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论文作者:www.51lunwen.org论文属性:本科毕业论文 Thesis登出时间:2015-06-03编辑:felicia点击率:30950
论文字数:15571论文编号:org201505262313039095语种:英语 English地区:英国价格:免费论文
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摘要:对于一个企业而言,工作中掌握良好的工作方法可以有效提高工作效率和工作质量,推动企业的发展。这篇文章就围绕工作方法进行具体阐述。
The reasons for the gap between the current state and the future state map are that there is a Push system with WIP built up between each process in the shop floor. The plans based on MRP forecasts are not ideal scheduling rule for queues. One of the other important points which should be noted is that the process is not driven by the customer, and batch processing is inflating the lead times. There is a lot of scope for improving the quality of products in terms of rework to achieve perfection. The flow of the parts is not smooth between the processes and there is delay due to transportation.
4.14 Future State Map
The future state map shows the first evolution of waste removal. It ideally represents a chain of production where the individual processes are linked to the customers either by continuous flow or pull, and each process gets as close as possible by producing only what the customer needs, and when they need it.
It is recommended that the future state map should be created by the same team that created the current state map, and it is usually done within a day of creating the current state map so that the team does not forget the learning from the current state.
Value stream improvement process is a never ending cycle. Therefore, the team developing the future state map should try to achieve the ideal state; the first generation of future state map will often assume that the existing product design, and existing machinery and technology remains the same. The team will therefore look for sources of waste not caused by these items. After the first phase of waste - removal is achieved; the team can go back and create a new current state and future state map in the spirit of continuous improvement, perhaps challenging some of the original assumptions.
The future state will likely contain numerous “kaizen bursts” or process improvements, supporting the transition to flow or pull. Some of these bursts may be perceived as simple, while others may be complex.
The new process improvements done in this work helped to reduce the setup time, improve the flow and helped reduce the cycle time were updated in the value stream map and a new current value stream map was created; this work helped to move forward to the most ideal state.
CHAPTER 5
CONCLUSION
The goal of this work is to typically develop a process design that meets customer requirements best in the 'least waste way'. The biggest challenge in applying lean standardized work principles in a HVLV lies in developing and educating people to accept the core values of lean standardized work. Success in implementing lean standardized work in HVLV environments lies in the active participation of an integrated cross section of people from all functional areas of the organization. If there is a way of getting people excited about lean standardization and its core principles, this would be a big boost in achieving a lean status.
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