The Study Of Workshop Logistics Distribution Mode Based On Lean Production

With the increasing market competition, people found it has become difficulties to improve the enterprise’s gaining profit capability through technology innovation, equipment reform, increasing production capacity, reduce the material cost and improve the marketing strategy. On the other side, people also realize to improve the production logistic efficiency which can greatly shorten production cycle, improve the delivery ability, also can remarkable improve the profit capacity; There are even many academic scholars treat the logistic as the third source of profit. For modern enterprise, the traditional mass production system andthe lean production system requires the modern logistic to support. The level of enterprise internal logistic directly impact s on the production efficiency and enterprise economy benefit.The article has analyzed the Credit Fan companyproduction logistic as example, it has analyzed and studied the problem of the workshop production logistic management and proposed the improvement plan. First the article comments the basic concept of the production logistic and the related knowledge of value flow analyzing tool. After that to analyzing the enterprise production processing by using the value flow tool, finding the existing problem on production organization and logistic distribution, e.g unbalance production plan, waiting the material cause production stop, material flow efficiency low, Warehouse material delivery is not accurate. Through classify the article has summed up the workshop production logistics problem into two catalogues, one is material flow between workshop procedure, another one is warehousematerial delivery process. The article first proposes to forecast the client’s requirement, to ensure the takt process, to calculate the takt time and to implement balanced production plan some methods which can drive the whole production logistic equilibrium to process, in order to figure out the material equilibrium flow problems. Specific to workshop material transfer problem, the article analyses past one year the client’s change in demand and divide the product into ABC 3 catalo gue, different type product use different product strategic to do the production plan. Then setting up client’s safety stock to avoid the effect from the volatility of customer demandwhich can impact the production plan of production line, through consuming the safety stock to balance and drive production that can provide stable product take time for workshop production and production logistic distribution, thereby achieve the workshop production smoothing drive and workshop inter- process material quick transfer.Secondly proposes to establish spare parts distribution file, Kan-Ban drive management, material delivery route optimizing and delivery time standardization methods to solve the warehouse material quick and accurate transfer problem. When solving the warehouse material transfer problem firstly consider to set components distribution file to solve the material transfer process required some information with regards to material property, material storage area identify, material transfer procedure and distribution quantity, to prepare basic data to achieve Kanban management drive material contribution. Then through Kanban management to achievematerial contribution solve the connection of workshop production line material requirement to warehouse material supplier. Material requirement continues equilibrium transfer to warehouse and achieve the material driving through Kanban management. Finally the article has standardized the related action of material transfer and set up the standard time, then planning from the warehouse to the first process route and calculate the distribution time, after waiting for distribution process stability distribution route will be expanded to the second procedure until finally extended to the whole value stream, according to the distribution of the whole value stream time and the unit of product manufacturing time compared to determine the number of logistics distribution and time, thus eventually solve enterprise material within the whole value stream distribution optimi zation problem.