The hottest JIT research based on Informatization

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JIT research based on informatization

is both an opportunity and a challenge for the chemical industry

jit (lean production) mode is a production mode that was summarized after the Massachusetts Institute of technology organized experts and scholars from 14 countries in the world to investigate and study the production management mode of the automotive industry in Japan and other countries in 1985. It is called Toyota production mode in Japan. It is a systematic method to identify and eliminate non value-added operations in all products and services through continuous improvement measures

1 characteristics of JIT

lean production is a pull production mode, while traditional production is a push production mode. The traditional push production mode is shown in Figure 1

the plan control center will issue instructions according to the product production process flow. Each production workshop and supplier will produce according to the plan, and the processed parts in the previous process will be sent to the subsequent workshops and processes. The pull production mode is shown in Figure 2

starting from the final product assembly, the upstream production and transportation are started by the reverse of the downstream process, and the demand information flow reverses the logistics. Compared with push production mode, this mode has the following advantages: (1) visual production site management; (2) Minimize waste; (3) Communicate accurate and true information well

this production mode is realized by pulling the system, in which the tool "Kanban" is mainly used to pull. Traditional lean production uses paper Kanban management, manually determining the number of Kanban, manually making Kanban, manually maintaining and managing Kanban circulation, maintaining and managing material movement path. Therefore, when material prediction, material movement route or BOM change, it is necessary to re make Kanban, determine the number of Kanban, etc., setting and changing costs are high, and the workload is greatly increased, At the same time, paper Kanban is easy to be lost or misplaced during circulation, resulting in "loss" of information, which requires more space and inventory

in particular, there are barriers to the entry of paper Kanban data into ERP, and the data of materials and BOMs have to be maintained twice (in ERP and the paper Kanban itself), so the definition, delivery, management and maintenance of paper Kanban itself are wasteful and inflexible. With the increasingly fierce competition, the increasing degree of globalization, the increasing degree of customization and mixing of products, the increasing fluctuation of market demand, and the frequent changes of process technology through special process compounding, the supply chain becomes more complex. The traditional lean production mode needs to be further deepened, and it is increasingly necessary to realize the combination of lean production mode and informatization

2 establish informatization JIT

first, establish a three-tier structure to realize informatization, that is, the control layer, the execution layer, and the planning layer. The control layer mainly refers to the lowest level of operating equipment and operations, and the planning layer mainly refers to MRP II, ERP, etc. the communication and connection between the control layer and the planning layer are realized by adding a database. This database layer is the layer where the implementation of traditional methods causes the material development cycle to be too long. The specific structure is shown in Figure 3

in order to make the three-tier data information timely and effective, we must change the traditional signal transmission mode. In order to adapt to the working habits of most traditional lean enterprises, we can simply transform the traditional Kanban, add a data barcode on the basis of the original paper Kanban, and all kinds of information can be timely transmitted to the database through the barcode. After the database is processed, it can directly enter the ERP system, For production control, the executive layer can be implemented with the popular MS sqlserver, c++,, etc

3 case application

a telecommunications equipment manufacturing enterprise produces nearly 10 different wireless base station transmission products, mainly using Japan Fuji SMT production lines (7), with 3 shifts/day, 7 working days and 700 personnel. Enterprise IT systems include SAP R3 enterprise resource management system and internal production control system (MEX). Since the feeder must be taken out for the refueling of the production line, the production equipment must be temporarily stopped. Therefore, the refueling speed largely determines the utilization rate of the equipment. In addition to the proficiency of employees, the refueling speed also greatly depends on the timely replenishment of materials. In order to improve production efficiency, the enterprise has improved the original primary material system, A two-level electronic material pull system is established: (1) the pull of SMT production line and common buffer; (2) Pull of common buffer and warehouse. The specific process is shown in Figure 4

Figure 4 electronic material system diagram

during work, the operator manually scans the bar code to generate Kanban signals, and uses the double feeder to supplement them immediately. At the same time, the SMT Kanban signal is transmitted to DS. On the one hand, DS transmits the information to the common buffer, which replenishes the materials of the production line as needed. At the same time, DS transmits the information to ERP, which updates the data in time, and sends instructions to DS, which transmits it to the supplier and warehouse, The warehouse replenishes common buffer materials according to the set time period. Through such structural improvement, the ERP system can be updated in real time. The logistics flow information stored in DS is convenient for post statistics and analysis, and provides a data source for on-site improvement such as material shortage, turnover time, material batch size setting, etc. through improvement, the production efficiency of the enterprise is greatly improved

system is extremely important; The auto parts cost coefficient and target reference cost calculation system can realize the automatic classification and coding of parts, complete the cost coefficient calculation and target reference cost trial calculation completed by the whole process, so as to control the cost source in the auto development stage and display it in a direct reading way; When determining the benchmarking cost coefficient of parts and components, it is also necessary to conduct a comprehensive analysis in combination with the functional elements, value elements and cost elements of parts and components, in order to achieve a reasonable and effective control of product costs. (end)

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