Using lean production methods to achieve "thousand factories, thousands of faces" intelligent logistics-EEWORLD

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my country is the world's number one "manufacturing power", but there is still a gap between it and "intelligent manufacturing power". The automation and intelligence levels of manufacturing enterprises vary, and their technical capabilities and regional development are also unbalanced. They generally face problems and shortcomings such as high labor costs, low production efficiency, large losses of raw materials, and chaotic warehouse management. As an important driving force for promoting the integrated development of industries, intelligent logistics plays a vital role in promoting the intelligent upgrading and technological transformation of the manufacturing industry.

Intelligent logistics is to operate all aspects of the logistics system under the control of the information system and implement comprehensive system perception. By utilizing the cross-integration of information technology and logistics technology, logistics can be automated, innovative, and accurate, emphasizing the rapid, efficient, and smooth operation of information and material flows, thereby achieving the goal of reducing social costs, improving production efficiency, and integrating social resources.

How can intelligent logistics effectively improve factory operation and production efficiency? How can intelligent logistics methodology be combined with the "thousand factories, thousands of faces" application environment? As an innovation-driven full-link industrial intelligent logistics solution provider, how does Angge Technology combine the pull system to achieve lean production? How to apply lean logistics methodology to the leading intelligent factories in the glass fiber industry to improve production timeliness, production accuracy and production fulfillment? In response to the above questions, we specially invited Wu Tieli, vice president of Angge Technology, to give an in-depth explanation of the intelligent logistics methodology, and to explain and analyze the case of Angge Technology providing intelligent factory projects that integrate intelligent logistics and warehousing systems as front-end processes for the leading intelligent factories in the glass fiber industry.

Methodology

Introduction to Lean

What is JIT?

· Production handling Necessary items, necessary time, only necessary quantities.

How to measure JIT level?

· Differences in just-in-time scales: 1) flow and stagnation, 2) where JIT is performed and standard time scales.

Why does stagnation occur?

Too large a batch (production or handling batch)

The flow is too complicated (outsourcing of intermediate processes, arrangement of processes)

· Weak concept of producing at the speed of sales (takt time, standard operation)

Poor logistics (management of transportation)

· Organizational mechanism defects (simultaneous front and back processes, pull and store, balancing, effective use of real information)

Poor management (too broad a scale for benchmarks, schedule management, inventory management, etc.)

The Five Principles of Lean

Value : precisely determine the value of a specific product

Value Stream: Identify the value stream for each product

· Flow: Make value flow continuously

Pull : Let users pull value from producers

· Perfection: the eternal pursuit

The basic principle of lean logistics is customer-driven . The core of lean logistics thinking, when it comes to logistics planning and design, is:

Data analysis : on-site survey/site; BOM analysis; regular inbound and outbound warehousing, regular logistics flow analysis; growth forecast analysis; vehicle and cargo type analysis; peak and valley analysis; production change analysis.

· Conceptual design: understand the business, order structure, batch size, customer channels, etc.; design according to the "four no principles" of value stream and customer-driven demand, design based on sales or design based on production and sales; integrate the entire process of product flow, information flow, and logistics.

· Scheme detailed design: non-standard design; "first-line flow" design of automation equipment.

Pull production

Pull production promotion foundation

0 1The first task is to determine the rhythm and set the pull target

0 2 Preliminary preparation is the key to successful promotion

0 3 Establish the concept that the next process is the customer

0 4 The construction of abnormal handling mechanism and related systems is the guarantee

0 5Lean tools and methods can solve on-site problems

06 Continuous improvement requires participation of all employees

Thinking about pull production

0 1Lean logistics embodies the JIT handling concept

Priority should be given to moving the required items at the required time and in the required quantity. This is the idea of just-in-time delivery.

Although each production process is isolated and dispersed, the relationship between the previous and subsequent processes is the same.

The function of transportation is to achieve smooth production.

Work hard on logistics to achieve "just-in-time" delivery.

0 2 Conditions for Lean Logistics

The production information of the later process should be transmitted to the previous process as many times and as quickly as possible, and should also reflect the current production status frequently.

· It is possible to handle the maximum output of the entire production process with the minimum amount of inventory, which is also a way of handling multiple items at one time.

0 3The purpose of logistics handling

The first type : moving things is the purpose itself.

The second method is to timely connect the production processes scattered around.

In order to achieve the goal of smooth production.

Principles of Material Handling

· Quantitative and irregular

· Regular but not quantitative

Thinking about pull production and handling improvement

· After the improvement of handling , the mixed load handling, relay handling, and transfer station handling have played a role in greatly improving efficiency and reducing labor costs

Thinking about pull production - how to design

· Overall planning and design ideas: demand planning for each part (PFEP) > demand for each workstation (PFES) > transportation route planning for each part > storage plan for completed materials > management procedures for completed materials > required human resource settings > design of external pull system > performance analysis of benefits and costs.

Thinking about pull production-TOC

Bottleneck theory, constraint theory It was a technique pioneered by Israeli physicist Dr. Eli Goldratt over 20 years. TOC consists of two core elements: "production improvement method" centered on production schedule; "thinking process TP" for problem analysis and solution. In a word, TOC is "a method focused on achieving overall optimization."

DBR planning and scheduling

Order delivery cycle = production preparation time + intermediate work-in-process quantity * CT + (number of orders - 1) * CT + abnormal allowance.

• SDBR (Simplified Drum-Buffer-Rope)