手表 生产线布置方案建议
手表策划方案
手表策划方案篇一：活力手表厂XX品牌战略策划书此策划书为品牌学课堂作业，已经提交过给老师。
某校行政管理（企事业文化方向）的同学参考请慎重。
活力手表厂XX品牌战略策划书图表为真实数据改编而成>一、活力手表厂背景：（纯原创，现实中没有原型）活力手表厂的前身是成立于1881年的我国第一家手表厂——上海手表厂，公司于1990年正式更名为活力手表厂，寄望于注入一股全新的活力可以使这家老表厂焕发新颜。
活力手表厂在过去以制造机械表为主，进入新时代以后，公司以生产电子表为主，旗下品牌“fresh 活力”以青年到初步入中年的人群为主要服务对象，产品线涵盖时装表、运动表、专业潜水表、通勤用表等。
可以说“活力”品牌经过近二十余年的发展，成功占据了国内中到中低端国产手表品牌的第一位。
但是，之前品牌推出的儿童表款和高端表款销路却欠佳。
然而，市场调研发现，中国的儿童表市场和高端表市场正在蓬勃发展，充满商机，活力手表厂绝对不可以忽视这两块大蛋糕。
所以，活力希望通过这次新的品牌战略，对公司的品牌架构进行重新设计，为手表厂争取更大的发展空间。
二、 XX活力手表厂旗下品牌架构组合设计分析在进行品牌架构组合设计之前，需要对整个手表市场的市场概况、产品概况、消费者的需求等因素进行详尽分析才能全面地进行品牌架构设计，以下是我们的分析。
1. 手表市场的概况改革开放之后，人民的经济收入快速增长，特别是在一线城市如北京，人均月收入已将近八千元，人们的消费观已经从过去追求有质量的产品，向追求有品牌影响力的产品转变。
目前市场上的手表除了计时功能外，还具有人性化的智能功能、装饰功能和时尚搭配功能。
尽管现在的手机可以取代手表的报时功能，消费者还是乐于购买一只手表。
根据最新数据，近几年，中国的手表年销量达到5,000万至万6,000万只的水平。
但是，平均到每个中国人购买的手表数量时，仅仅是平均每年每一百人购买5只手表的消费水平，较发达国家平均每年每一百人购买23只手表或较一般发展中国家每年每一百人购买12只手表的水平仍相距甚远，因此未来中国的手表市场发展潜力巨大。
HIGGS 智能手表生产线优化与管理控制说明书
International Forum on Energy, Environment Science and Materials (IFEESM 2017)Strategy in the Trial-production Phase of HIGGS WatchSun youxia1, a, Li jinliang2,b1Key Laboratory of Mining Disaster Prevention and Control of Education Ministry, Shandong University of Science and Technology, Qingdao, Shandong, 266590,China 2College of Mechanical and Electronic Engineering, Shandong University of Science andTechnology, Qingdao, Shandong, 266590,Chinaa****************,b****************Keywords: trial-production, process optimization, management controlAbstract. The paper discussed the problems in trial-production line for the HIGGS watch, which made against the success of putting the new product into mass production smoothly and introducing it to the consumer market on schedule. After analyzing the causes of the problems, a series of solutions such as communication with customers, process optimization, jig improvement, optimal allocation of machines and operators, introduction of automatic machine and means of management control were put forward. IntroductionBefore entering mass production, there is a trial-production phase. In the phase, product design can be perfected, processing flows optimized and Work standards developed.Trial-production of new product is omitted or the phase doesn't receive due attention, such problems as poor manufacturability, low rate of finished products and high reworking rate will occur in mass production. As a result, the production will be interrupted frequently, expected capacity can't be reached and customers will complain about product quality and delayed delivery.PEGATRON enterprise thinks highly of trial-production of new product. In order to avoid facing the problems stated above, a series of strategies are adopted in the trial-production phase of HIGGS intelligent watch, which is a new product and has a broad market prospect. Industrial Engineers (IEs) were responsible for the development and implementation of strategies and communicated with other specialized persons at any time for a problem.Design of Trial-production LineThe flowchart, shop-floor layout, work instruction and the schedule must be prepared before design of trial-production line. Trial-production line of the watch was linear cellular layout, which consisted of four sections that were the board test section, assembly section, detection section and packaging section. Because each trial-production line is usually dedicated to a specific product family, the output in the trial-production stage is stable and small. Cellular layout is the best choice to realize efficiency and flexibility of trial-production. Constrained by the spatial structure of the trial production shop-floor, the production line adopted a linear layout, not U layout with higher efficiency. The number and location of the workplace depended on the output of trial-production and characteristics of process. Analysis of Problem in Trial-productionProblem Identification. After training the workers, the trial-production line of HIGGS watch began running. Two problems were particularly prominent in the trial-production phase of HIGGS watch. Firstly, some performance standards of watch were inconsistent with the expected demand of customers according to the results of quality inspection and the opinions of target customers. Lower productivity was another problem. The capacity should reach 600UPH easily by reference to current standard times and labor toll, but that's not the case.Cause Analysis. After investigation on the shop-floor, the causes of the problems stated above canbe classified into five categories in figure 1. The figure illustrates only the most important factors, which interact with each other.After a period of trial-production, it has been found that the starting-time was always delayed to10AM, which was two hours later than the normal starting time. What's worse was the workers sometimes didn't start working at all. As a result, the effective working time was greatly reduced, and it's impossible to reach designed yield. The delay might come from the lax implementation of rules and regulations, also come from that the workers do not know what and how to do when some requirement for the watch from customers changed.Shop-floor Integrated System (SFIS) essentially functioned as management information oftrial-production, which played a very significant role in providing staff with data about material, machine, schedule and product quality etc in the trail-production line. Unfortunately, SFIS didn't work very well. The reason was that few people were be proficient in SFIS, and could not make it work again when the system was out of order. Consequently, the starting-time was delayed and production process was interrupted because of lack of information about material, machine, schedule and product quality etc. The product quality and the output must be affected.In trial-production phase, the manufacturing technology and the production process for the HIGGSwatch would change when the design of it changed. So Standard Operating Procedure (SOP) was not perfect. Of course, in such situation it is impossible to ask operators to perform a task in strict accordance with SOP. In addition, the relaxed management from the superior and the absence of belonging of workers could also make the operators be sneezed at the SOP.Imperfect SOP made workers have no standards to follow when they faced some tasks, and theyalso ignored available SOP, both which would cause nonstandard movement and unskilled operation. Working together, nonstandard movement and unskilled operation resulted in motion waste and high retest rate of products. In the end, both the product quality and productivity have been reduced.Work environment such as temperature and noises were age-old problem in many companies thatwas not easy to solve, but the enterprise has been trying to reduce their impact on workers. Materials flow couldn’t be overlooked when the improvement of product quality and production was talked about. Congestion and lack of materials in some workplace came from frequent failures to SFIS and process load unbalance. Load unbalance could make workers at some process were too busy to rest for a moment, and labors at other station were more leisure. So materials were piled up in busy process, but in next process shortage of materials would occur. In addition, overwork of workers would cause defective products and low productivity.Fig 1 Causes for problems in trial-productionSolution to Problem in Trial-productionThree solutions to problems in trial-production for HIGGS watch were proposed as shown in table 1. The communication with customers first was underlined. The process optimization based on industrial engineering principle followed. At last, the means of management control were stated.Table 1 Solutions to problems in trial-production for HIGGS watchSolutions WaysCommunication with Customers inviting customers to test product performance inproduction line;Process Optimization bottleneck optimization;jig improvement;optimal allocation of machines and operators; introduction of automation;Management Control strengthening the daily management; amending incentive mechanism; developing a training plan;Communication with Customers.In the trial-production phase of HIGGS watch, enterprises have invited the target customers to test product performance index in production line except quality inspection carried out by the enterprise itself, because the users know best about what they want. The performance standards of watch that were inconsistent with the expected demand of customers would be revised and amended timely. The corresponding production process and machining accuracy would also be adjusted. Consequently, the final design of products would be determined and SOP be perfected.Process Optimization. Line balancing is the preferred method to improve process. It can keep the workload of the production in equilibrium, rationalize the operation process and reduce high retest rate of products, thus increasing yield and quality. The ways adopted in line balancing were as follows.Such as the process of sticking foam, compacting battery, covering metal cover and attaching gasket to MB, which produced less than other processes in an hour, were identified to be the bottleneck of production line for the HIGGS watch. Then motion analysis technology was used to split, assemble and adjust the critical movements of bottleneck process. It was a good idea that some tasks of bottleneck process were shared by other processes, or more labors were placed in the busy process. As a result, movements and processes would be standardized, and the line be balanced more.Jig improvement is an effective way to improve line productivity. After repeated observation and practice, the jigs of covering metal cover and attaching gasket to MB could be integrated together, and a new jig was developed. The new jig not only hasn’t affected the completion of the tasks, but also has reduced the number of movement and standard times. The production efficiency was improved.In order to achieve the optimal allocation of machines and operators, the analysis of man-machine operation and spare capacity was carried out, and the improvement was followed. As a result, the utilization rate of machine and workers was improved greatly.In the initial stage of trial-production, the task of locking the battery frame to the lower cover was done by a worker with an electric screwdriver. The simple equipment saved money but incurred the deviation of positioning and slipping of screw. It took operators a long time and a lot of attention to accomplish this task, which not only affected work efficiency but also caused high fatigue of workers. Considering the market potential of HIGGS watch, the company purchased full-automatic screw driving machine. Operation time was reduced greatly and the workers were freed from the tied and boring task.Management Control. There were many ways of management control, but only three means here were mentioned. The enterprise strengthened the daily management of the shop-floor to ensure thestaff start work on time and take each task seriously. The basic-level supervisors were asked to go to production line to guide, check, and supervise the activities of the subordinate.Incentive mechanism was also amended, which tended to encourage staff to make constructive proposal that could improve the properties of product and processing technology.Otherwise, a training plan was developed, which mainly included three modules. The first module severed to inform the staff of the importance of trial-production. This was considered important content, which could increase the sense of belonging of employees, then improve the enthusiasm and positivity of workers. The second module was used to give all trainees the meaning, content, usage and maintenance of the SFIS. With the knowledge of the SFIS, the problems such as material confusion andline interruption etc caused by the system failure could be eliminated. Due to the continuous improvement of the product itself, processing technology was constantly changing, so the technical skills of workers should be updated. The third module was for skills training of employees, which would promote the standard movement and skilled operation of workers. ConclusionsIt has become a competition focus among enterprises that launching products that meet consumer needs in the shortest possible time. In order to succeed in the stiff competition, companies should not overlook the trial-production. In the trial-production phase, the performance parameters of HIGGS watches that satisfy the market were perfected, machining technology and the process flow were improved, and other problems such as the laxity of workers were identified and solved. All of these could guarantee that the HIGGS watches were put into mass production smoothly and introduced tothe consumer market on schedule.References[1] Xia xuhui: submitted to Journal of Computer Integrated Manufacturing Systems(2017).[2] Li dongwen, Lu zhiqiang: submitted to Journal of Machinery(2017).[3] Li aiping, Lu li : submitted to Journal of Tongji University(2017).[4] He fuwei: submitted to Journal of Yunnan Chemical Technology(2017).[5] M.A. Bao zikun: Study on Pre-production Preparation of CH Company (2014).。
手表制作活动方案策划
手表制作活动方案策划1. 活动概述手表是人们日常生活中常见的配饰之一，而手表制作活动可以增强参与者的动手能力和创造力，锻炼其思维和团队合作能力，同时也可以让参与者亲身体验手表的制作过程，更加了解手表的机械结构和原理。
本次活动将以团队为单位，让参与者在指导下亲手制作出属于自己的手表，增强他们的自信心和成就感。
2. 活动目的- 增强参与者的动手能力和创造力；- 锻炼参与者的思维和团队合作能力；- 让参与者亲身体验手表制作过程，了解手表的机械结构和原理；- 增强参与者的自信心和成就感。
3. 活动内容（1）活动前期准备：- 确定活动时间、地点和参与人数；- 准备活动所需材料：手表机芯、表盘、表链、表带、表扣等；- 制作活动海报和宣传册，发布活动信息；- 准备活动现场所需设备：工作台、工具箱、放大镜等。
（2）活动流程：- 活动介绍和说明：向参与者介绍活动的目的、内容和流程，提醒注意事项；- 团队分组：将参与者分组，每组人数不超过5人，确保每个小组都有机会参与制作；- 基础知识讲解：介绍手表的机械结构和原理，如何拆卸和装配手表的不同组成部分；- 制作实践：每个小组根据提供的材料和工具，按照指导手册进行手表制作；- 指导和辅助：设置专业人员为每个小组提供指导和辅助，确保参与者能够顺利制作手表；- 互动交流：鼓励参与者在制作过程中相互交流和合作，分享经验和技巧；- 脱颖而出：对于制作出色的小组或参与者进行表彰和奖励。
4. 活动要求和安全措施- 活动要求：- 参与者年龄不限，但建议年满10岁以上；- 具备一定的动手能力和创造力；- 遵守活动规则和指导人员的指导；- 配合活动期间的安全措施和组织安排。
- 安全措施：- 活动现场必须设置急救箱和相应的急救设备，并配备专业急救人员；- 活动现场必须设置明显的求助和紧急疏散通道；- 参与者在制作时必须佩戴相应的保护手套和护目镜，以防止意外伤害；- 参与者在使用工具时必须遵守安全操作规程，防止误伤。
手表行业在生产流转中的包装方案设计
手表行业在生产流转中的包装方案设计【摘要】手表行业在生产流转中的包装方案设计扮演着至关重要的角色。
本文首先介绍了手表行业包装设计的背景，说明了包装设计在产品营销中的重要作用。
接着分析了包装设计的原则，指出了包装材料的选择、创新性、成本控制策略和环保考量等方面。
结合当前市场趋势和消费者需求，探讨了未来手表行业包装设计的发展方向。
总结指出手表行业包装设计在产品推广和品牌形象塑造中的重要性。
通过不断创新和提高包装设计水平，手表行业能够适应市场需求，提升品牌竞争力，实现可持续发展。
随着消费者对环保意识的增强，未来手表行业在包装设计方面将更加注重环保考量，推动产业向着更加可持续的发展方向发展。
【关键词】手表行业，包装方案设计，生产流转，重要性，背景，原则，材料选择，创新性，成本控制，环保考量，未来发展方向，总结。
1. 引言1.1 手表行业在生产流转中的包装方案设计的重要性在手表行业中，包装设计的重要性不可忽视。
一个具有创意和设计感的包装可以提升产品的精致感和奢华感，使消费者产生购买欲望。
包装设计也是品牌形象的重要组成部分，能够加强消费者对品牌的认知和信任。
在手表行业的生产流转中，包装方案设计的重要性就显得尤为重要，它不仅仅是一个简单的包装，更是产品和品牌形象的重要代表。
通过精心设计的包装方案，可以提升产品的附加值，提升品牌的知名度和美誉度，从而推动行业的发展和品牌的进一步壮大。
1.2 手表行业包装设计的背景手表行业包装设计的背景可以分为传统和现代两个方面。
传统的手表包装设计注重手工艺和奢华感，常常采用精美的纸盒、绒布底座和金属牌饰，体现出品牌的高端形象和历史传承。
而现代的手表包装设计则更注重科技感和环保性，常采用简约的设计风格和可回收材料，体现出品牌对环境保护的关注和创新意识。
随着消费者对产品包装的要求不断提高，手表行业不断进行包装设计的创新和改进。
包装设计要符合产品定位，突出品牌特色和产品优势，同时要考虑到包装的实用性和便利性，以提升用户体验和品牌形象。
钟表行业智能穿戴设备设计与制造方案
钟表行业智能穿戴设备设计与制造方案第一章概述 (2)1.1 项目背景 (2)1.2 项目目标 (2)1.3 项目意义 (2)第二章市场调研与分析 (3)2.1 行业现状 (3)2.2 市场需求分析 (3)2.3 竞品分析 (3)第三章设计理念与原则 (4)3.1 设计理念 (4)3.2 设计原则 (4)3.3 设计风格 (5)第四章产品定位与规划 (5)4.1 产品定位 (5)4.2 产品功能规划 (5)4.3 产品形态规划 (6)第五章智能穿戴设备硬件设计 (6)5.1 传感器选型与布局 (6)5.2 电池续航设计 (6)5.3 连接方式与兼容性 (7)第六章智能穿戴设备软件设计 (7)6.1 操作系统选择与定制 (7)6.1.1 操作系统选择 (7)6.1.2 操作系统定制 (7)6.2 应用程序开发 (8)6.2.1 应用程序架构 (8)6.2.2 应用程序开发流程 (8)6.3 交互界面设计 (8)6.3.1 设计原则 (8)6.3.2 设计内容 (8)第七章制造工艺与材料 (9)7.1 材料选择 (9)7.2 制造工艺流程 (9)7.3 质量控制 (10)第八章测试与验证 (11)8.1 硬件测试 (11)8.2 软件测试 (11)8.3 整机功能测试 (11)第九章市场推广与渠道建设 (12)9.1 市场推广策略 (12)9.2 营销渠道建设 (12)9.3 售后服务与支持 (13)第十章项目风险与应对措施 (13)10.1 技术风险 (13)10.2 市场风险 (13)10.3 政策风险 (14)10.4 应对措施 (14)第一章概述1.1 项目背景信息技术的飞速发展，智能穿戴设备逐渐成为人们生活的重要组成部分。
钟表行业作为传统制造业的代表，面临着转型升级的压力。
我国高度重视智能制造产业的发展，鼓励企业进行技术创新和产业升级。
在此背景下，本项目旨在研究和开发具有创新设计理念的钟表行业智能穿戴设备，以满足市场需求，推动行业转型升级。
手表生产运营方案
手表生产运营方案一、概述手表是人们日常生活中常用的配饰，它不仅可以提供时间信息，还可以体现个人品味和身份地位。
随着时尚消费的日益普及，手表成为了人们追求时尚、个性和品质的重要选择。
因此，手表生产运营方案是一个关乎产品质量、品牌形象和市场占有率的重要计划。
本文将从手表生产运营的整体方案、生产流程、市场营销、品牌建设、品质管理等方面进行详细介绍，希望能够为手表生产企业提供参考和借鉴。
二、手表生产运营的整体方案1.企业定位与发展规划首先，手表生产企业需要明确自身的定位和发展规划。
根据市场需求和企业实际情况，可以选择定制手表、智能手表、运动手表等不同类型的手表进行生产。
在确定了产品类型后，企业需要制定相应的发展规划，明确发展目标和路径。
2.生产工艺和流程设计手表生产需要考虑到各个环节的工艺和流程，从原材料采购到生产制造、包装和配送等环节，都需要进行合理设计和优化。
这样不仅可以提高生产效率，降低成本，还可以减少生产过程中的浪费和损耗。
3.人才团队建设一个优秀的人才团队是手表生产运营的关键。
企业需要通过人才招聘、培训和激励机制来建设自己的团队，包括具备手表制造技术的工匠、设计师以及市场营销人员等。
只有拥有一支专业化、高效的团队，企业才能够在竞争激烈的市场中稳步前行。
4.质量管理体系建设质量是企业生存和发展的根本保障。
建立健全的质量管理体系是手表生产运营方案必不可少的一部分。
在生产过程中，需要严格把关每个环节，确保产品质量达到标准要求，以满足消费者的需求。
5.品牌塑造和形象建设品牌是企业的重要资产，也是企业在市场竞争中的核心竞争力。
手表生产企业需要通过产品品质、设计创新、服务质量等方面进行品牌塑造和形象建设，提升品牌知名度和美誉度。
6.市场营销策略制定在产品生产的同时，企业还需要制定相应的市场营销策略，包括定价策略、销售渠道策略、促销策略等。
只有通过有效的市场营销，企业才能够将产品快速推向市场，获取更多的销售机会。
腕表制作创新活动方案
腕表制作创新活动方案活动主题：腕表制作创新活动活动目的：通过开展腕表制作创新活动，提升参与者对手工制作的兴趣和热情，激发他们在创意设计、手工制作等方面的潜能，培养参与者细致、耐心、综合能力等方面的素质，同时为希望学习手工制作技能的人提供一个展示和交流的平台。
活动内容：一、活动形式本次腕表制作创新活动将通过线上与线下相结合的方式进行，包括以下几个环节：（一）线上报名及选题活动组委会在腕表制作创新活动举办之前，通过网络平台公布活动细节及相关规定，并公开向广大爱好者征集作品题目和参赛意向。
广大爱好者可选择自己最擅长的制作方向，提交作品设计及制作计划和想法。
（二）线上展示和筛选活动组委会将收到的作品进行筛选、分类并展示在活动主页上。
同时，组委会将安排专业人员对作品进行细致的评审和点评，并选出一定数量的优秀作品进入终选和奖励名单。
（三）线下比赛和展览经过线上筛选后，组委会将邀请优秀的参赛者前来参加线下的比赛和展览活动，通过现场观摩传承技艺、技巧与创新灵感，初步挖掘参赛者在手工制作方面的潜能和创造力。
同时，现场组委会还将设立展示区，展示参赛者的作品，并邀请社会爱好者免费参观和选评。
二、活动时间和地点1.活动时间：预计活动将在每年的5月份举办。
2.活动地点：线上线下相结合的形式。
线上活动将在网络平台进行，线下活动将在参赛者所在地举办。
三、参与群体1.手工制作爱好者：网友、手工制作爱好者、手工艺教师、手工艺工作者、手工艺品商家等。
2.潜在参与者：希望通过本次活动学习手工制作技能的人群。
四、活动流程及主要内容1.活动报名：通过网络平台进行。
2.主题确定：参赛者提交设计方案、计划和想法，活动组委会对提交作品进行统一审核和选题，确定活动重点问题。
3.制作过程：参赛者按照自己的设计方案制作表盘、表带等零部件，通过涂色、绕线、剪裁等操作，完成腕表制作。
4.作品展示：作品经过组委会统一展示，提供一定的交流和反馈机会。
5.点评环节：由专业评委组成的专家团队进行作品点评，根据作品的创意、技巧、美学特点等方面进行评论，激励参赛者创新思考和技术提升。
钟表行业实施方案
钟表行业实施方案20xx年—20xx年以转型升级、提质增效为主线，以技术创新和管理创新为支撑点，加快推进供给侧结构性改革，扩大新型产品生产和应用，积极开展产能合作，有效提高区域产业的质量和效益。
当前是我国加快转变经济发展方式的关键时期，为加快区域产业转型升级，提升产业核心竞争力，促进行业持续健康发展，提出本指导意见。
第一条规划路线深入贯彻落实科学发展观，加快转变发展方式，立足国内市场需求，以技术创新和创意设计为动力，以品牌建设为重点，延伸产业链，注重增值服务，着重提高发展质量和效益，建立产学研用相结合的产业创新联盟，加快创新发展，加强节能减排与综合利用，打造创新化、创意化、品牌化、绿色化、信息化产业，促进产业转型升级，实现可持续发展。
第二条坚持原则1、协同发展，实现互利共赢。
加强区域产业集中谋划，统筹产业协同发展。
创新产业合作模式，打破市场壁垒，推动要素自由流动，构建多层次、宽领域的产业融合发展机制，实现优势互补、互利共赢。
2、坚持创新驱动。
依托企业、高校、科研院所打造一批省级、国家级产业技术创新平台，推动新技术、新产业、新业态的发展，通过全面创新培育新的增长动力，形成新的经济增长点。
3、因地制宜，科学发展。
充分结合各区域经济社会发展水平、资源条件，分地区、分类型制定科学合理的工作路线，指导推动产业现代化发展。
4、坚持融合发展。
推进业态和模式创新，促进信息技术与产业深度融合，强化产业与上下游产业跨界互动，加快产业跨越式发展。
5、需求导向。
发挥市场配置资源的决定性作用，注重需求侧政策支持和引导，营造公平公正的竞争环境，加快推进新产品新服务的应用示范，将潜在需求转化为企业能够切实盈利的现实供给，培育符合市场需求新消费新业态，进一步激发市场活力。
第三条背景分析国产现代钟表工业主要从上世纪80年代开始，经过几十年的发展，目前我国已经成为全球重要的钟表制造基地，是世界上最大的钟表生产市场。
2018年我国钟表制造业主要产品中，钟产量13102万只，表产量15030万只。
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方案二 定制化生产线生产
优点： 1）生产线简单可复制性强。 2）可扩容度高，可随时增加站位。 3）生产线占地面积小。 4）作业员培训简单，重复性作业动作。 5）非标设备投入少，生产线价格低。
缺点： 1）作业员须全员到齐，否则影响生产线正常生产 2）线边物料上线困难，影响作业员操作动作。 3）能满足小批量生产情况（快速换模不支持）
Smarter solution for a smarter World
手表 生产线选型
方案一 定制化标准流水线生产
优点： 1）生产线简单可复制性强 2）作业员培训简单，重复性作业动作。 3）作业员依赖程度低，可替换性大。
缺点： 1）生产线扩容度差，可调整性差 2）作业员须全员到齐，否则影响生产线正常生产。 3）非标设备（皮带线、定制托盘）多且昂贵。 4）生产线占地面积大，不易于调整。 5）无法应对多品种小批次生产（无法快速换模）
8）能适用于多品种小批量 化生产（支持快速换模）
9）作业员依赖程度低， 能工多，可随时换线调线。
缺点： 1）作业员培训难度大，培训时间长（需多能工）
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方案三 Cell生产线 生产
优点：
1）生产线简单可复制性强。 2）可扩容度高，可随时增加站位。 3）作业员可一人多工位制作。 4）缺人也可正常生产，对生产线影响度低。 5）可随着产能变化而调整 作业员人数。
6）作业员互相之间工站 都会制作，装配异常率低
7）线边物料上线不影响 作业员操作