Ứng dụng công nghệ sản xuất tinh gọn trong việc tái cấu trúc dây chuyền sản xuất tại công ty pepperl +fuchs việt nam

-HCM Tr ng i h c Bách Khoa, HQG Tp HCM ngày Thành ph n H i ng nh giá lu n v n th c s g m: (Ghi c aH i ng ch m b o v lu n v n th c s ) Xác nh n c a Ch t ch H i ngành sau lu n v n ã ng h giá LV c s a ch a (n u có) lý chuyên - - SHV: 11270595 13/10/1986 Chuyên ngành: nh: : I II - III : 19/8/2013 IV : 22/11/2013 V tên): Tp HCM, ng L IC Trong trình th c hi n lu cs t nhi u phía Tơi xin chân thành c y cô B môn K thu t H th ng Công nghi i h c Bách Khoa Tp H t cho tơi nh ng ki n th c b ích, nh ng kinh nghi m quý giá nh ng l ng viên chân tình V i lịng kính tr ng bi c bày t l i c n Ti Ng c Hi n khích, ch d n t n tình cho tơi su t th i gian th c hi n lu n Tôi xin g i l i c m t o công ty Pepperl + Fuchs Vi t ng t u ki n thu n l i cho thu th p s li u tri n khai ho ng t i chuy n Varikont Lu khơng hồn thành n u khơng có s anh ch em k sâu s c nh t t tình c a t t c n anh ch em l i c m t Tôi xin chân thành c c S n xu t Tinh g n ng chia s nh ng kinh nghi m th c hi n lu ng viên, chia s h tr v m i m t su t th i gian qua TÓM T T LU Công ngh s n xu t tinh g n m t khái ni m quen thu c s d ng r ng rãi mang l i nhi u l ng k thu cs n xu c nh ng thành công M a lu m ti n hành áp d ng nh ng k thu t c a S n xu t tinh g n vi c tái c u trúc m t chuy n s n xu t t mơ hình s n xu t theo lơ truy n th ng tinh g n Quá trình th c hi nh n d ng dòng giá tr hi n t i, v dòng giá tr lai l p k ho ch th c hi n Công vi c tái c u trúc nh m vào khía c nh: gi m thi u lãng phí, tiêu chu n hóa cơng vi c, logistics n i b , thi t k bàn làm vi i m t b ng s n xu t K t qu tích c c ghi nh n: gi m g n 50% s ng công nhân s i, ti t ki m 30% di n tích sàn s d ng gi m th i gian s n xu t trung bình t ngày cịn ngày ABSTRACT Lean Manufacturing is a popular term which is applied widely and brings a lot of benefits There is a large number of companies applying this technique in manufacturing and achieving success The purpose of this thesis is to apply Lean Manufacturing techniques in reengineering a production line which is currently operating in a traditional batch production model to Lean Manufacturing oriented model This work begins from realizing current state value stream mapping, drawing future state value stream mapping to establishing implement plan Reengineering focuses on these aspects: reducing wastes, standardizing works, internal logistics, workplace designing and changing layout Some positive results have been record: reduce nearly 50% manpower with the same daily output, save 30% floor area and reduce average leadtime from days to days L u th c s c a cá nhân, cs ng d n c a Ti Các s li u, hình xu t Ng c Hi n c thu th p trung th c t th c t c a dây chuy n s n Tôi xin ch u trách nhi m v nghiên c u c a Thành ph H H c viên Nguy n Minh Nh t M CL C NHI M V LU L IC TÓM T T LU L M CL C DANH SÁCH HÌNH V DANH SÁCH B NG BI U I THI U tài 1.2 M tài 1.3 N tài 1.4 B c c lu C LÝ THUY n C HI N 2.1.1 Các lo i lãng phí kh i dòng ch y v 2.1.4 Phân tích thao tác Spaghetti 2.1.6 Ki m tra 5S 2.1.7 Nh p s n xu t (takt time) chu i giá tr 2.2 T c 11 2.2.1 5S 11 2.2.2 Qu n lý tr c quan 11 2.2.3 SMED 12 2.2.4 Cân b ng chuy n 12 2.3 Thi t k logistics n i b 13 2.3.1 Vòng l p logistic-Bus 13 2.3.2 Vòng l p logistic-Taxi 13 2.3.3 Kanban 14 2.4 Thi t k bàn làm vi c 14 2.5 Thi t k m t b ng s n xu t 14 o nh n th c 15 2.5 Tri n khai 15 2.7.1 Th i gian s n xuât 15 tin c y c 16 NG CHUY N TINH G N n 17 17 kh i quy trình s n xu t 17 3.1.2 Kh o sát th c t 18 3.1.3 Thi t k mơ hình m 20 ng c i ti n 3.2 T 21 c 25 3.3 Thi t k logistics n i b 27 3.4 Thi t k bàn làm vi c 29 3.5 Thi t k m t b ng 31 3.6 Tri n khai 37 3.6.1 Các công vi c c n th c hi n 37 3.6.2 Thi t l p h th ng Kanban 37 o nh n th c 39 40 T LU N VÀ KI N NGH 44 4.1 K t lu n 44 4.2 Ki n ngh 44 n 44 4.2.2 T c 44 4.2.3 Thi t k m t b ng 44 4.2.3 Thi t k m t b ng 44 o nh n th c 45 4.2.5 Nhóm d u TÀI LI U THAM KH O 45 46 PH L C Ph l c 1: Các tài li ng d n s n xu t Ph l c 2: B ng phân tích cơng vi c 47 59 Ph l c 3: Danh sách ho ng c i ti n c n th c hi n Ph l c 4: Tiêu chu n t i bàn làm vi c cT 65 c 83 Ph l c 5: Danh sách v 87 Ph l c 6: B n v m t b ng s n xu t 97 Ph l c 7: Mơ t quy trình logistics c a t ng kh i 98 Ph l c 8: B n v chi ti t bàn làm vi c 103 Ph l c 9: Logistics cho m t b ng m i 104 Ph l c 10: Danh sách v 109 Ph l c 11: Cân b ng chuy Ph l c 12: Cân b ng chuy Ph l c 13: Cân b ng chuy c hi n kanban 100% d báo báo báo 110 114 120 DANH SÁCH HÌNH V Hình 2.1: xu t n c a trình tái c u trúc dây chuy n s n Hình 2.2: c th c hi n Hình 3.1: Varikont tiêu chu n Varikont L2 17 kh i quy trình s n xu t 17 Hình 3.3: T l th i gian t o giá tr so v i nh ng th i gian khác a công nhân th c hi n Varikont L2 Hình 3.7: S 19 dịng giá tr hi n t i 19 dòng giá tr 21 kh i c a chuy gá b c thi t k l i 21 c sau c i ti n 22 Hình 3.9: Quy trình l p ráp ph c sau c i ti n c sau c i ti n c sau c i ti n gá ch a ph 22 23 23 c sau c i ti n 24 c c t ng 24 n in sau c i ti n 25 n l p ráp Varikont tiêu chu n sau c i ti n 25 Hình 3.16: Bàn làm vi c tiêu chu n c v Hình 3.18: M 19 n hàn LED vào PCBA 26 y v trí k m t b ng 28 y 28 Hình 3.19: Thi t k chi ti t bàn làm vi c tiêu chu n 29 Hình 3.20: M u bàn tiêu chu n 30 Hình 3.21: V c, sau thi t k sau tri n khai 30 Hình 3.22 Cơng nhân làm vi c tr c ti p bàn làm vi c b ng thùng carton 32 Hình 3.25 v trí bàn dịng v a thi t k th 33 v trí bàn dịng v a thi t k th 34 v trí bàn dòng v a thi t k th 34 v trí bàn dịng v a thi t k th 34 Hình 3.27: B n v m t b ng th c v i dịng v 36 PH Item Number 024869 028804 028805 042495 044722 044723 049888 054557 083835 109191 123916 123917 123945 123948 124838 128835 180793 180796 191020 191989 191992 199979 204191 204673 209146 209899 210159 210185 216256 216257 242103 242106 801818 801819 802098 Description SEAL O X007.50X01.50VI70 SCREW PKMT04.0X010V SCREW PKMT04.0X036V WASH SV14.3X07.0X09A2 D 6799 SCREW PHTR04.0X012S/ ZC FWN1411 WASH F S11.0X06.4X05BO D 137 PM F M 046X046X148 Y N SCREW CHTR02.2X008S/ ZC FWN1413 CBL TIE 071X01.8 PA66 NA SEAL O X011.50X02.00EP70 Sockel COVER BLIND UL94-HB BK Abschirmbecher HSG ROTARY SOCKET L2 DOWEL PIN 030X014 S I 2338 LATCH CODING NAIL RD PIN CODING ABS CARRIER CON VARIKONT SEAL CBL VARIKONT CON VARIKONT COVER BLIND UL94-HB GN COVER VARIKONT PM F M 048X048X078 Y N RETAINER HEAD VARIKONT L2 BK Beipackzettel VariKont MOUNTING VARIK UL94-HB GN-PF SEATING VARIKONT PWD COAT GN SEAL BASE VARIKONT HNBR BK HSG VARIKONT UL94-HB GN-PF HSG L2 LED PA GN-PF CUP L2 LED PA GN-PF CBL-P PVC O GY 03X014 CBL-P PVC O GY 04X014 HGN L B3B-243-20 3.0MM No of Kanban 2 2 2 2 2 2 2 2 2 2 2 2 L target adjusted lotsize 50 1000 544 1000 1088 1000 620 1000 620 1000 620 1000 544 200 544 1000 544 1500 740 1000 640 300 620 1000 932 1000 740 700 640 1500 640 1500 544 1000 544 1000 544 1000 544 1000 2062 1000 50 500 544 1000 620 200 600 600 544 1000 544 1000 50 80 544 1000 544 315 620 585 932 936 660 600 400 400 1864 1000 order multiple 3000 18000 5000 5000 5000 20000 5000 0 0 1000 0 0 0 0 200 0 0 0 10 10 supplier packing 16000 500 500 500 1000 1000 200 1000 1500 10000 Not consistent Not consistent 200 700 5000 1500 Not consistent Not consistent Not consistent 1000 1000 Not consistent Not consistent 200 Not consistent 500 Not consistent 80 500 315 585 936 100 100 1000 Location A-034B03 A-032B18 A-121B10 A-053A20 A-051A01 A-011A07 B-080305 A-036B05 A-031B17 A-022B11 IQB-010303 IQNEW A-073B01 B-030110 A-011A08 A-112A10 IQA-063A07 IQA-053B20 A-124B16 A-033B18 A-041B09 IQA-024B13 A-052A11 B-080104 B-010306 A-082B12 A-122A11 B-030105 A-135B01 B-010110 B-030208 B-020202 A-021B14 A-021B15 A-034A12 New Location AK-010205 AK-010202 AK-020104 AK-010305 AK-010303 AK-010101 BK-020102 AK-010301 AK-010201 AK-010105 BK-020103 AK-020301 AK-020101 BK-010202 AK-010102 AK-020103 AK-020205 AK-020204 AK-020201 AK-010203 AK-010302 AK-020203 AK-010304 BK-020101 BK-010102 AK-020102 AK-020105 BK-010201 AK-020202 BK-010101 BK-010203 BK-010103 AK-010103 AK-010104 AK-010204 PH L C 11: CÂN CHUY D BÁO 100% Work Balancing: Current situation: 170.000 Pieces per year Thereof 102.000 pieces per year L2 Thereof 68.000 pieces per year standard Varikont Changes to current situation in production Preparation processes: Combine operators 1&2 so the gap to the takttime is closed This requires a defined sequence by the beginning of the day So operator is doing the following tasks: the production will start (07:30) Silicone coating operator [5] goes for silicone mixing and arranging it on his workplace Operator starts with plasma 200 pieces of the upper housing After he has done this he replenish the silicone for the silicone coating operators After that the operator does plasma cleaning and replenishing of silicon in a sequence This sequence will last until all parts that are needed today are cleaned Expectation: finished until 11:00 o`clock latest After plasma cleaning the operator does PCBA Cutting and LED Bending together with silicon coating in sequence The needed PCBA`s and LED are cutted/bended that are needed in the morning are bended/cutted the day before at afternoon No operator 3; Operator 13 is doing the Plug Assembly Changes to current situation in production Short term solution: Laser trimming and sensing range test is done by operator Then the line balance chart would look like this: 110 Long term solution: There are operators for soldering [4] and operators for coating [5] There is workplace where the operators solder [4] and coat [5] the complete day On the 2nd workplace the operators solder and coat only ½ day The rest of the day Operator is doing the laser trimming and operator is doing the sensing range test For this solution the silicon coating process needs to be speed up Then the line balance chart would look like this: Changes to current situation in production Currently there are duplicated tablegroups Task analysis shows that at the moment only tablegroup is necessary This task must be finished until lunch because the housings needs to be filled so that there is enough time for curing left Therefore it is ok that the operators work half day on this station 111 Changes to current situation in production No changes due there is only one workplace Enough capacity is available: This workplace is able to produce 1188 pieces Changes to current situation in production: Work allocation table shows that there is a lot of capacity at this workplace So the chances can be: 1st operator is doing the tasks of workplace & 2nd operator is doing the tasks of workplace & Then the work allocation table would look like: 112 Packing& Testing Changes to current situation in production: The printing operator is also doing the high voltage testing The processes for final assembly and packing of the Varikont L2 are combined Means we work on workplaces with operator The final test remains as it is If there is a standard Varikont the processes are done the way as it is now 113 PH L C 12: CÂN CHUY BÁO Work Balancing: Assumption: 119.ooo Pieces per year Thereof 71.4oo pieces per year L2 Thereof 47.600 pieces per year standard Varikont Necessary Changes if demand lowers by 30% Preparation processes: Combine operators 1&2 so the gap to the takttime is closed This requires a defined sequence by the beginning of the day So operator is doing the following tasks: duction will start (07:30) Silicone coating operator [5] goes for silicone mixing and arranging it on his workplace Operator starts with plasma 200 pieces of the upper housing After he has done this he replenish the silicone for the silicone coating operators After that the operator does plasma cleaning and replenishing of silicon in a sequence This sequence will last until all parts that are needed today are cleaned Expectation: finished until 11:00 o`clock latest After plasma cleaning the operator does PCBA Cutting and LED Bending together with silicon coating in sequence The needed PCBA`s and LED are cutted/bended that are needed in the morning are bended/cutted the day before at afternoon Operator is doing Plug and latch Assembly 114 Necessary Changes if demand lowers by 30% There are operator for soldering [4] and operators for coating [5] Laser trimming and sensing range test is done again by operator Then the line balance chart would look like this: Necessary Changes if demand lowers by 30% As long as Top Up after 2nd filling is still necessary, we need tablegroups in the morning to finish all the Subassemblies for filling This task must be finished until lunch because the housings needs to be filled so that there is enough time for curing left No further changes in the work allocation Then the line balance chart would look like this: 115 Long term solution: Following solution is only valid if the pilot run of eliminating the Top Up is successful With the redesign of the washer we can eliminate the 5sec inserting of the washer, this should be done by January 2013 This time reduction is not reflected in the time allocation table Then one operator can all the process steps because there isn`t a time constraint to be finished with all of the daily required parts by lunch Although we have the problem that we Instead of curing for hours at room temperature after 1st filling its possible to cure for 90 in the oven A Plasma cleaned housing needs to be 1st filled within the same day For 2nd filling this is not needed based on Input from RnD Department With this information we can use the one person for the whole day together with the floater to fulfill the daily demand The time allocation table would look like this: 116 Necessary Changes if demand lowers by 30% Operator No.13 is doing the following tasks: - Assembly L2 Plug - Latch Assembly - Main Assembly of the Varikont L2 The workplace for the latch assembly is next to the Assemble Varikont L2 workplace Then the line balance chart would look like this: 117 Necessary Changes if demand lowers by 30% 1st operator is doing all tasks of workplace 1- As long as the new Pin carrier is not available we need a nd support the operator 14 With the new Pin carrier the assemble time is reduced by ~ 34 sec, that means the assembly of the Varikont standard can be done by operator No 14 on his own Then the work allocation table would look like: With old Pin carrier Packing& Testing With new Pin carrier Necessary Changes if demand lowers by 30% The printing operator is also doing the high voltage testing (Maybe HV test can be eliminated) For wire Standard Varikont: Operator 20 is doing the final test and during the waiting time the operator insert the red pin into the base After he tested the 1st Varikont the operator assembles the base to the tested sensor For wire Standard Varikont: We keep the operators as it is in the concept for 100% or 130% demand For & wire Varikont L2: Operator 20 is doing the final test Operator 21 is doing the final assembly and the packing of the Varikont 118 Work allocation: wire Standard Varikont bar) Work allocation: Varikont L2 (green 119 PH L C 13: CÂN CHUY BÁO Work Balancing: Assumption: 210.ooo Pieces per year Thereof 102.ooo pieces per year L2 Thereof 68.000 pieces per year standard Varikont Necessary Changes if demand rises by 30% Preparation processes: Combine operators 1&2 so the gap to the takttime is closed Move PCBA cutting to the SMT department so that the operator has no PCBA`s to cut This requires a defined sequence by the beginning of the day So operator is doing the following tasks: (07:30) Silicone coating operator [5] goes for silicone mixing and arranging it on his workplace Operator starts with plasma 200 pieces of the upper housing After he has done this he replenish the silicone for the silicone coating operators After that the operator does plasma cleaning and replenishing of silicon in a sequence This sequence will last until all parts that are needed today are cleaned Expectation: finished until 11:00 o`clock latest After plasma cleaning the operator does LED Bending together with silicon coating in sequence The needed LED`s are bended that are needed in the morning are bended the day before at afternoon The capacity of operator is very close to the takt time So he gets support from another operator (for example Filling operator during top up of the machine, or Operator 13 who hasn`t enough workload for the complete day) In long term there should be the solution to speed up the LED Bending process by using Operator is doing Plug Assembly We switch the latch assembly from operator no to operator no.13 120 Necessary Changes if demand rises by 30% There are operators for soldering [4] and operators for coating [5] Laser trimming and sensing range test is done again by operator Then the line balance chart would look like this: Necessary Changes if demand rises by 30% As long as Top Up after 2nd filling is still necessary, we need tablegroups in the morning to finish all the Subassemblies for filling This task must be finished until lunch because the housings needs to be filled so that there is enough time for curing left No further changes in the work allocation Then the line balance chart would look like this: 121 Necessary Changes if demand rises by 30% By the rise of the demand operator no.3 is no longer able to the latch assembly also, so the latch assembly is also done by operator no.13 The workplace for the latch assembly is next to the Assemble Varikont L2 workplace For the assembly of Varikont L2 we still have enough capacity available: This workplace is able to produce 1188 pieces Then the line balance chart would look like this: Necessary Changes if demand rises by 30% Same actions than in the current situation: Work allocation table shows that there is a lot of capacity at this workplace So the chances can be: 122 1st operator is doing the tasks of workplace & 2nd operator is doing the tasks of workplace & Then the work allocation table would look like: Packing& Testing Necessary Changes if demand rises by 30% No changes to the current situation except The printing operator is also doing the high voltage testing (Maybe HV test can be eliminated) At the moment we need a little bit more time for final test than we have in our capacity model The solution is that an operator from the preassembly is performing the final test on a second GCAT system The processes for final assembly and packing of the Varikont L2 are combined Means we work on workplaces with operator The final test remains as it is If there is a standard Varikont the processes are done the way as it is now 123 ... Nam, nhi ngh s n xu t tinh g t hái nhi u thành công ng d ng công Công ty Pepperl + Fuchs Vi c thành l v i 100% v n c a c S n ph m c a cơng ty thi t b c m bi n quang t V m t công ty l n t , Pepperl. .. ch ng lo o công ty ch it c dây chuy n l p ráp c a mình, tái c u trúc tồn di th a mãn nhu c u khách hàng nhi Dây chuy n l p ráp c m bi n Varikont, m t dòng s n ph m c n ch l c c a Pepperl + Fuchs... n th ng sang mơ hình s n xu t tinh g mơ hình tiên phong cu c chuy c S n xu t tinh g n c a công ty Pepperl + Fuchs Vi t Nam, t ng h nghi m cho vi c nhân r ng sang dây chuy n s n xu t khác M c tiêu