購買設計請充值后下載，，資源目錄下的文件所見即所得，都可以點開預覽，，資料完整，充值下載可得到資源目錄里的所有文件。。?！咀ⅰ浚篸wg后綴為CAD圖紙，doc,docx為WORD文檔，原稿無水印，可編輯。。。具體請見文件預覽，有不明白之處，可咨詢QQ:12401814

英 文 翻 譯 系 別 機電工程系 專 業(yè) 機械設計制造及其自動化 班 級 161004 學生姓名 張 紅 偉 學 號 103399 指導教師 王 劍 Production?Line?Balancing The?scope?of?this?study?is?to?explore?the?understanding?of? Productionline?Manu-facturing?and?Balancing,?Types?of?Line?Balancing,?Equipment?Balancing?and?its?Failure?an-d?Analysis.A?production?line?is?said?to?be?in?balance?when?every?worker’s?task?takes?the?same?amount?of? time.?Line?balancing?is?a?manufacturing-engineering?function?in?which? whole? collection?of ?pr-oductionline?tasks?are?divided?into?equal?portions.Well-balanced?lines?avoid?labour?idealness?and?imp-rove? productivity. Production?Line?Balancing Line-balancing?strategy?is?to?make?production?lines?flexible?enough?to?absorb?ex-ternal?and?internal?irregularities.?There?are?two?types?of?line?balancing,?which?we?have?explained?as： Static?Balance?Refers?to?long-term?differences?in?capacity?over?a?period?of?sever-al?hours?or?longer.?Static?imbalance?results?in?underutilization?of?workstations,?machi-nes?and?people.? ?Dynamic?Balance?Refers?to?short-term?differences?in?capacity,?like,?over?a?perio-d?of?minutes,?hours?at?most.?Dynamic?imbalance?arises?from?product?mix?changes?and?variations?in?work?time?unrelated?to?product?mix.? Labour?Balancing?and?Assignments Strategy?of?production?line?stability?is?the?tendency?for?labour?assignments?to?be?fixed.?Labour?feasibility?is?an?important?feature?in?the?strategy?of?production?line?flex-ibility?linked?to?individual?skills?and?capabilities? When?one?worker?is?having?problem?in?performing?his?assigned?task?and?experie-ncing?delay?due?to?technical?problem(s),?other?worker(s)?should?move?into?help.? ?The?management?practice?of?deliberately?pulling?worker’s?of?the?line?when?the?l-ine?is?running?smoothly.? ?The?movement?of?whole?crews?from?one?dedicated?line?to?another?as?the?model?mix? changes. Group?Technology?–?In?which?one?worker?can?handle?variety?of?tasks?(automati-on)?in?a?single?work?centre. ? Equipment?Balancing While?balancing?equipment,?attempt?to?ensure?that?each?piece?of?equipment?in?th-e?work?cell?has?the?same?amount?of?work.?Now?days?every?manufacturer?is?attempting?to? maximize?the?utilization?of?all?available?equipments.?Such?high?utilization?is?often?co-unterproductive?and?may?be?the?wrong?goal?because;?high?utilization?is?usually?ac-companied?by?high?inventory. Equipment?Failure An?equipment?failure?is?a?major?serious?matter,?with?the?potential?to?shut?down?a?production?line.?To?avoid?such?failures?one?should?not?overload?the?equipments,?and? workers?should?be?trained?to?perform?a?daily?machine?checking?(preventive?maintena-nce)? and?following?standard?operating?procedures.?The?advantage?for?Maintenance? and?Engineering.Department?does?not?lie?in?running?late?shifts,?hence?calculate?the?pr-eventive?maintenance?time?and?schedule?the?activity. Analysis Analysis?is?generally?performed?by?Competent?Technical?Staff.?Begin?the?analys-is?wi-th?division?of?production-line?work?into?small?tasks,?determination?of?task?time?s-tand-ards,?specification?of?required?task?sequencing?and?notation?of?constraints.?If?bott-le?n-eck?task?is?in?the?way?of?good?balance,?the?Competent?Technical?Staff?should?anal-yze? the?task?to?reduce?the?time?it?takes?to?perform. Line?Balancing?Leadership Workmen?should?lead?the?production?line?balancing?effort,?so?that?they?can?react?quickly?when?line?imbalances?(static?and?dynamic)?crop?up?as?a?result?of?changeover? to?make?a?different?item?or?changes?in?the?output?rate. Conclusion Production-line?balancing?study?tends?to?employ?thought?and?ingenuity?to?change?con-ditions.?Production-line?design?and?operation?is?more?art?than?science.?Labour?fl-exibility?is?the?key?to?effective?resource?management.?The?idea?of?workers?checking? and?doing?minor?repair?work?on?their?own?equipment?possibly?decreases?the?risk?of?e-quipment?failure.?Selecting?an?appropriate?set?of?balancing?mechanism?is?a?part?of?wo-rk?cell? design?and?it?must?be?linked?with?many?other?decisions?for?the?system?to?func-tion?well. 生產(chǎn)線平衡 ?這項研究的范圍是探討生產(chǎn)線的制造和平衡，生產(chǎn)線平衡的類型，設備平衡和故障分析的理解。當每個工人的任務需要相同的時間來完成的時候，就是一個平衡的流水線。線平衡，是一個制造工程的功能，即在整個生產(chǎn)線的任務都能夠得到等分。良好的平衡線，能避免無意義的勞動和提高生產(chǎn)率。? 生產(chǎn)線平衡 線平衡的策略是，使生產(chǎn)線足夠靈活，以避免外部和內(nèi)部的違規(guī)行為。有兩種類型的生產(chǎn)線平衡，即：靜態(tài)平衡：指的是幾個小時或更長的時間內(nèi)能力的長期分歧。靜態(tài)失衡是工作站，機器和人未能得到充分利用的結(jié)果。動態(tài)平衡：指短期能的差異，最多不超過幾分鐘或幾個小時的時間。動態(tài)不平衡源于產(chǎn)品結(jié)構(gòu)的變化和產(chǎn)品結(jié)構(gòu)無關(guān)的工作時間的變化。 勞資平衡和分配 ?生產(chǎn)線的穩(wěn)定策略的傾向是固定的勞動的平衡分配。勞資的可行性的一個重要特征是戰(zhàn)略的靈活性即生產(chǎn)線的個人技能和能力：當一名工人在執(zhí)行分配給他的任務是有問題，遇到的延遲，由于技術(shù)問題（S），其他工人（S）應轉(zhuǎn)移到幫助。當一個工序運行出現(xiàn)問題時，熟練的技工應盡快接管其工序。生產(chǎn)線的所有工人應交互在各個工序熟悉工序操作。全技能即在一個單一的工作中心一個工人可以處理各種任務（自動化）。 設備平衡 設備平衡應確保每一臺設備在工作單元中有相同的工作量。現(xiàn)在每個制造商都試圖最大限度地利用所有可用的設備。如此高的利用率往往適得其反，這可能是一個錯誤的目標，因為利用率高，通常伴隨著高庫存。 設備故障 ?設備故障是一項重大而嚴肅的問題，有可能關(guān)閉一條生產(chǎn)線。為了避免這種故障，應確保每個設備不會超載，并且應培訓工人進行日常機器檢查（預防性維護）和標準作業(yè)程序的訓練。維護部和工程部的優(yōu)勢不在于在運行后期的變化，因此應計算預防性維修時間，并安排活動。 分析 線平衡的分析一般由主管技術(shù)人員進行。分析之前應把流水線分成各個小任務，確定標準的任務時間，任務的排序的規(guī)范和約束的分析與生產(chǎn)線的工作分工。如果瓶頸環(huán)節(jié)的任務是在于尋找良好的平衡的方式，技術(shù)過硬的員工應分析的任務，以減少所花費的時間來執(zhí)行。 生產(chǎn)線平衡領導 生產(chǎn)線工人應致力于生產(chǎn)線平衡而努力，這樣他們才能夠快速應對當產(chǎn)品和生產(chǎn)率變換導致失衡（靜態(tài)和動態(tài)）時迅速作出反應。 結(jié)論 生產(chǎn)線平衡的研究，往往聘請有新思路和經(jīng)驗的人來改變現(xiàn)狀。生產(chǎn)線的設計和操作是藝術(shù)多于科學。工人的靈活性是有效的資源管理的關(guān)鍵所在。工人的檢查和對自己的設備做小型維修工作的想法可能降低了設備故障的風險。選擇一套合適的平衡機制是一個工作單元設計的一部分，它必須與許多其他決策系統(tǒng)建立良好的聯(lián)系才能運作良好。