Improvement of Material Flow in the Production and Supply Chain of ...

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Table 4.9 Simulation Results with Different TTR Values & Machine Number No. of MA 8 1 2 2 Machines PA 2 1 1 2 TTF 276.3 111.3 111.3 TTR Mean 187.3 22.3 22.3 MA 8 Std Dev 70.1 8.3 8.3 TTF 328.4 188.9 188.9 TTR Mean 177.3 37.8 37.8 PA 2 Std Dev 64.9 13.8 13.8 1 116584 198812 210646 2 117226 198607 210619 3 117011 198833 210571 4 116922 198529 210613 5 116553 198440 210687 6 116648 198769 210659 7 117097 198484 210621 8 116731 198789 210538 9 116839 198611 210682 10 117300 198597 210546 11 116662 198616 210626 12 117371 198662 210599 13 117196 198756 210683 14 116470 198849 210545 15 116708 198696 210690 Average 116888 198670 210622 Simulation Results (items/year) The optional solution to optimize the material inside the assembly line can be: 1. Invest a new robot in station 8 of the main assembly line 2. Reduce the repair time both in the robot of station 8 in main assembly line and the machine in station 2 of the preassembly line to the limited value, which is 20% of the TTF value. Thus, the TTR for robot will be lognormal distributed with a mean value of 22.3 seconds and standard deviation value of 8.3 seconds. And the TTR for the machine in station 2 of the preassembly line will also be lognormal distributed but with a mean value of 37.8 seconds and standard deviation of 13.8 seconds. 3. Over working about 24.6 hours per year to supplement the production volume to 200,000 pieces. Generally speaking, focus on the bottlenecks there are three main solutions. The first one is investing machines in both of the two bottlenecks. Second, increase one machine at station 8 of the main assembly line and at the same time cut down the repair time to a low value which is about twenty percent of time between failures. The last is decrease repair time of the assembly line; at the same time add one machine at each of the 30
ottlenecks. Obviously, from the point of economic the second solution is better. But cost is not the only measure to compare different solutions. This will be discussed latter in this chapter. 4.3.5 Prolong the production hours Another way to enhance production volume is to work more. Currently, there are two shifts for both preassembly line and the main line, each of which is eight hours. One more shift could be added. Meanwhile, weekends can be counted into production. Since there are actually two assembly lines, each of which has different cycle time, additional working time may be added asynchronously to where extra work needed. Now the yield is around 120,000. If the number of shifts increases to three, the volume will increase 60,000. The total yield is 180,000 which still can not satisfy the requirement of market. But when add the shifts’ number and cut down the TTR as well, then the volume would reach the market requirement. From Table 4.8 if cutting down the TTR to the ultimate value, the yield will increase up to 163,286. In theory if add one shift then the yield will be increase about 80,000. Then the output will achieve about 240,000, which is more than the market requirement 200,000. 4.3.6 Improve the employees’ skills Improve the employees includes two aspects. One is to employ skilled workers who can work in an efficient way. Another is to train the present workers. Obviously the first method is faster than the second but the cost would be higher. The advantage of training employees is that the company’s values are already built in their mind, which gives great conveniences in team working. Besides, the existed employees are familiar with the situation that can help them find the solutions. A successful trainee plan also can help increase the productivity indirectly. In a whole, this method requires much time and the result is hard to estimate. In fact, either prolonging the production time or improving the skills of employees can be replaced by enhancing the effective work hour. At present, the average effective work time of each shift is less than five hours. If it reached to seven hours, the volume of productions would achieve the market requirement. Based on the results offered above, in the following section different solutions will be compared and discussed. And the measurement parameters are cost, reliability and lead time. 4.4 Comparisons and results This section will compare the methods and solutions based on different parameters, such as the reliability, lead time, cost, etc. And then, find out the correspondingly 31
Page 1 and 2: ROYAL INSTITUTE OF TECHNOLOGY Impro
Page 3 and 4: Needs to be pointed out is that in
Page 5 and 6: TABLE OF CONTENTS ABSTRACT.........
Page 7 and 8: List of Tables Table 3.1 Descriptiv
Page 9 and 10: CHAPTER 1 INTRODUCTION OF THE RESEA
Page 11 and 12: 1.2 Present problems Haldex faces i
Page 13 and 14: CHAPTER 2 RESEARCH THEORY AND METHO
Page 15 and 16: mindset simply does not accurately
Page 17 and 18: the customers. Both of them are pri
Page 19 and 20: processing in station 5b. In the re
Page 21 and 22: After deleting the un-normal data i
Page 23 and 24: data of preassembly line accords wi
Page 25 and 26: Standard Deviation 68.49 Standard D
Page 27 and 28: Table 3.6 Values of Parameters of T
Page 29 and 30: line. In order to simplify the mode
Page 31 and 32: Table 4.3 Output Date Come From the
Page 33 and 34: Table 4.5 Current Production Volume
Page 35 and 36: Table 4.7 listed the simulation res
Page 37: 4.3.3 Increasing the operation time
Page 41 and 42: the first one. For the third soluti
Page 43: and unforeseen events by keeping sa
Page 46 and 47: separately and the supply chain emp
Page 48 and 49: 5.2.1 Current distribution of suppl
Page 50 and 51: Table 5.2* Delivery Information of
Page 52 and 53: ecause this only gets from experien
Page 54 and 55: 5.3.2 Inventory and suppliers’ se
Page 56 and 57: Table 5.3 Integrative Estimation of
Page 58 and 59: CHAPTER 6 INVENTORY REDUCTION AND D
Page 60 and 61: How to get the best value from a su
Page 62 and 63: calculation, 420 pallets can be suc
Page 64 and 65: each day. The maximum load of one t
Page 66 and 67: and can also overworking during wee
Page 68 and 69: CHAPTER 7 CONCLUSION AND FUTURE WOR
Page 70 and 71: Reference Books and papers • Ahma
Page 72 and 73: y Chapman&Hall. • Vickery, Shawne
Page 74 and 75: Appendix A Table 1 TTF & TTR Data o
Page 76 and 77: Table 5.1 Suppliers & Suppliers’
Page 78 and 79: Appendix B Figure 1 Assembly line M
Page 80 and 81: Figure 3 Current Assembly Line Mode
Page 82 and 83: Figure 5 Assembly Line Model in Sol

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