the production become smoothly and ensured the work time cycle of he production implemented really meet the customer's request.