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How to determine the number of people in the clothing line


How to determine the number of people in the clothing line
In theory, we do not have an accurate method of calculating the number of people in the pipeline, but the organization of the pipeline is also principled. First of all, we put aside the number of people in the pipeline. From the perspective of workstation capacity balance, we reversely understand the pipeline. In theory, only The balance of production capacity of each workstation can play the real role of the assembly line.
The capacity of each workstation must be balanced with the capacity of the entire assembly line to truly play the role of the assembly line. In theory, we obtain the least common multiple (approximate) of the standard working hours of each process of clothing to determine the number of assembly lines is the most reasonable number of assembly lines However, the number of varieties of clothing is constantly changing, and the proficiency of employees is naturally uneven, so this theory is not in line with practice.

Many clothing equipments are general equipments. We can combine adjacent processes and divide them into a series of units. Then we can also find the least common multiple of unit operation time (approximate) to determine the number of people in our assembly line, but this will also face Variety of varieties \ The problem of different skill levels of employees. But this is close to the theoretical calculation method of the number of people in our pipeline. One problem to be considered here is that our decomposed and merged units must have the same standard operating time or an integer multiple (approximate). Our unit of work cannot be too large or too small, and there is no accurate theory as a basis for grasping this "degree". Usually we organize the production units by combining processes according to the following principles:

1. The principle of close process kao, the process of the same unit should be as close as possible to avoid continuous production and unnecessary handling;

2. The principle of similar difficulty, the water quality of assembly line workers is uneven, for sewing workers with good operation level, if she is allowed to make simple products, it is a waste of human resources, and for employees with poor levels, if she is made to be complicated Process will inevitably affect subsequent production and reduce the capacity of the entire assembly line;

3. The same principle of equipment, the combined process should be a process suitable for the same equipment to produce;

4. The principle of the same color, pay attention to the same color for color-matching products, so as to avoid the line change caused by the color change.

Another factor is that even if the same worker operates the same machine, its output is unstable. Mechanical failure, operator status, output and quality constraints of the upper and lower processes, etc. can break the balance of the assembly line at any time. This is also the difference in garment production. The main factor for machinery manufacturing.

Because of these factors in the clothing line, we cannot theoretically calculate the number of people in the clothing line. This inevitably exists a problem, that is, the problem of the dynamic balance line. This dynamic balance includes the dynamic balance of variety transformation and the production of the same variety. The problem of dynamic balance in the process
The production capacity calculation method of the pipeline is:
1. Working time / unit process time;
2. [Working hours / Product overall process time] * Number of assembly lines
In the state of pipeline balance, the calculation results of 1 and 2 are consistent, but usually the calculation result of 1 is always less than the calculation result of 2. The more unbalanced the production, the greater the gap between this number and the pipeline The more the beats are out of sync, the more the units are out of sync.

We can use the method 2 to calculate the highest target of the pipeline capacity, and the method 1 to calculate our existing capacity level, thereby improving our pipeline.

This improvement is naturally the role of the team leader and related managers. In this sense, the reasonable value of the number of assembly lines depends more on the ability and energy of the assembly line managers. Imagine a pipeline of 40 people. If an imbalance arises, no matter how high the manager's ability is, it can only be lost. It is very difficult to achieve dynamic balance.

If there are only 7 or 8 people in an assembly line, then the general manager is fully managed by the manager. At this time, we can let the manager half out of production. Of course, this is mainly a pipeline composed of simple processes.

The grasp of this number must be determined through trial and error in practice. This is not based on experience but on practical testing. Any of our theories come from practice and are tested by practice. In the long-term practice, I proposed a "universal" assembly line of 15 + 5 (15 vehicles and 20 employees). This is also a more reasonable setting in the actual production of many domestic and foreign enterprises.

Of course, for a long-term stable production of a single variety of enterprises, this number can be appropriately increased, but the reduction will often result in production chaos, because this is not conducive to the combination of processes (unit division).

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