H Company Vacuum Pump V8 Production System Improvement Research

H Company is a foreign-invested company established by G Group in the Asia-Pacific region.It is mainly engaged in the production and sales of auto parts.The main customers are domestic commercial vehicles,trailers,car manufacturers,and automobile manufacturers in Germany and Poland.With the rapid development of the world automobile industry and the increasing demand for auto parts,H companies must take measures as soon as possible to reduce production costs,improve product quality and shorten products.Production cycle.Since 2016,H Company has started to implement lean production.However,since it only borrowed from the lean production model of the German branch and the Polish branch in the initial stage of improvement,it failed to grasp the key problems in its production system,and the improvement effect was not obvious.Therefore,in order to improve the flexibility of H company’s production system,improve the effective unit output of the production system,enhance the company’s survival and sustainable development capabilities,and make it better adapt to the current industrial development environment,this article takes the actual market demand and present The difference between the production system capabilities is the entry point,and the actual problems existing in the production system of H company are studied.Based on the theory of lean production,this paper analyzes the current situation of production system of H company,selects vacuum pump products V8 as research objects,collects on-site production data,draws the current value flow diagram of vacuum pump products V8,and applies the seven wastes of lean production to the current value.The flow is analyzed,and the evaluation system is constructed by combining the analytic hierarchy process and the constraint theory to find out the key waste problem.The study found that the weight of production waste,waste of storage,and waste of transportation accounted for 72.6%of the total weight.For the three types of key waste problems,the corresponding improvement schemes were developed and implemented,and the heuristic algorithm and Flexsim were used to optimize the balance of the vacuum pump product line,which increased the balance rate of the production line from 75.44%to 97.40%,and the improvement rate reached 29.11%;the smoothness of the production line The index dropped from 87.95 to 30.87,and the improvement rate reached 64.90%;the manufacturing cycle was reduced from 28.4 days to 18 days,and the improvement rate reached 36.62%.The system layout design method(SLP)was used to optimize the production workshop layout of H Company.The transportation distance was reduced from 168 meters before improvement to 65 meters after improvement,and the improvement rate reached 61.3 1%.The logistics route was changed from polyline to linear.The logistics route has been increased from 3 to 8,the logistics route improvement rate has reached 166.67%,the production line has increased from 3 to 4,and the improvement rate has reached 33.33%.Using the in-process inventory model based on TOC theory,kanban management,setting critical inventory value and 6S management to lean in-process inventory,so that the quantity of in-process inventory is reduced to critical inventory value.Through the implementation of the scheme,the production line balance rate of H company vacuum pump V8 products has been improved,the manufacturing cycle of the products has been shortened,the handling distance of materials has been reduced,and the production system of H company has been improved as a whole.