| In recent years,the development speed of China's auto industry has begun to decline,and the competition of auto-related enterprises has become increasingly fierce.Various automakers have implemented multi-variety and small-volume strategies to compete for the market.For component companies,an increase in the number of varieties and a decrease in the total amount means an increase in costs.How to reduce logistics costs,increase turnover rate,and reduce inventory have become the focus of companies.This thesis takes the AMC company,an automobile parts manufacturing company,as the object,and studies the above problems with lean production,especially with electronic Kanban pull.Based on the review of related literatures.First,analyzes the current status of AMC's existing production control systems and their existing problems.The main problems include serious production line breakage,high line side inventory and low on line inventory count accuracy,and so on.Second,by drawing a value stream map(VSM),from the perspective of value-added and non-value-added,it analyzes the problems and possible improvements in the process from the client,production process and supplier level.Third,the electronic Kanban and electronic Kanban import method were designed,and the route scheduling method of tractor and manual car pulling was designed.RFID was introduced to record the circle time of tractor and manual car to solve the on line inventory height and inventory accuracy.Low and low feed accuracy.Then,in the implementation,the lean production structure with five foundations,three pillars,three pursuit goals and four related parties is promoted,and the lean idea that starts at 5S and ends at 5S is improved.Finally,the implementation results have significantly reduced line-side inventory,reduced labor costs and improved production management.This paper hopes that AMC can optimize the production and promote the research,which can provide some reference for other factories. |
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