D-NOX Production Line Optimization And TPM Management Research Of W Company Based On Lean Production Theory

In today's increasingly accelerated globalization,China's auto parts industry is under great pressure.The rapid changes in the market environment and the diversification of customer demand have forced most companies to set relatively large inventories in order to increase delivery performance.In the view of lean point,the inventories are the source of all evils,not only does it add value but also incurs costs.Therefore,how to improve the production efficiency and customer delivery rate through lean production has become an issue of commom concern of auto parts companies.This paper investigates the production line of W company's D-NOX(automobile exhaust aftertreatment system),and collects production information in the production process through field interviews,observations and records,Including the production cycle time of each process,work in process inventory and finished product inventory,customer demand,scrap rate and other information.It was founded that the main problem is the low production efficiency and the inability to meet the fluctuations of customers through the analysis of the data in the production line.Therefore,this paper uses the tools and methods in lean production theory to optimize the production line.Firstly,the program analysis,job analysis and man-machine configuration optimization methods are used to improve the balance rate of the production line,reduce the cycle of the production line,improve the efficiency,reduce the in-process inventory between processes,and enable the production line to flow without interruption.Then,in view of the excessive cost inventory and insufficient delivery rate,the production demandoriented production mode is established,and the information transmission mode and production control mode are changed.Establishing a customer-oriented kanban management system and a balanced production model,and establishing a “supermarket” to isolate fluctuations in production schedules caused by customer order fluctuations,making production smoother and meeting 100% delivery,and verify the effectiveness of the optimization through the comparison of the data before and after.Finally,for the shortcomings in the field management,by promoting the improved TPM management to improve the on-site environment and ensure the optimization of the production line through the training,publicity and other measures,establish anindependent maintenance system,carry out improvement proposals and improve the workshop atmosphere based on 5S and group activities.The CT of the production line was reduced from the original 68.1S to 50.8S,the number of operators has decreased by 19,and the line balance rate increased from the original 39% to 96.2%.The finished goods inventory decreased by 67%,and work in process inventory decreased by 90%.Production efficiency has been greatly improved,WIP inventory and management costs has been reduced.The delivery rate has basically reached 100%.And establishsd a relatively comprehensive TPM management system in W company,improving the quality and ability of employees,strengthening the company's cohesiveness,and improving the efficiency of cross-departmental work.Finally,I hope that the research in this paper can give some reference to other parts of manufacturing enterprises.