Research On Production Improvement Of Steering Knuckle Arm Of A Company Based On Lean Production

With the repeated epidemic situation in China and the complex and changeable international environment,small and medium-sized enterprises(SMEs),in the case of rising raw material prices,must improve production efficiency,reduce production costs and improve product quality if they want to maintain the normal operation of enterprises and achieve sustainable development,so as to win in the increasingly fierce competitive environment.This paper takes the steering knuckle boom production line of company A as the research object,based on the theory of lean production,and uses the improvement tools of industrial engineering to improve and optimize the steering knuckle boom production line and production site of company A in an all-round way.First of all,through the on-site investigation and analysis of company A,to grasp the basic situation of company A’s steering knuckle boom production line,on this basis,use the fishbone diagram analysis method from five aspects: workshop layout,process,on-site environment,equipment management,and personnel management.Analyzed the reasons for the low production efficiency of company A’s steering knuckle boom and analyzed the necessity and feasibility of company A’s lean production transformation;then design a three-step improvement plan of workshop layout optimization,production line process improvement and site management optimization;Then use the SLP method,program analysis method,ECRS principle,5W1 H questioning method,and man-machine operation analysis method to optimize the steering knuckle boom production workshop and production process;The work specification,scoring standard and reward and punishment mechanism are used to simulate and verify the production conditions before and after the improvement by using Flexsim simulation technology,and make a comparative evaluation before and after the improvement.After the improvement of company A through lean production,all indicators of the production line had been improved,The moving distance of workers per cycle was reduced by 32.23%,the production line balance rate was increased from 57.05% to 74.35%,and the daily production capacity was increased by 21.98%.The production line was more balanced than before the improvement,and the production efficiency had also been significantly improved.The company’s production management capabilities had also been significantly improved,increasing the competitiveness of company A in the industry,and laying the foundation for company A’s sustainable development and expansion.The successful implementation of the lean production transformation of Company A had produced a good demonstration role for the extensive development of small auto parts manufacturing enterprises in China,and also provided a reference for other traditional manufacturing industries in my country to improve lean production.