From the analysis of the previous article, it can be seen that lean production and ERP have their own advantages and disadvantages. Is there an operation management system that can give full play to its own advantages, and at the same time can solve the problem of multi-variety, small-batch production and operation management? Here, I combine the theory of ERP and lean and my practical experience to propose a new "5S" method to solve the problem of multi-variety, small-batch production and operation management. The so-called "5S" is a kind of planning system, lean, product detail, specialization and standardization and other technologies and concepts together, and according to the characteristics of multi-variety and small-batch manufacturing mode and the formation of operation management methods, it mainly includes the following five S:
As can be seen from the above analysis, ERP is good at coordinating and planning overall resource-based and long-term plans, while lean pull-type production is good at handling inter-process and short-term plans. The combined planning system will be able to plan and control from both the company level and the workshop level, and give full play to their respective advantages. Therefore, the schedule planning and planning system of ERP + lean pull is a better solution for the multi-variety and low-batch operation mode.
The second S is SMED (Single Minutes Exchange of Die) technology, which is the fast mold change technology. As we all know, an important feature of the multi-variety, small-batch manufacturing mode is the frequent change of product varieties, if you can not deal with the problem of rapid changeover, it is difficult to effectively improve production efficiency and reduce various waste. SMED is a well-established theory of fast mold change, which can greatly improve the speed of mold change in practice.
The third S is segmentation, that is, the technology of product segmentation. Even if it is possible to achieve a quick mold change through SMED, there are still many orders for products that are particularly small due to the characteristics of large varieties and small quantities. At my company, there are a large number of small orders, even orders for single products. In corporate practice, it is also common for small quantities of products to be provided to customers as samples, so it is necessary to set the production line into different types by means of product segmentation. At my company, the production line is divided into two types: fast and slow. The fast line is set up as a lean line that realizes the flow of one piece according to a fixed cycle time, and the slow line is set up as a line that only produces very small orders. In this way, orders with a certain number of orders will be produced on a fast line, giving full play to the advantages of lean production; Particularly small orders will be produced on slow lines, giving full play to their advantages of good flexibility.
The fourth S is specialization, that is, specialization. The statistical survey found that there was a large amount of machine idle time in the production of the enterprise, and after careful analysis, it was found that a large number of machines were idle because the operator stopped the equipment for other operations. The principle of specialization is to ensure the continuous operation of the equipment, and the operator can get any materials, parts and services he wants at the time he needs, so as to ensure the continuous operation of the equipment and ensure a high level of productivity.
The fifth S is standardization, that is, the standardized operation mode. Another difficulty in the management of high-mix, low-volume production is that it is difficult to achieve standardized production. As we all know, the reason why it is difficult to plan and operate multi-variety and small batches is mainly because of the different processing routes required by each product variety, and even the processing equipment required is different, resulting in different processing times for different products. This makes production planning and control extremely difficult. However, through the means of production line balancing, combined with product segmentation and specialization methods, it is possible to realize local standardized operations by changing the equipment layout and adjusting the processing sequence, and each part can achieve standardized continuous flow, thus greatly simplifying the difficulty of multi-variety and small-batch manufacturing.
Through the 5S method, the production and manufacturing of multiple varieties and small batches can be transformed into an operation mode similar to continuous production, which greatly simplifies the production process, simplifies the planning and control process, and turns a complex and changeable process into a simple flexible production line that can achieve continuous production.
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