Yalın üretim yaklaşımı ile beyaz eşya üretim sürecinde yeniden tasarım
Redesign in the white goods production process with lean manufacturing approach
- Tez No: 946104
- Danışmanlar: DOÇ. DR. SEDA YANIK ÖZBAY
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 2025
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Lisansüstü Eğitim Enstitüsü
- Ana Bilim Dalı: Endüstri Mühendisliği Ana Bilim Dalı
- Bilim Dalı: Endüstri Mühendisliği Bilim Dalı
- Sayfa Sayısı: 143
Özet
Yalın üretim Amerika'da ortaya çıkan, Japonya'da geliştirilen, üretimde israfları ortadan kaldırmayı hedefleyen ve çeşitli yöntemler içeren bir üretim sistemidir. Bu yönteme göre müşterinin para vermeyi kabul etmeyeceği ve nihai ürüne katma değer sağlamayacak olan her türlü süreç ortadan kaldırılmalıdır. Firmalar da yalın üretim mantığını benimseyerek, ticari olarak varlıklarını ve tercih edilebilirliklerini devam ettirmek için maliyetlerini azaltmak amacıyla bu mantığın gelişmesini sağlayan yöntemleri kullanmaktadır. Bu çalışma kapsamında da bir buzdolabı fabrikasının iç kapı üretimi alanındaki akış incelenmiştir. Bu çalışma sayesinde yalın üretim mantığındaki yedi israftan olan hatalı üretim, fazla stok ve gereksiz taşıma azaltılarak çalışma alanı iyileştirilmiştir. Çalışmayı yaparken spaghetti diyagramı, akış şeması ve değer akışı haritalama gibi yöntemler kullanılarak mevcut durum incelenmiştir. Belirtilen diyagramlardaki potansiyel gelişim noktaları belirlenmiş ve bu noktalarda iyileştirme yapmak için gerekli olan yöntemler literatürde araştırılmıştır. Geliştirilen yeni çalışma sürecinde çalışanların görev sürelerini hesaplamak için metod zaman ölçümü evrensel analiz sistemi (MTM-UAS) yöntemi kullanılmıştır. MTM-UAS yöntemi ile yapılan ilk analiz sonucunda, yeni çalışma yönteminin proses zamanı, üretim makinesinin çevrim zamanının içerisinde kalmaması sebebiyle çalışanların görev dağılımları yeniden incelenmiş ve yapılan ikinci analiz sonucunda çevrim zamanına göre görev dağılımları yapılmıştır. Çalışanların ilerleyen zamanlarda yeni iş talimatları sebebiyle kas ve iskelet sistemi rahatsızlıkları yaşamaması için çalışanların EAWS Digital programı ile analizleri yapılmış ve yeni görev dağılımlarının ergonomik açıdan uygunluğu teyit edilmiştir. Bu çalışmalar sonucunda hurda oranlarında ve iç kapının üretiminde kullanılan çalışma saatinde azalma meydana gelmiş, çalışma alanının çalışan verimliliği artırılmıştır. Şirket, alandaki çalışan sayısını vardiya başına 1 kişi ve günlük 3 kişi azaltarak çalışan maliyetlerinde 46.038 Avro tasarruf sağlamıştır. Öte yandan, sahada çalışan 23 kişiden 3'ünün süreçten eksiltilmesi nedeniyle, iç kapı üretim alanının verimlilik değeri verimlilik ölçümlerinde %15 artış göstermiştir. Benzer şekilde, fabrikada çalışan 1432 çalışandan 3'ünün eksiltilmesi nedeniyle, genel verimlilikte %0,21'lik bir iyileştirme sağlandı. Akışın basitleştirilmesi ve hataların erken tespiti sonucunda iç kapı üretim alanındaki hurda oranlarında %7'den %4'e düşüş gözlemlenmiş ve hurda maliyetlerinde azalma yaşanmıştır. Hurda maliyetleri hesaplanırken plastiğin geri dönüştürülebilirliği de dikkate alınmış ve 30,772.45 Avro kazanç elde edilmiştir. Üretim sürecinde meydana gelen yalınlaşmayı da daha iyi inceleyebilmek için yine akış diyagramı ve spaghetti diyagramı kullanılmıştır. Ayrıca yalın üretim mantığı çerçevesinde 5S yöntemini kullanarak iç kapı üretim alanında tertip düzen ve temizliği sağlamak amacıyla görülen uygunsuzluklar tespit edilmiş ve bu uygunsuzluklar için çözümler geliştirilmiştir.
Özet (Çeviri)
Lean production is a philosophy of a manufacturing method that is frequently used worldwide. According to this method, any process that the customer would not be willing to pay for and that does not add value to the final product should be eliminated. Companies also adopt the lean production philosophy and use lean production methods to reduce their costs in order to maintain their commercial existence and preference in their sectors. In the philosophy of lean production, there are seven types of waste known as the seven wastes, which are transportation, waiting time, overproduction, defective production, inventory, motion, and overprocessing. Eliminating these wastes will contribute to the profitability of companies. In this study, we will work to reduce these wastes and ensure that the production area approaches lean production philosophy. The aim of this study is to contribute to the annual productivity target of the refrigerator factory by improving the flow in the inner door production area. The flow of this area will be examined, and processes identified as contrary to the lean manufacturing principles will be eliminated, thereby increasing the availability of employees during their cycle time and reducing the number of workers to achieve efficiency. With this study, in addition to improving efficiency, it is aimed to reduce the scrap rate in the production of inner doors by simplifying the flow. By reducing the scrap rates for inner doors, another form of waste will be eliminated. In addition to the efforts to eliminate the mentioned wastes, points that are contrary to the 5S method in the production area will be identified, and the improvements will be proposed for each impropriety to 5S method. The aim is to improve the relevant area in terms of 5S as well and maintain the order. The inner door material subject to the study is the plastic part, generally white in colour, located on the inner side of refrigerator doors, where the door shelves are assembled. These parts are shaped using a mold after undergoing a pre-heating process in the inner door production area. The name of the production process is called as thermoforming. The inner doors produced in the manufacturing area are then subjected to a process called door foaming on the assembly line. In this process, a substance called polyurethane is filled between the door sheet metal and the inner door to provide insulation and durability for the door. To ensure that the protrusion called“nail”and“dike”on the inner door are completely filled with polyurethane and to allow the air trapped between the inner door and the door sheet to be expelled, a drilling process is applied in the production area after thermoforming process. If the protrusions are not filled with polyurethane, durability of the nails decreases, and it may cause the drop of the shelf of the doors and injury for the customers. Thus, the drilling process is essential for the inner door production. In order to examine the current flow in the inner door production area, three methods have been applied. First of all, a flowchart of the inner door production area was drawn. The flowchart of the area has been prepared from the plastic roll loaded on the machine to its readiness for door foaming on the assembly line. Another flow determination method used was the spaghetti diagram. The movements of employees in the production area were examined using a spaghetti diagram over the layout plan. Also, value stream mapping data card has been prepared for the area. Thanks to these three diagrams, processes that could be considered waste in the inner door production area have been identified, and within the scope of the study, the improvement of these points has been planned. In the study, attention was paid to layout and operation sequences to plan for increased efficiency and reduced scrap rate. A target work plan was created for the areas identified for improvement using flowcharts spaghetti diagrams and value stream mapping data card. Two methods called MTM-UAS and EAWS were used to determine the suitability of this work plan. A method time study was conducted to check whether the process times of the workers in the new work plan to be implemented are in accordance with the cycle time of the thermoforming production machine. When we examined the method time techniques in the literature, it was determined that the most commonly used method in production is the MTM method, and therefore, the MTM-UAS method was used for this control. When the MTM-UAS analysis was performed according to the first task distribution, the total duration of the new tasks of the fridge hole drilling worker was calculated to be more than the cycle time of the thermoforming machine. Therefore, some of the tasks of the fridge hole drilling worker were transferred to the freezer hole drilling worker and a new MTM-UAS analysis was performed. According to the new analysis result, both stations were arranged to be shorter than the cycle time of the thermoforming machine. Thus, it was determined that the new task distribution was appropriate in terms of time. In ergonomics studies, methods that evaluate ergonomics in terms of posture and weights to assess the loads and risks on employees' bodies were examined. When we examined the articles in the literature, we found that industrial organizations generally use the EAWS method. Therefore, the EAWS Digital application, which employs the EAWS method, was used in this study. In order to perform ergonomic analysis, the necessary body postures, forces, and handling types were examined as a result of observations in production trials and the necessary measurements were made. After these parameters were entered into the EAWS Digital application for each task, an ergonomic score was created for both stations. With the green output received from the system for both stations, it was observed that the system was suitable for ergonomic operation. At the end of this study, the flow chart and spaghetti diagram have been drawn again. The number of the steps in the flow chart reduced from 15 to 11 in the second flow chart of the inner door production area and number of handlings of the inner doors during the process has been reduced from two to one. Thanks to the flow simplification, the availability of the workers has increased and the number of employees in the inner door production area has been reduced. With the reduction in the number of employees, improvements have been achieved both in the company's employee costs and in productivity measurements. By reducing the number of workers in the area by 1 person per shift and 3 people daily, the company achieved a savings of 46,038 Euros in employee costs. On the other hand, since 3 out of the 23 people working in the area were reduced, the efficiency value of the inner door production area was improved to 15% in the efficiency measurements. Similarly, since 3 out of the 1432 employees working in the factory were reduced, an overall productivity improvement of 0.21% was achieved in the factory. As mentioned in the material and method section, as a result of simplifying the flow and the visual check point location change, visual errors can be detected early and a decrease from 7% to 4% in scrap rates was observed in the inner door production area, so a reduction in scrap costs was experienced. When calculating scrap costs, the recyclability of the plastic material was taken into account, resulting in a gain of 30,772.45 Euros. There were inner door inventories equal to one shift production amount in the production area. Thanks to new flow the non-drilled inventories which value 5,964 Euros have been cancelled, and this financial resource was made available to the company. After the reduction of the scrap rate after the early detection of the errors on the inner doors, overall equipment efficiency increased form %87 to %89,8 in the production area. To summarize the work done, the philosophy of lean production is an important approach for companies to increase their profits today. The adoption of this philosophy and the elimination of waste within this method are greatly aided by the use of flowcharts, spaghetti diagrams and value stream mapping as three very useful visualization tools. The use of these tools not only allows for the easy identification of points where waste occurs but also makes the dimensions of improvements more comprehensible when compared to the diagrams and charts drawn in the new situation. Additionally, by valuing employees, it should be ensured that they can comfortably work within the cycle time through time studies, and it is necessary to eliminate the risk of future problems related to musculoskeletal health through ergonomic analysis. Eliminating these wastes can both increase workplace productivity and reduce scrap rates.
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