人机操作分析在底座生产线改进中的应用

The Application of Man-machine Operation Analysis in the Base Line Improvement

依据某型产品底座生产线节拍,找出引起底座供货期滞后的生产线瓶颈,应用人机操作程序图对底座车型、钻孔与去毛刺瓶颈工序的人、机时间利用率进行分析,通过操作人员可操作设备台数计算,指出传统管理中一人一机的生产组织方式导致了车型工序人员利用率低;通过对操作人员的动作分析,指出钻孔与去毛刺工序操作人员双手动素不平衡、无效动素多导致了人工时间长带来的设备闲置。采取增加车型工序操作人员设备操作台数,使车型工序操作人员的利用率由33.6%提高到了67.3%,工序生产节拍由113s降为56.5s;采取改进钻模,缩短了钻孔与去毛刺工序操作人员的工作时间,使设备利用率由16.1%提高到了71.8%,人员利用率由83.9%提高到了89.7%,有效利用了人员与设备的闲余能量,提高了底座机械加工生产线的生产效率,保证了合同供货期。

On the basis of a certain type of product base production line rhythm, JD company find out the cause of the production line delivery delay bottleneck base. Applying man-machine operation procedure, the base models and drilling and deburring process bottlenecks concerning man and machine utilization are analyzed. Through the operating personnel operat- ing the equipment station number calculation, a problem is pointed out that in traditional management, a machine production organization leads to low utilization of vehicle process personnel; through the operation of personnel movement analysis, find out the drilling and deburring process operators hands therbligz imbalance which is caused by long hours of idle equipment. To increase the vehicle operation personnel and equipment operation units, the use of models operation personnel rate increases from 33.6% to 67.3%, and production process is reduced from 113 s to 56.5 s; to improve drilling die, shorten the time of drilling and deburring operations staff , the equipment utilization rate increased from 16.1% to 71.8%, and personnel utilization rate is enhanced from 83.9% to 89.7%, effectively using personnel and equipment spare energy, and improving the efficiency of the production base of machining production line, ensuring the contract delivery period.