Lean Production Application In V Company Blade Product Root Workshop

V company is currently the world's No.1 wind power enterprise with installed capacity,producing full set of wind turbine components.The existing plants include Blade factory,Nacelle factory,Generator and Controller Factory in Tianjin manufacturing base.This thesis to V company Blade Tianjin factory as the research background,established the bottleneck process for root joint production as the research content,analyzes the main problems and reasons,the theory of industrial engineering and combining with field project to improve the research methods,through the practical application of the research plan,the layout optimization,inventory reduction,quality improvement,equipment comprehensive efficiency results.Firstly,the V100 model blade was used as an example to introduce its process flow,and then the bottleneck was identified as the root joint process.A detailed process analysis was performed for this area,and the main problem points such as unreasonable layout and high stock of finished goods and semi-finished products,the defects of product quality,high equipment failure rate,long changeover time,low OEE level,chaotic of production TAKT,etc.Secondly,follow the analysis logic from overall to local,and analyze the main problems of root procedure one by one.The structure,function,order,logistics distribution and transport strength are analyzed through the layout diagram.Compare the current and future value flow charts,analyze the necessary inventory quantity of semi-finished products,and at the same time analyze the maximum and minimum inventory quantity of finished products;For the problem of raw materials or consumables,find the root cause through 8D report analysis,and analyze the defects of finished products by 6sigma method;The reason of poor comprehensive efficiency of equipment was analyzed by fishbone diagram and Plato.Finally,the main issues of the root workshop are solved through a series of improvement projects.The layout is improved by adjusting the location of equipment to reduce the transport distance and optimize the transport mode.Through the ECRS principle to merge the work stations and shorten the process time,using the board card to promote the pull production to reduce the inventory;Improve quality by adjusting equipment parameters,increasing the frequency of saw blade replacement,clarifying documentation standards and inspection tools;Improve the quality of maintenance through all personnel's independent maintenance,and reduce the equipment shutdown by using quick changeover,so as to improve the comprehensive efficiency of equipment.Make reasonable use of equipment according to production plan,consider product priority and production line balance and other factors,and finally improve production TAKT.The relevant improvement results as below: the optimized layout reduces the transport distance by 2268 meters per week,saving area of 121 square meters;The inventory of finished products was reduced by 67%,and the inventory of semi-finished products was reduced by half,saving an area of 800 square meters after the improvement.There were no external complaints throughout 2017 after the quality improvement,and the internal defect rate was reduced by 27.6%;The equipment failure rate is controlled within 2 hours per week on average.The total production cycle of each root joint was reduced by 35 minutes after the quick change.Overall equipment efficiency increased by 34%.Employees can work in accordance with standard rhythms to achieve on-time production.