[雙語(yǔ)翻譯]--外文翻譯--一種用于柔性生產(chǎn)系統(tǒng)的集成設(shè)計(jì)方法（英文）

1、2212-8271 © 2013 The Authors. Published by Elsevier B.V. Selection and peer-review under responsibility of Professor Pedro Filipe do Carmo Cunha doi: 10.1016/j.procir.2013.06.037 Procedia CIRP 7 ( 2013 ) 586

2、– 591 Forty Sixth CIRP Conference on Manufacturing Systems 2013 An approach for integrated design of flexible production systems Alexandra F. Marquesa*, António C. Alvesa, Jorge P. Sousaa,b aINESC Tec, Rua Dr Robert

3、o Frias 378, 4200-465 Porto, Portugal bFaculty of Engennering,University of Porto, Rua Dr. Roberto Frias, s/n, 4200-465 Porto, Portugal * Corresponding author. Tel.: +351 222094399; fax: +351 222094350. E-mail address: a

4、lexandra.s.marques@inescporto.pt. Abstract The paper presents a holistic methodological approach for designing flexible production systems, integrating the management of the production resources, operations planning, in

5、ternal logistics and quality. The proposed methodology relies on lean principles and encompasses a series of stages and tools that may be used to design and to assess the robustness of the production system for tacklin

6、g small series and frequent changes in the productive processes due to customized production. This approach has been applied to the redesign of the production system of a Portuguese machinery manufacturing industrial co

7、mpany. Results show that it effectively led to a new flexible production system and a new industrial layout capable of responding to diverse future scenarios of products demand. © 2013 The Authors. Published by E

8、lsevier B.V. Selection and/or peer-review under responsibility of Professor Pedro Filipe do Carmo Cunha Keywords: production systems design, flexible production systems, internal logistics, lean production, Value Strea

9、m Mapping 1. Introduction The efficient design of flexible production systems to tackle customized products in small series is key for increasing competitiveness [1]. A current business trend is to offer a larger numbe

10、r of products with a higher level of customization, according to the costumer requests, produced under strict quality requirements, and with shorter production lead times. Consequently, the production systems with or

11、igin in the shop floor [2] need to be designed in a flexible way in order to cope with the frequent changes in the productive processes that affect the type and sequence of operations to be performed. For this purpos

12、e, polyvalent production equipment needs to be managed in order to reduce the setups. The physical arrangement of the equipment in the layout should minimize the need to transport the materials between consecutive op

13、erations. New flexible and dynamic internal logistics infrastructures are further needed for dealing with rapid and safe materials movements. The literature review shows that Lean Manufacturing principles and tools are

14、 becoming quite popular for improving production systems by eliminating the expenditure of resources that do not contribute directly for creating value as perceived by the customer (e.g. [3]). In particular the practi

15、tioner-oriented literature presents many real-world cases where lean tools were applied to improve some of the aspects of flexible production systems design such as capacity planning, operations management, industria

16、l layout design and internal logistics design. The application areas are quite diverse (ranging from industrial sectors like automotive, aircraft to services like and waste recycling (e.g. [4] to [7]), empirically-dr

17、iven and affected by many case- specific factors (including cultural, technological and industrial differences). Proper methodologies for lean implementations are still under debate in practitioners and scientific com

18、munities and holistic approaches are rarely found. Some authors [8], [9] propose methodologies based on the Systems-of-Systems theory for adopting the lean principles in a systemic perspective. Other authors [10] use

19、 an axiomatic design-decomposition methodology for designing the whole production process taking into account the system and design objectives s well as their relations. Still others (e.g. [11] to [13]) emphasize the

20、Available online at www.sciencedirect.com© 2013 The Authors. Published by Elsevier B.V. Selection and peer-review under responsibility of Professor Pedro Filipe do Carmo CunhaOpen access under CC BY-NC-ND license.Op

21、en access under CC BY-NC-ND license.588 Alexandra F. Marques et al. / Procedia CIRP 7 ( 2013 ) 586 – 591 The next stage provides an in-depth analysis of the improvement opportunities that arise from the analysi

22、s of the VSM and business processes. PsFlow also supports the analysis and planning of these improvement opportunities. The fourth stage of the methodology addresses the design of the future flexible production syst

23、em, integrating the management of the production resources, operations planning and scheduling and internal logistics. The main drivers for the future Value Stream Design (VSD) representation come from the company’s

24、strategy (namely the target takt time and the expected demand for the VSM family), the implementation of the improvement opportunities and the results of a make-or- buy analysis that covers the externalization of some

25、of the operations based on its perceived criticality and other financial indicators. Other drivers come from the critical assessment of the VSM that among other aspects looks for improving the cycle time of the opera

26、tions and reducing waste (muda) corresponding to stocks, transport activities and non-value added operations. Table 1 – Stages, sub-stages and tools of the methodology for an integrated and flexible design of productio

27、n systems Stages Sub-stages Tools of the Toolbox Project start-up: Establish the scope of the analysis Quick VSM; Matrix product-resource; ABC analysis Kick-off meeting Standard Presentation Data gathering PsCap so

28、ftware Diagnosis of current production system: Visit to the Gemba Gemba form (in PsCap software) Analysis of the KPIs for current system PsFlow software Visit to the Gemba-business processes Gemba-process form (in PsC

29、ap software) Documentation of the current business processes Process mapping; BPMN; Post-it method Value Stream Mapping (VSM) VSM and best practices; Post-it method; PsFlow software Computation of the KPIs for current

30、system PsFlow software Simulation of the current product flow Spaghetti diagram Improvement opportunities (IO): Identification and analysis of the IO PsFlow software Planning of IO Project management software Design

31、of the future flexible production system: Make-or-buy analysis MakeOrBuy file Value Stream Design (VSD) VSD representation; PsFlow software Computation of the KPIs for the future system PsFlow software Scaling the pro

32、duction and logistics equipment PsFlow software Design of future business processes BPMN Simulation of the future product flow Simulation software ROI computation Financial analysis software Robustness analysis: Scen

33、arios analysis PsFlow software Layout design: Resource clustering Proximity matrix Location of the equipment in the layout Industrial plant Design of the logistics infrastructures PsFlow software Project ending: Desi

34、gn of the implementation plan Project management software Closing meeting Standard presentation Lean tools for reducing muda include production balancing through the use of logistics and sequencing boxes, supermarket

35、 locations for storing highly used materials, using a logistic train (mizusumashi) for feeding the supermarkets, and implementing a “pull” planning system by kanbans. The production flow in the resulting VSD becomes p