东莞 J 公司生产现场优化设计摘 要本次设计以工业工程（IE）理论为基础，发现东莞 J 公司生产四车间中的耳机包 JS-0464 黑色 BB3000EVA 盒存在大量浪费现象，采用定性和定量分析方法，运用 5S 管理、生产线平衡、人机分析等现场改进方法，再用“5W1H”的方法，一步一步找出 EVA 盒生产线的瓶颈工序，最后运用“ECRS 四原则”改善优化作业手法和工具，并且将其中的工序“穿拉头”与“拉链画布”合并，工序“上盖压合”与“下盖压合”合并，工序“上盖打胶/装胶件”简化分解成两道工序，最终在人数不变的情况下，减少了 1 道工序，瓶颈时间由 67 秒减少至 30 秒，减少了 114.9 秒总工时；生产平衡率由原来的40.6%提升至 60%；每日生产数量由原来的 430 件增加至 757 件，提前完成该月的订单数量，并为公司节省不少的人工成本支出。最后对实施效果进行总结和评价，旨在提高生产运行效率，降低成本，节约大量人力、物力和时间。关键词：现场管理；生产线平衡；建模仿真；5S 管理Dongguan J company production site optimization DesignAbstractBased on the industrial engineering (IE) theory, this design found that there was a large amount of waste in JS-0464 Black BB3000EVA Box in the fourth workshop of Dongguan J company. It adopted qualitative and quantitative analysis methods, applied 5S management, line balance, man-machine analysis and other on-site improvement methods, and then used the "5W1H" method to find out the bottleneck of EVA box production line step by step. Finally, use the "ECRS Four Principles" to improve the optimization of operation methods and tools, and the process of "Wearing the slider" merged with "Zipper Canvas", the process "Upper cover pressing" and "Lower cover pressing" were merged, and the process "Upper cover glue / Assemble gluing parts" was simplified into two processes, and finally, with the same number of people, Reduced one process, the bottleneck time was reduced from 67 seconds to 30 seconds, and the total man hours were reduce...
