How to improve the production efficiency of motor assembly line?

To improve the production efficiency of motor assembly line, we need to cut in from three dimensions: process optimization, equipment upgrading and management strengthening. The core is to eliminate waste, improve consistency and reduce downtime, which can be achieved through the following five key measures.

1. Optimize the assembly process and eliminate process waste.

Process is the basis of efficiency, and unnecessary links need to be reduced through reorganization and simplification.

Process reorganization and merging: combing the existing processes, merging repeated processes (for example, two separate cleaning can be merged into one precise cleaning), and adjusting the sequence of processes (for example, assembling heavy parts in advance to avoid later handling interference).

Carry out "one flow" production: break the traditional batch stacking mode, let the motor flow continuously from parts to finished products in "single piece or small batch", reduce the inventory of WIP (for example, stack 50 semi-finished products between stations to less than 5 pieces), and shorten the production cycle.

Elimination of waiting waste: by balancing the working hours of each station (for example, splitting or optimizing the operation of a certain station from 15 minutes to 10 minutes), the situation of waiting for the next process after the completion of the previous process is avoided; At the same time, ensure that the materials arrive at the work station 1-2 hours in advance, and put an end to "waiting for materials".

2. Upgrade equipment and tooling to improve the level of automation.

Automation equipment can reduce manual intervention, improve operation speed and accuracy, and reduce error rate.

Automation transformation of key processes: for time-consuming and repetitive processes (such as bearing press-fitting and bolt tightening), automatic equipment (such as servo press-fitting machine) is introduced, and the press-fitting efficiency is improved from manual 1 minute/piece to 20 seconds/piece; Multi-spindle automatic tightening machine, from manual tightening one by one to tightening 4-6 bolts at a time).

Equipped with special fixture: design fixture with accurate positioning for motor parts (such as stator assembly fixture, to ensure that the coaxiality error between stator and casing is ≤0.02mm), so as to reduce manual alignment time and avoid rework caused by assembly deviation.

Preventive maintenance of equipment: establish equipment maintenance plan (for example, check the tension of conveyor belt before starting every day and lubricate the transmission parts of automatic tightening machine every week) to avoid the shutdown of the whole line caused by sudden equipment failure and reduce the equipment failure rate from 5% to less than 1%.

3. Strengthen personnel management and improve operational proficiency.

Personnel are the core of implementation, and it is necessary to ensure efficient operation through training and incentives.

Standardized operation training: Formulate the Standardized Operation Instruction (SOP) for each station, specify the operation steps, tool use methods and quality standards (such as stripping 5mm when wiring, and controlling the torque at 0.8N・m), and organize regular training and assessment to ensure the unified skills of all operators.

Carry out "multi-functional worker" training: train employees to master the operation skills of 2-3 adjacent stations (for example, stator assemblers can install rotors at the same time), and when the staff at a certain station is on leave or busy with tasks, they can be quickly deployed to avoid station stagnation.

Establish an efficiency incentive mechanism: set up efficiency assessment indicators (such as per capita hourly output and rework rate), and reward teams or individuals who exceed the quality standards (such as bonuses and honors) to stimulate employees' enthusiasm.

4. Optimize material management to reduce material waste and delay.

The timeliness and accuracy of material supply directly affect the continuous operation of the assembly line.

Implement the "material supermarket" mode: set up a small "material supermarket" next to the assembly line, store spare parts for 1-2 hours according to the demand of the station (for example, prepare wires and terminals with corresponding specifications in advance next to each wiring station), and replenish the goods regularly by special personnel to reduce the operator's time for picking up materials.

Adopt "visual management": clearly mark the material rack and workstation (such as the name, specification and lower limit of quantity of parts). When the remaining amount of materials is lower than the lower limit (such as only 50 terminals, the lower limit is 100), the operator can directly trigger replenishment through kanban or button to avoid material supply interruption.

Control of material loss: For easily damaged parts (such as insulating paper and sealing ring), optimize the access method (for example, change from "random access from whole package" to "distribution by piece"), and increase protection during assembly (for example, place sealing ring with soft tooling to avoid scratching), so as to reduce the material loss rate from 3% to 1%.

5. Introduce digital management, real-time monitoring and improvement.

Digital tools can help quickly find bottlenecks and continuously optimize efficiency.

Build a production data monitoring system: install sensors on key equipment and workstations, collect data such as output, working hours and equipment status in real time (such as output per hour and running time of a certain equipment), and visually display it through the system kanban. When the output of a workstation is lower than the standard (such as standard 10 pieces/hour and actual 8 pieces/hour), timely investigate the reasons (such as tool wear and slow personnel operation).

Regular efficiency analysis and improvement: hold an efficiency analysis meeting every week to compare the gap between actual efficiency and target efficiency, formulate improvement schemes (such as adding auxiliary tools and splitting processes) for bottleneck problems (such as a certain station always slowing down the overall rhythm), and track the improvement effect to form a closed loop of "monitoring-analysis-improvement".