外文翻譯--生產線平衡

1、<p>　　畢業(yè)設計(論文)外文資料翻譯</p><p>　　學 院： 經濟管理學院 </p><p>　　專 業(yè)： 工業(yè)工程 </p><p>　　姓 名： 趙翀翀 </p><p>　　學

2、 號： 080203215 </p><p>　　外文出處： www.askaboutvalidation.com </p><p>　　附 件： 1.外文資料翻譯譯文；2.外文原文。 </p><p><b>　　生產線平衡</b></p><p>　　這項研究的

3、范圍是探討生產線的制造和平衡，生產線平衡的類型，設備平衡和故障分析的理解。當每個工人的任務需要相同的時間來完成的時候，就是一個平衡的流水線。線平衡，是一個制造工程的功能，即在整個生產線的任務都能夠得到等分。良好的平衡線，能避免無意義的勞動和提高生產效率。</p><p><b>　　生產線平衡</b></p><p>　　線平衡的策略是，使生產線足夠靈活，以避免外部和

4、內部的違規(guī)行為。有兩種類型的生產線平衡，即：</p><p>　　靜態(tài)平衡：指的是幾個小時或更長的時間內能力的長期分歧。靜態(tài)失衡是工作站，機器和人未能得到充分利用的結果。</p><p>　　動態(tài)平衡：指短期能力的差異，最多不超過幾分鐘或幾個小時的時間。動態(tài)不平衡源于產品結構的變化和產品結構無關的工作時間的變化。</p><p><b>　　勞資平衡和分配

5、</b></p><p>　　生產線的穩(wěn)定策略的傾向是固定的勞動的平衡分配。勞資的可行性的一個重要特征是戰(zhàn)略的靈活性即生產線的個人技能和能力：</p><p>　　當一名工人在執(zhí)行分配給他的任務是有問題，遇到的延遲，由于技術問題（S），其他工人（S）應轉移到幫助。</p><p>　　當一個工序運行出現(xiàn)問題時，熟練的技工應盡快接管其工序。</p&g

6、t;<p>　　生產線的所有工人應交互在各個工序熟悉工序操作。</p><p>　　全技能即在一個單一的工作中心一個工人可以處理各種任務（自動化）。</p><p><b>　　設備平衡</b></p><p>　　設備平衡應確保每一臺設備在工作單元中有相同的工作量?，F(xiàn)在每個制造商都試圖最大限度地利用所有可用的設備。如此高的利用率

7、往往適得其反，這可能是一個錯誤的目標，因為利用率高，通常伴隨著高庫存。</p><p><b>　　設備故障</b></p><p>　　設備故障是一項重大而嚴肅的問題，有可能關閉一條生產線。為了避免這種故障，應確保每個設備不會超載，并且應培訓工人進行日常機器檢查（預防性維護）和標準作業(yè)程序的訓練。維護部和工程部的優(yōu)勢不在于在運行后期的變化，因此應計算預防性維修時間，

8、并安排活動。</p><p><b>　　分析</b></p><p>　　線平衡的分析一般由主管技術人員進行。分析之前應把流水線分成各個小任務，確定標準的任務時間，任務的排序的規(guī)范和約束的分析與生產線的工作分工。如果瓶頸環(huán)節(jié)的任務是在于尋找良好的平衡的方式，技術過硬的員工應分析的任務，以減少所花費的時間來執(zhí)行。</p><p><b&g

9、t;　　生產線平衡領導</b></p><p>　　生產線工人應致力于生產線平衡而努力，這樣他們才能夠快速應對當產品和生產率變換導致失衡（靜態(tài)和動態(tài)）時迅速作出反應。</p><p><b>　　結論</b></p><p>　　生產線平衡的研究，往往聘請有新思路和經驗的人來改變現(xiàn)狀。生產線的設計和操作是藝術多于科學。工人的靈活性是

10、有效的資源管理的關鍵所在。工人的檢查和對自己的設備做小型維修工作的想法可能降低了設備故障的風險。選擇一套合適的平衡機制是一個工作單元設計的一部分，它必須與許多其他決策系統(tǒng)建立良好的聯(lián)系才能運作良好。</p><p>　　Production Line Balancing</p><p>　　The scope of this study is to explore the understa

11、nding of Production-line Manufacturing and Balancing, Types of Line Balancing, Equipment Balancing and its Failure and Analysis. A production line is said to be in balance when every worker’s task takes the same amount o

12、f time. Line balancing is a manufacturing-engineering function in which whole collection of production-line tasks are divided into equal portions. Well-balanced lines avoid labour idealness and improve productivity.</

13、p><p>　　Production Line Balancing</p><p>　　Line-balancing strategy is to make production lines flexible enough to absorb external and internal irregularities. There are two types of line balancing,

14、 which we have explained as：</p><p>　　Static Balance – Refers to long-term differences in capacity over a period of several hours or longer. Static imbalance results in underutilization of workstations, mach

15、ines and people. </p><p>　　Dynamic Balance – Refers to short-term differences in capacity, like, over a period of minutes, hours at most. Dynamic imbalance arises from product mix changes and variations in w

16、ork time unrelated to product mix. </p><p>　　Labour Balancing and Assignments</p><p>　　Strategy of production line stability is the tendency for labour assignments to be fixed. Labour feasibilit

17、y is an important feature in the strategy of production line flexibility linked to individual skills and capabilities –</p><p>　　When one worker is having problem in performing his assigned task and experien

18、cing delay due to technical problem(s), other worker(s) should move into help. </p><p>　　The management practice of deliberately pulling worker’s of the line when the line is running smoothly. </p>&l

19、t;p>　　The movement of whole crews from one dedicated line to another as the model mix changes. </p><p>　　Group Technology – In which one worker can handle variety of tasks (automation) in a single work ce

20、ntre. </p><p>　　Equipment Balancing</p><p>　　While balancing equipment, attempt to ensure that each piece of equipment in the work cell has the same amount of work. Now days every manufacturer i

21、s attempting to maximize the utilization of all available equipments. Such high utilization is often counterproductive and may be the wrong goal because; high utilization is usually accompanied by high inventory.</p&g

22、t;<p>　　Equipment Failure</p><p>　　An equipment failure is a major serious matter, with the potential to shut down a production line. To avoid such failures one should not overload the equipments, and

23、 workers should be trained to perform a daily machine checking (preventive maintenance) and following standard operating procedures. The advantage for Maintenance and Engineering Department does not lie in running late s

24、hifts, hence calculate the preventive maintenance time and schedule the activity.</p><p><b>　　Analysis</b></p><p>　　Analysis is generally performed by Competent Technical Staff. Begi

25、n the analysis with division of production-line work into small tasks, determination of task time standards, specification of required task sequencing and notation of constraints. If bottle neck task is in the way of goo

26、d balance, the Competent Technical Staff should analyze the task to reduce the time it takes to perform.</p><p>　　Line Balancing Leadership</p><p>　　Workmen should lead the production line balan

27、cing effort, so that they can react quickly when line imbalances (static and dynamic) crop up as a result of changeover to make a different item or changes in the output rate.</p><p>　　Conclusion</p>

28、<p>　　Production-line balancing study tends to employ thought and ingenuity to change conditions. Production-line design and operation is more art than science. Labour flexibility is the key to effective resource ma

29、nagement. The idea of worker’s checking and doing minor repair work on their own equipment possibly decreases the risk of equipment failure. Selecting an appropriate set of balancing mechanism is a part of work cell desi