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Analysis of the understanding of flexible manufacturing in the automotive component industry and selection of best implementation strategy

机译:分析对汽车零部件行业柔性制造的理解和最佳实施策略的选择

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摘要

In a competitive manufacturing environment a firm must be able to simultaneously produce multiple and diverse products, upgrade and redesign its products in short life cycles, and execute efficient production changeovers. This implies that the firm's manufacturing facilities should be capable of efficiently responding to the changes associated with the above abilities. These capabilities are a key requirement for building an agile manufacturing enterprise. To successfully attain these capabilities a firm must evaluate and build flexibility in its manufacturing operations. Success in manufacturing requires the adoption of methods in customer acquisition and order fulfilment processes that can manage anticipated change with precision while providing a fast and flexible response to unanticipated changes. A review of the related literature reveals that though there has been considerable research on the subject of flexible manufacturing, insufficient attention has been devoted to the development of a comprehensive method for designing and building flexible manufacturing (FM) solutions. A significant portion of the FM research and the ensuing industrial applications have focused on highly automated metal working facilities, commonly referred to as flexible manufacturing system or FMS. The objective of this research was to understand what the general understanding of FMS is in the automotive component supplying industry as well as to develop a strategy based on world class principles on how to implement such a strategy. The established strategy will then be used to implement a FMS at Shatterprufe a division of the PFG group. A comprehensive literature study was conducted on Flexible Manufacturing to get a good idea on what it is all about. A questionnaire was designed based on the guidelines in the literature study in order to establish the understanding of FMS within companies in the automotive component supplying industries. Twenty five companies were selected, based on their employee numbers and potential high complexity in the parts that they manufacture. Participating companies must also be part of National Association of Automotive Component and Allied Manufacturers (NAACAM) and supplying directly to all of the local Original Equipment Manufacturers (OEM’s). Eighteen out of the twenty five companies selected did participate and return the questionnaires. Three companies replied stating that they do not have a FMS in place and thus do not want to participate in the research. The completed questionnaires were processed and analysed using Microsoft Office Excel 2003, running on the Windows XP suite of computer packages. The opinions of the various respondents were compared with the guidelines provided in the literature survey, in order to identify how to answer the main questions the author wanted to use as part of selecting an appropriate implementation approach for FMS at Shatterprufe. The following were the main recommendations and conclusions: • It is essential that the executive team at Shatterprufe realises the need of a FM programme. Based on the analysis from the theoretical research as well as from the questionnaire it should not be difficult for them to realise this; • It is recommended that the knowledge gained from the research theory and that of the research questionnaire be used as a guideline for introduction and implementation; • It is recommended that the employees that will be required to implement the FMS are properly trained in the basics of WCM and FMS and that they receive the necessary tools to perform their tasks; • It is essential that everyone throughout the entire organisation is involved from the start in the development, improvement and maintenance of the system; • It is critical that the barriers to implementation be taken seriously at the start of the whole implementation process and plans be put in place to overcome them. Make sure that there is: • proper understanding of the total effort required; • complete management support; • union buy-in; • enough training carried out; • change of priorities; • full commitment and persistence; • development of a good installation strategy; and • insurance of choosing the right approach.
机译:在竞争激烈的制造环境中,公司必须能够同时生产多种产品,在短生命周期内对其产品进行升级和重新设计以及执行有效的生产转换。这意味着公司的生产设施应能够有效地应对与上述能力相关的变化。这些能力是构建敏捷制造企业的关键要求。为了成功获得这些功能,公司必须评估并提高其制造业务的灵活性。成功的制造需要在客户获取和订单履行流程中采用能够精确管理预期变更的方法,同时对未预期的变更提供快速而灵活的响应。对相关文献的回顾表明,尽管对挠性制造这一主题进行了大量的研究,但对设计和构建挠性制造(FM)解决方案的综合方法的开发却没有给予足够的重视。 FM研究和随后的工业应用的很大一部分都集中在高度自动化的金属加工设备上,通常称为柔性制造系统或FMS。这项研究的目的是了解汽车零部件供应行业对FMS的一般理解,并根据世界级的原则制定有关如何实施这种策略的策略。然后,已建立的策略将用于在PFG集团下属的Shatterprufe实施FMS。进行了有关柔性制造的全面文献研究,以弄清它的全部含义。根据文献研究中的指南设计了一个调查表,以建立对汽车零部件供应行业公司内部FMS的理解。根据员工人数以及所制造零件的潜在高度复杂性,选择了25家公司。参与的公司还必须是美国汽车零部件和相关制造商协会(NAACAM)的一部分,并直接向所有本地原始设备制造商(OEM)提供产品。在所选择的25家公司中,有18家确实参与并返回了调查表。三家公司答复说,他们没有适当的FMS,因此不想参加研究。使用在Windows XP套件计算机上运行的Microsoft Office Excel 2003处理和分析完成的问卷。为了确定如何回答作者希望为Shatterprufe的FMS选择合适的实施方法的一部分而使用的主要问题,将不同受访者的意见与文献调查中提供的指南进行了比较。以下是主要建议和结论:•Shatterprufe的执行团队必须认识到FM计划的必要性。基于理论研究和问卷调查的分析,他们应该不难意识到这一点; •建议将从研究理论和研究调查表中获得的知识用作引入和实施的指南; •建议对需要实施FMS的员工进行WCM和FMS基础方面的适当培训,并为他们提供执行任务的必要工具; •至关重要的是,整个组织中的每个人都应从一开始就参与系统的开发,改进和维护; •至关重要的是,在整个实施过程的开始就认真对待实施的障碍,并制定解决方案。确保存在:•正确理解所需的总精力; •全面的管理支持; •工会支持; •进行了足够的培训; •改变重点; •充分的承诺和毅力; •制定良好的安装策略; •选择正确方法的保险。

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    Mostert Clive;

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  • 年度 2011
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