外文翻译(生产线分析和改善)

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本科毕业论文外文翻译【范本模板】

本科毕业论文外文翻译外文译文题目:不确定条件下生产线平衡：鲁棒优化模型和最优解解法学院：机械自动化专业：工业工程学号: 201003166045学生姓名: 宋倩指导教师：潘莉日期: 二○一四年五月Assembly line balancing under uncertainty: Robust optimization modelsand exact solution methodÖncü Hazır , Alexandre DolguiComputers ＆Industrial Engineering，2013,65：261–267不确定条件下生产线平衡：鲁棒优化模型和最优解解法安库·汉泽，亚历山大·多桂计算机与工业工程，2013，65：261–267摘要这项研究涉及在不确定条件下的生产线平衡，并提出两个鲁棒优化模型。

假设了不确定性区间运行的时间。

该方法提出了生成线设计方法,使其免受混乱的破坏。

基于分解的算法开发出来并与增强策略结合起来解决大规模优化实例.该算法的效率已被测试,实验结果也已经发表。

本文的理论贡献在于文中提出的模型和基于分解的精确算法的开发.另外，基于我们的算法设计出的基于不确定性整合的生产线的产出率会更高，因此也更具有实际意义。

此外,这是一个在装配线平衡问题上的开创性工作,并应该作为一个决策支持系统的基础。

关键字：装配线平衡；不确定性; 鲁棒优化；组合优化；精确算法1.简介装配线就是包括一系列在车间中进行连续操作的生产系统。

零部件依次向下移动直到完工。

它们通常被使用在高效地生产大量地标准件的工业行业之中。

在这方面，建模和解决生产线平衡问题也鉴于工业对于效率的追求变得日益重要。

生产线平衡处理的是分配作业到工作站来优化一些预定义的目标函数。

那些定义操作顺序的优先关系都是要被考虑的,同时也要对能力或基于成本的目标函数进行优化。

就生产（绍尔，1999）产品型号的数量来说，装配线可分为三类：单一模型（SALBP）,混合模型(MALBP）和多模式（MMALBP）。

外文文献翻译译稿

外文文献翻译译稿1可用性和期望值来自Willliam S.Green, Patrick W.Jordan.产品的愉悦：超越可用性根据人机工程学会（HFES）的观点，人机工程学着眼于“发现和共享可用于各种系统和设备设计的、关于人的特点的知识”。

人们通常只是把它作为生物力学和人体测量所关注的内容，实际上它是从更广泛的意义上的一种对人（产品用户）的全面和综合的理解。

HFES从二战中有军方从事的系统分析中发展而来。

其中的三种主要研究的是人体测量、复杂信息的解释和管理，以及在部队和装备调配中应用的系统分析。

系统分析在尺度和复杂性方面跨度很大，大的系统分析有类似于诺曼底登陆准备的大型系统规划，小到去理解如何从合理性和规模的角度才最佳的布置和装备人员。

诺曼底登陆是20世纪最复杂的事件之一。

他要求建立一个在战斗开始之前还不确定的庞大的人员和物资的合理分配系统。

在更小的规模上，装备和军事人物的布置意味着如何去组织、训练和安排战士，最大限度的发挥他们的长处。

士兵必须迅速地接受训练，并且能够有效地使用和维护在二战中发展起来的一系列技术装备。

其中，对于飞行员、潜艇人员和坦克驾驶员有神采的限制。

复杂的新装备的开发要求找到最好的税收、密码便医院、破译人员、雷达和声纳操作员、轰炸机驾驶员和机组人员。

在战后，随着公司及其产品在尺度、领域和复杂性方面的增长，很多系统分析人员在商用领域找到了发展机会。

尽管是战后的发展才导致了1957年人机工程协会（HFES）的建立，但人机研究的起源可以追溯到大批量生产方式的成型阶段，是当时提高生产效率的要求。

随着工作方式从手工生产和农业生产中的转移，新的工厂工作的概念逐步发展起来。

福特的流水生产线和泰勒的效率理论开始对生产的规划和教育产生影响。

即使在家庭生活中，妇女们也开始接受了现代家庭管理理论，并运用这些理论来组织和规划家庭。

在20世纪末，一种涵盖面更广的人机工程正在发展之中。

新的人机工程学是为了适应已经被广泛意识到的对用户行为模式更深入的需求而诞生的，它开始应用定型研究方法，并探索人的情感和认知因素。

生产线常用英语简介

生产线常用英语简介一.目的本公司之产品主要面对国际市场,便于客户对我厂进行稽核,公司之部分报表将渐渐采用英文版本, 为适应这一需要,,上特对部分生产线常用英语及英语缩写加以说明二.内容1.部门及各单位英文简称:MFG: Manufacture Group---制造部ADM: Administration Management---管理部QA: Quality Assurance---品保部ENG: Engineering department---工程部MTL: Material---资材部SMT: Surface Mount Technology---表面粘着技术FINAL ASS'Y : Final Assembly---最后组装或成品组装VQA: vender Quality Assurance---进料检验IPQC: In Process Quality Control---制程检验OQA: Outgoing Quality Assurance---出货检验QE: Quality Engineering---质量工程SQA: System Quality Assurance---系统品保RMA Office: Return Material Analysis---判退材料分析办公室PE: Production Engineering--- 产品工程TE: Test Engineering---测试工程IE: In process Engineering--- 制程工程PC: Production Control---生管MC: Material Control---物管PR: Purchaser ---采购RD: Research development DEPT---研发部SALES& MARKETING :业务部DCC: Documents Control Center---文件管制中心ESD: Electrical Status Display2.常用语SOP: Standard Operating Procedure---作业标准书OP: Operator---操作员Model Name: 机种Customer: 客户ECN: Engineering Change Notice---工程变更通知ECR: Engineering Change Request---工程变更申请Urgent Documents: 紧急边络单Date:日期Need Change QC Code:需变更QC CODE Checked by:审核APPROVED BY:核准Issued by:发行Prepared By: 制定Subject:主旨BOM: Bill of Material---物料清单Function:功能Travel Card: 流程卡Optic: 光学Station:站别M/O:工单Add:新增材料TO: 接文单位/人FM: 发文单位/人CC: 知会单位/人Monitor: 显示器DIRECTOR: 董事长Elec:电气。

生产线平衡外文翻译

Production Line BalancingThe scope of this study is to explore the understanding of Production-line Manufacturing and Balancing,Types of Line Balancing, Equipment Balancing and its Failure and 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 production-line tasks are divided into equal portions. Well-balanced lines avoid labour idealness and improve productivity.Production Line BalancingLine-balancing strategy is to make production lines flexible enough to absorb external 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 several hours or longer.Static imbalance results in underutilizationof workstations,machines and people.∙Dynamic Balance–Refers to short-term differences in capacity,like, over a period of minutes,hours at most.Dynamic imbalance arises fromproduct mix changes and variations in work time unrelated to product mix.Labour Balancing and AssignmentsStrategy of production line stability is the tendency for labour assignments to be bour feasibility is an important feature in the strategy of production line flexibility linked to individual skills and capabilities–∙When one worker is having problem in performing his assigned task and experiencing delay due to technical problem(s),other worker(s)shouldmove into help.∙The management practice of deliberately pulling worker’s of the line when the line 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(automation)in a single work centre.Equipment BalancingWhile balancing equipment,attempt to ensure that each piece of equipment in the 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 counterproductive and may be the wrong goal because;high utilization is usually accompanied by high inventory.Equipment FailureAn 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 maintenance)and following standard operating procedures.The advantage for Maintenance and Engineering Department does not lie in running late shifts,hence calculate the preventive maintenance time and schedule the activity.AnalysisAnalysis is generally performed by Competent Technical Staff.Begin the analysis with division of production-line work into small tasks, determination of task time standards,specification of required task sequencing and notation of constraints.If bottle neck task is in the way of good balance,the Competent Technical Staff should analyze the task to reduce the time it takes to perform.Line Balancing LeadershipWorkmen should lead the production line balancing effort,so that they can react quickly when line imbalances(static and dynamic)crop up asa result of changeover to make a different item or changes in the output rate.ConclusionProduction-line balancing study tends to employ thought and ingenuity to change conditions.Production-line design and operation is more art than bour flexibility is the key to effective resource management.The idea of worker’s checking and doing minor repair work on their own equipment possibly decreases the risk of equipment failure. Selecting an appropriate set of balancing mechanism is a part of work cell design and it must be linked with many other decisions for the system to function well.。

流程分析与改善的主要用途

流程分析与改善的主要用途英文回答：Process analysis and improvement is a systematic approach to identifying, analyzing, and improving business processes. It involves several key steps, including:Process definition: The first step is to clearly define the process to be analyzed. This includesidentifying the inputs, outputs, stakeholders, and boundaries of the process.Process analysis: Once the process is defined, it is analyzed to identify areas for improvement. This includes examining the process flow, identifying bottlenecks, and evaluating the efficiency and effectiveness of the process.Process redesign: Based on the analysis, the processis redesigned to improve its performance. This may involve eliminating unnecessary steps, streamlining the workflow,or introducing new technologies.Process implementation: The redesigned process is then implemented and monitored to ensure that it meets the desired objectives.Process analysis and improvement can be used for a variety of purposes, including:Improving efficiency: By identifying and eliminating bottlenecks and inefficiencies, process analysis and improvement can help organizations improve the efficiency of their operations.Reducing costs: By streamlining processes and eliminating waste, process analysis and improvement can help organizations reduce costs.Improving customer satisfaction: By identifying and addressing customer pain points, process analysis and improvement can help organizations improve customer satisfaction.Increasing innovation: By creating a more efficient and effective work environment, process analysis and improvement can help organizations foster innovation.中文回答：流程分析与改善是一种系统性方法，用于识别、分析和改进业务流程。

精益生产-LineBalanceModels中英文版

改进关键因子确认发掘潜在的解决方法选择方案优化方案实行方案
控制过程变革和控制制定控制计划计算最终财务过程指标项目过渡给未来项目管理者项目鉴别转化机会
测量
定义
项目编号工具项目定义表净现值分析内部回报率分析折算现金流分析？（按现值计算的现金流量分析）PIP管理过程RACIQuad 表
过程图价值分析脑力风暴投票归类法柏拉图因果图/鱼骨图FMEA查检表运行图控制图量具 R&R
Line Balance Model
学习目标
如何设计和实施由“线平衡模型”支持的一个流程以确保优化配置：人地方固定资产材料知道如何使生产率最大化
Line Balance Model

What’s in It for Me?
Able to design and implement a balanced process lineUnderstand the issues in a typical process environment and how to impact those issues
Revised 1-12-02
Line Balance Model
精益6
过程改善流程
分析
控制
改进
定义选定题目列出客户从顾客之声中列出关建需求定出项目焦点和重要指标完成 PDF
测量绘制业务流程图绘制价值流程图制定数据收集计划测量系统分析收集数据过程能力分析
分析提出关键因子区分关键因子验证关键因子评枯每个关键因子对结果的影响量化机会根本原因排序寻找根本原因针对关键因子
Process MappingValue AnalysisBrainstormingMulti-Voting TechniquesPareto ChartsC&E/Fishbone DiagramsFMEACheck SheetsRun ChartsControl ChartsGage R&R

产线常用英文解释

常用英语及其中文解释常用物料的中文解释1.Backlight (B/L)为了给 LCD提供光源,在Panel后部组装的发光部件,有EL, LED, CCFL 等2.Shield Cover（S/C）PCB 保护板3.BEZEL(B/Z)金属边框4.Timing Controller（T/C）时序控制器5.Connector（C/N）连接器6.Polarizer (POL)将入射光分为2个直交的偏光，透射其中特定方向的光线,吸收或分散别的光线后,将透射光变为偏振光的高分子Film不良名词注释1.Abnormal Display 异常点灯2.Gray Scale 灰度不良3.NDF 非再现4.L0 Leakage L0 漏光5.Scratch 划伤6.Stain 污渍7.Particle 异物产品 & 评价用语QA用语不良用语PDP: Plasma Display Panel 等离子显示屏 FED: Field Emission Display 场发射显示器LED: Light Emitting Diode 发光二极管 EL: Electro Luminescent 电致发光显示器VFD: Vacuum Fluorescent Display 真空荧光显示 LCD: Liquid Crystal Display 液晶平面显示器ECD: Electrochemical Display 电器着色显示器 EPID: Electrophoresis Image Display 电泳显示OLED: Organic Light-Emitting Display有机发光显示技术TCP: Tape Carrier Package 带载封装 TAB: Tape Automated Bonding 薄膜集成自动绑定COG: Chip On Glass 玻璃基板芯片集成 ACF: Anisotropic Conductive Film 各向异性导向膜SMD: Surface Mounted Device 表面贴装器件 LVDS: Low voltage Differential Signal 低压差分信号IC: Integrated Circuit 集成电路 Pixel: 像素Dot: 亚像素 Lead: 电极Cell : 玻璃基板(一般指Cell工程的完成品) POL : Polarizer 偏光片PCB : Printed Circuit Board 印刷电路板 COF : Chip On Film 薄膜芯片集成OLB : Outer Lead Bonding 外引线绑定 S/C : Shield Cover 屏蔽板B/L : Back Light 背光源 Bezel : 边框PM: Preventive Maintenance 预防性维护 BOH: Before Of Handling 上个班留下的量EOH: End Of Handling 本班给下一班剩的数量 IN: 投入GOOD OUT: 生产出来的良品 NG: 不良品Yield: 产量直通率: GOOD OUT／( GOOD OUT＋NG) Airgun 风枪 Pause 暂停Start 开始 Finish 结束Mark 标识 ESD 静电Aging 老化结存: 剩余的数量。

lean精益生产术语中英文版

回流焊炉的标准WIP
= 6 min / 30 sec
= 12 Pcs
11
第11页，共59页。
What is Standard WIP 什么是标准WIP
Example 2: 例子2
WIP in the tester at backend assembly with process time 60 sec and Takt Time 30 sec.
Example 1: 例子1 WIP in the reflow oven for curing with process time 6 min and Takt time 30 sec. 在回流焊炉中固化的WIP，制程时间 6 min，节拍时间 30 sec.
Standard WIP in the curing oven = Process Time / Takt Time
N
Leveling Assembly
Chart/SWCS 手动作业装配
Receiving,
Work
Standard 3
Y
Y
N
N
作业标准
Y
Water Spider,
Y
Andon 异常报警系
统
HR, Testing 收货，水蜘蛛
，HR，测试
4 第4页，共59页。
3 Types of Standard Works 3种标准作业
8
第8页，共59页。
What is Standard WIP 什么是标准WIP
Various types of WIP in our manufacturing process
生
产过程中存在各种类型的WIP
1. Standard WIP

U形生产线的分析与优化外文翻译

ANALYSIS AND OPTIMIZATION OF A U-SHAPED PRODUCTION LINE Katsuhisa Ohno Koichi NakadeNagoya Institute of Technology(Received August 21, 1995; Revised January 16, 1996)Abstract In the just-in-time context, parts are often processed by a single-unit production and conveyance system (called "zkko-nagash? in Japanese) without conveyors. The U-shaped layout, in which each multifunction worker takes charge of several machines, has been introduced as an implementation of this concept. Presently the layout is gaining an increasing popularity due to the low running cost .In this paper, first we deal with the U-shaped production line with a single multi-function worker. We derive his waiting time and a cycle time of the line when processing times of items, operation times, and his walking times between machines are constants. Then we deal with a U-shaped production line with multiple workers. We derive the overall cycle time of this line, and consider an optimal worker allocation problem that minimizes the overall cycle time when the number of workers is given. In particular, it is shown that the U-shaped layout is superior to the linear layout for lines with one or two workers. We also discuss the case where those processing, operation and walking times are stochastic.1. IntroductionIn a conveyor system for mass production as in the Ford system, each station processesjust one item in one cycle time, where the cycle time is the time-interval between two successive outputs. The sums of necessary operation and processing times are intended to be equal among the stations, the items are processed synchronously among the stations, and there exist no items between adjacent stations.In the just-in-time (JIT) production system, the above concept, which is called a singleunit production and conveyance ("ikko-nagashi," in Japanese), is applied to a production line without conveyors which manufactures different kinds of relatively small parts (Monden [3], p.107). To achieve this at a low production cost, a U-shaped layout is used with multifunction workers. The U-shaped production line with three workers and ten machines is shown in Figure 1. When the entrance and exit of items are near as shown in Figure 1, we call this layout a U-shaped layout, and if the same worker handles both machines at the entrance and exit in the U-shaped layout then we call this layout a U-shaped production line.The multifunction worker takes charge of multiple machines, and visits each of the mounce in one cycle. When he arrives at one of these machines, he waits for the end of processing of the preceding item if it is not completed, and then operates the items and walks to the next machine. The operation consists of detaching the processed item from the machine, putting it on a chute to roll in front of the next machine, attaching the new item to the machine, and switching it on. The cycle time of the worker is the time-interval between his consecutive arrivals at his first machine, and consists of the waiting times for the end of processing, operation times and walking times between machines.In the JIT production system, two kinds of Kanbans, that is, a production ordering and a withdrawal Kanbans are used as tools to control production and withdrawal quantitiesineach production line. In the U-shaped line, the same worker inputs a new item and outputs a completed product. Consequently, he can observe changes of two kinds of Kanbans and respond to them promptly. Since a new item enters the system only after one completed product exits, the work-in-process in the system is always constant. Further, there exist more possible allocations of the workers to machines than in the linear layout. Therefore, when the demand changes we can more appropriately reallocate the workers to machines so that the cycle times of workers are balanced. That is, the U-shaped layout can be more properly adapted to the changes of the circumstances than the linear layout.In this paper, we first consider the U-shaped production line with just one multi-function worker. We analyze his waiting time and the cycle time. Then we consider the overall cycle time of the U-shaped line with more than one multi-function worker, which is the maximum of the cycle times of all workers. It is noted that its reciprocal gives the throughput, or the production rate of finished products. Moreover, we consider an optimal worker allocation problem that minimizes the overall cycle time.In Section 2, we explain the U-shaped production line with a single worker, and analyze his waiting time and the cycle time of this line, when the operation, walking and processing times are constants. We show that the n-th cycle time becomes constant for n > 2, and that after several cycles the worker waits for the completion of processing of at most one specified machine.Recently, Miltenberg and Wijngaard [2] considered the line balancing problem of theU-shaped line with constant operation times, no waiting times and no walking times. They discussed the optimal machine allocation problem to workers (which they called stations)under the constraints on the orders of machines in which the items are processed, like the assembly line balancing problems (Baybars [I], for example). In the U-shaped line, however, the walking times should be taken into account to derive the exact cycle time. In addition, it is possible for the worker to wait for the end of processing at a machine for an allocation,because the time interval from departure to next arrival of the worker at the machine may exceed the processing time at the machine. Therefore, the problem which they discussed does not represent the real features of the U-shaped line. In Section 3, we consider a production line with I workers and K machines, and derive the overall cycle time of this line under a given allocation of workers to machines. Then we discuss the optimal worker allocation problem that minimizes the overall cycle time of this line. It is shown that the problem can be formulated into a combinatorial optimization problem. We examine the optimal worker allocation problem with one or two workers in a production line with K machines placed at the same distance. This will reveal advantages of the U-shaped layout over the linear layout.We can further reduce an overall cycle time by admitting what Toyota calls mutual relief movement ([3], p.114). This means that a worker who has finished his own operations in one cycle helps another adjacent worker. This, however, is not taken into account in this paper, because the problem becomes more complicated.If multiple kinds of items are processed in this line, the processing times and operation times are not constant. In addition, the operation and walking times of the worker may fluctuate because of his weariness and learning effect. In Section 4, we deal with the case where the processes of operation, walking and processing times are stochastic. In particular, we discuss the case where the sequences of random variables in these processes are independent and identically distributed and there is a bottleneck machine such that the sum of processing and operation times of this machine is larger than that of any other machine with probability one. It can be shown that the worker waits for the completion of processing at the bottleneck machine in all cycles.2. Cycle and Waiting Times of a Multi-Function WorkerIn this section we consider the U-shaped production line with a single multi-function worker, which is shown in Figure 2. The worker handles machines 1 through K. The facility has enough raw material in front of machine 1. The material is processed at machines 1,2,. . . , K, sequentially, and departs from the system as a finished product. Let K = {l,. . . , K}.When the worker arrives at machine k∈K, if the processing of the preceding item is completed, then he removes it from machine k, sends it to machine k + 1, attaches the present item to machine k and switches it on. After the operation at machine k, he walks to machine k + 1. If the preceding item is still in process at his arrival, then he waits for the end of the processing before the operation.It is assumed as an initial condition that at time 0, there is one item on each machine, which has been already processed at this machine. That is, in the first cycle the worker operates without waiting at all machines. In this and next sections, weassume that the processing, operation and walking times are constants at each machine. This assumption is satisfied when one kind of products are produced and the worker is well experienced in the operation. We use the following notations: for k∈K and n∈Z^ = {l, 2, . . .},i k: the processing time at machine k,s k: the operation time of the worker at machine k,r k: the walking time from machine k to machine k + l ( K to l, if k = K),W k(n): the waiting time of the worker at machine k in the n-th cycle,C(n): the n-th cycle time,a ∨b = max{a, b}, a ∧b = min{a, b}, [a]+ = max{0,a}.Figure 3 illustrates the behavior of the worker and the above defined variables. The initial condition implies thatConsider the n-th cycle time for n > 2. If the worker does not wait at any machine then thecycle time is simply the sum of all operation and walking times. Since one item is processed and operated at each machine in one cycle, the cycle time must be greater than or equal to the maximum of the sums of the processing and operation times among all the machines. If the worker starts from the machine with the maximum sum, then the cycle time will be equal to the maximum of the maximum sum and the sum of all operation and walking times. That is, the cycle time will be given byand then the total waiting time of the worker in one cycle is given byIn the following, we derive the n-th waiting time at machine k for all k E K and n E -E+,and show that (2) and (3) hold in the n-th cycle for all n ≥2. In the (n - l)-th cycle where n > 2, when the worker finishes the operation at machine k and starts walking to machine k + 1, machine k begins the processing of the (n - l)-th item. When he returns to machine k in the n-th cycle, if the machine completes the (n - l)-th processing, then he begins the operation for the n-th item without waiting. If the (n - l)-th item is still in process at his return, then he waits for its completion. Figure 3 shows that the time from the (n - l)-th departure to the n-th arrival of the worker at machine k is given bySince the waiting time at machine k is the time difference between the processing time and the interarrival time, it holds that for n ≥2,翻译：题目:U形生产线的分析与优化摘要：在准时制中，零件往往由一个单一生产和运送系统（在日本称为"ikko-nagashi”）进行处理，却没有运输。

生产线用英语怎么说

生产线用英语怎么说生产线就是产品生产过程所经过的路线，即从原料进入生产现场开始，经过加工、运送、装配、检验等一系列生产生产线活动所构成的路线。

那么你知道生产线用英语怎么说吗?下面和店铺一起来学习一下生产线的英语说法吧。

生产线的英语说法1：beltline生产线的英语说法2：production line生产线的相关短语：生产线平衡 Production line balance生产线速度 Production Line Speed五金制品生产线 hardware production line大豆蛋白生产线 soy protein production line生产线设计 Production line design生产线的英语例句：1. Exports have not been halted completely because another line is operational.出口并没有完全停止，因为另一条生产线还能运转。

2. On the production line, downtime has been reduced from 55% to 26%.生产线上停机时间从55%减到了26%。

3. The assembly line of necessity kept moving.生产线势必保持运转下去。

4. Cars are checked as they come off the production line.汽车下了生产线立即进行校验。

5. The production line involves a high degree of specialization of labour.生产线要求工人高度专业化.6. The production lines ground to a halt for hours while technicians tried to debug software.生产线停工达数小时之久，在此期间技术人员试图纠除软件错误。

工业工程英文文献及外文翻译

附录附录1：英文文献Line Balancing in the Real WorldAbstract:Line Balancing (LB) is a classic, well-researched Operations Research (OR) optimization problem of significant industrial importance. It is one of those problems where domain expertise does not help very much: whatever the number of years spent solving it, one is each time facing an intractable problem with an astronomic number of possible solutions and no real guidance on how to solve it in the best way, unless one postulates that the old way is the best way .Here we explain an apparent paradox: although many algorithms have been proposed in the past, and despite the problem’s practical importance, just one commercially available LB software currently appears to be available for application in industries such as automotive. We speculate that this may be due to a misalignment between the academic LB problem addressed by OR, and the actual problem faced by the industry.Keyword:Line Balancing, Assembly lines, OptimizationLine Balancing in the Real WorldEmanuel FalkenauerOptimal DesignAv. Jeanne 19A boîte2, B-1050 Brussels, Belgium+32 (0)2 646 10 741 IntroductionAssembly Line Balancing, or simply Line Balancing (LB), is the problem of assigning operations to workstations along an assembly line, in such a way that the assignment be optimal in some sense. Ever since Henry Ford’s introduction of assembly lines, LB has been an optimization problem of significant industrial importance: the efficiency difference between an optimal and a sub-optimal assignment can yield economies (or waste) reaching millions of dollars per year.LB is a classic Operations Research (OR) optimization problem, having been tackled by OR over several decades. Many algorithms have been proposed for the problem. Yet despite the practical importance of the problem, and the OR efforts that have been made to tackle it, little commercially available software is available to help industry in optimizing their lines. In fact, according to a recent survey by Becker and Scholl (2023), there appear to be currently just two commercially available packages featuring both a state of the art optimization algorithm and auser-friendly interface for data management. Furthermore, one of those packages appears to handle only the “clean” formulation of the problem (Simple Assembly Line Balancing Problem, or SALBP), which leaves only one package available for industries such as automotive. This situation appears to be paradoxical, or at least unexpected: given the huge economies LB can generate, one would expect several software packages vying to grab a part of those economies.It appears that the gap between the available OR results and their dissemination in Today’s industry, is probably due to a misalignment between the academic LB problem addressed by most of the OR approaches, and the actual problem being faced by the industry. LB is a difficult optimization problem even its simplest forms are NP-hard – see Garry and Johnson, 1979), so the approach taken by OR has typically been to simplify it, in order to bring it to a level of complexity amenable to OR tools. While this is a perfectly valid approach in general, in the particular case of LB it led some definitions of the problem hat ignore many aspects of the real-world problem.Unfortunately, many of the aspects that have been left out in the OR approach are in fact crucial to industries such as automotive, in the sense that any solution ignoring (violating) those aspects becomes unusable in the industry.In the sequel, we first briefly recall classic OR definitions of LB, and then review how the actual line balancing problem faced by the industry differs from them, and why a solution to the classic OR problem maybe unusable in some industries.2 OR Definitions of LBThe classic OR definition of the line balancing problem, dubbed SALBP (Simple Assembly Line Balancing Problem) by Becker and Scholl (2023), goes as follows. Given a set of tasks of various durations, a set of precedence constraints among the tasks, and a set of workstations, assign each task to exactly one workstation in such a way that no precedence constraint is violated and the assignment is optimal. The optimality criterion gives rise to two variants of the problem: either a cycle time is given that cannot be exceeded by the sum of durations of all tasks assigned to any workstation and the number of workstations is to be minimized, or the number of workstations is fixed and the line cycle time, equal to the largest sum of durations of task assigned to a workstation, is to be minimized.Although the SALBP only takes into account two constraints (the precedence constraints plus the cycle time, or the precedence constraints plus the number of workstations), it is by far the variant of line balancing that has been the most researched. We have contributed to that effort in Falkenauer and Delchambre (1992), where we proposed a Grouping Genetic Algorithm approach that achieved some of the best performance in the field. The Grouping Genetic Algorithm technique itself was presented in detail in Falkenauer (1998).However well researched, the SALBP is hardly applicable in industry, as we will see shortly. The fact has not escaped the attention of the OR researches, and Becker and Scholl (2023) define many extensions to SALBP, yielding a commondenomination GALBP (Generalized Assembly Line Balancing Problem). Each of the extensions reported in their authoritative survey aims to handle an additional difficulty present in real-world line balancing. We have tackled one of those aspects in Falkenauer (1997), also by applying the Grouping Genetic Algorithm.The major problem with most of the approaches reported by Becker and Scholl (2023) is that they generalize the simple SALBP in just one or two directions. The real world line balancing, as faced in particular by the automotive industry, requires tackling many of those generalizations simultaneously.3 What Differs in the Real World?Although even the simple SALBP is NP-hard, it is far from capturing the true complexity of the problem in its real-world incarnations. On the other hand, small instances of the problem, even though they are difficult to solve to optimality, are a tricky target for line balancing software, because small instances of the problem can be solved closet optimality by hand. That is however not the case in the automotive and related industries (Bus, truck, aircraft, heavy machinery, etc.), since those industries routinely feature Assembly lines with dozens or hundreds of workstations, and hundreds or thousands of Operations. Those industries are therefore the prime targets for line balancing software.Unfortunately, those same industries also need to take into account many of the GALBP extensions at the same time, which may explain why, despite the impressive OR Work done on line balancing; only one commercially available software seemstube currently available for those industries.We identify below some of the additional difficulties (with respect to SALBP) that must be tackled in a line balancing tool, in order to be applicable in those industries.3.1 Do Not Balance but Re-balanceMany of the OR approaches implicitly assume that the problem to be solved involves a new, yet-to-be-built assembly line, possibly housed in a new, yet-to-be-built factory. To our opinion, this is the gravest oversimplification of the classic OR approach, for in practice, this is hardly ever the case. The vast majority of real-world line balancing tasks involve existing lines, housed in existing factories – infect, the target line typically needs tube rebalanced rather than balanced, the need arising from changes in the product or the mix of models being assembled in the line, the assembly technology, the available workforce, or the production targets. This has some far-reaching implications, outlined below.3.2 Workstations Have IdentitiesAs pointed out above, the vast majority of real-world line balancing tasks involves existing lines housed in existing factories. In practice, this seemingly “uninteresting” observation has one far-reaching consequence, namely that each workstation in the line does have its own identity. This identity is not due to any “incapacity of abstraction” on part of the process engineers, but rather to the fact that the workstations are indeed not identical: each has its own space constraints (e.g. a workstation below a low ceiling cannot elevate the car above the operators’ heads),its own heavy equipment that cannot be moved spare huge costs, its own capacity of certain supplies (e.g. compressed air), its own restrictions on the operations that can be carried out there (e.g. do not place welding operations just beside the painting shop), etc.3.3 Cannot Eliminate WorkstationsSince workstations do have their identity (as observed above), it becomes obvious that a real-world LB tool cannot aim at eliminating workstations. Indeed, unless the eliminated workstations were all in the front of the line or its tail, their elimination would create gaping holes in the line, by virtue of the other workstations’ retaining of their identities, including their geographical positions in the workshop. Also, it softens the case that many workstations that could possibly be eliminated by the algorithm are in fact necessary because of zoning constraints.4 ConclusionsThe conclusions inspection 3 stems from our extensive contacts with automotive and related industries, and reflects their true needs. Other “exotic” constraints may apply in any given real-world assembly line, but line balancing tool for those industries must be able to handle at least those aspects of the problem. This is very far from the “clean” academic SALBP, as well as most GALBP extensions reported by Becker and Scholl (2023). In fact, such a tool must simultaneously solve several-hard problems:• Find a feasible defined replacement for all undefined (‘ANY’) ergonomicconstraints on workstations, i.e. One compatible with the ergonomic constraints and precedence constraints defined on operations, as well as zoning constraints and possible drifting operations• Solve the within-workstation scheduling problem on all workstations, for all products being assembled on the line• Assign the operations to workstations to achieve the best average balance, while keeping the peak times at a manageable level. Clearly, the real-world line balancing problem described above is extremely difficult to solve. This is compounded byte size of the problem encountered in the target industries, which routinely feature assembly lines with dozens or hundreds of workstations with multiple operators, and hundreds or thousands of operations.We’ve identified a number of aspects of the line balancing problem that are vital in industries such as automotive, yet that have been either neglected in the OR work on the problem, or handled separately from each other. According to our experience, a line balancing to applicable in those industries must be able to handle all of them simultaneously. That gives rise to an extremely complex optimization problem.The complexity of the problem, and the need to solve it quickly, may explain why there appears to be just one commercially available software for solving it, namely outline by Optimal Design. More information on Outline, including its rich graphic user interface, is available at .References1 Becker C. and Scholl, A. (2023) `A survey on problems and methods in generalized assemblyline balancing', European Journal of Operations Research, in press. Available online at :10.1016/j.ejor.2023.07.023. Journal article.2 Falkenauer, E. and Delchambre, A. (1992) `Genetic Algorithm for Bin Packing and Line Balancing', Proceedings of the 1992 IEEE International Conference on Robotics and Automation, May10-15, 1992, Nice, France. IEEE Computer Society Press, Los Alamitos, CA. Pp. 1186-1192. Conference proceedings.3 Falkenauer, E. (1997) `A Grouping Genetic Algorithm for Line Balancing with Resource Dependent Task Times', Proceedings of the Fourth International Conference on Neural Information Processing (ICONIP’97), University of Otego, Dunedin, New Zealand, November 24-28, 1997. Pp. 464-468. Conference proceedings.4 Falkenauer, E. (1998) Genetic Algorithms and Grouping Problems, John Wiley& Sons, Chi Chester, UK. Book.5 Gary. R. and Johnson D. S. (1979) Computers and Intractability - A Guide to the Theory of NP-completeness, Co., San Francisco, USA. Book.附录2：中文文献生产线平衡在现实世界摘要：生产线平衡（LB）是一种经典旳，精心研究旳明显工业重要性旳运筹学（OR）优化问题。

生产线调试用工业英语

Terms for Krones lineby Echo TanPerson's position/ titleSite manager 现场经理（Krones 克朗斯）Mechanic 机械工程师Electrician 电气工程师Software /Programming engineer软件（程序）工程师Line manager 生产线经理（Customer/Client 客户）Equipment manager 设备经理（maintenance维修）Production manager 生产经理（operator操作工）Shift leader 班长（day shift/ night shift 白班/夜班）Laboratory staff/QC（quality control）personnel实验室人员/品控Meeting 会议Schedule 进度Delay 推迟Headquarter总部StepsMechanical/ Electrical installation 机械/电气安装Commissioning 调试Signal exchange 信号交换Adjustment 调整Speed up the line 整线提速Validation 无菌验证/培养基Performance test 效率测试Change over 换型Modification 修正Acceptance 验收Whole line equipmentBlow moulder吹瓶机（hopper料斗preform infeed unit 瓶坯进给装置checkmat 检测机heating module/oven加热炉starwheel星轮moulds模具coolingunit冷却塔high compressed ai高压气（40ba公斤）compressor压缩机）Air conveyor风道（airfilter 空气过滤器alcohol 酒精）Injecter喷瓶机（PAA 过氧乙酸steam 蒸汽holding time 保持时间）Rinser冲瓶机（sterile water 无菌水sterile air 无菌空气infeed 进口outfeed 出口）Filler灌装机（ringbowl 环缸filling valves 灌装阀overfill 高液位underfill 低液位）CO2 liquid N2 gas N2Cleaning room 正压房/洁净室（normally including filler，rinser and injecter）Capper旋盖机（sorter 分盖器capper bath 盖杀菌high cap 高盖slant cap 歪盖）Printer 喷码机（domino 多米诺）Checkmat 检测机（camera 照相机reject剔除pusher击打器）Bottle conveyor 瓶带（motor电机traffic switch接近开关sensor传感器photo cell 电眼）Labeller 套标机/贴标机（sleevematic 直线式套标机contiroll 贴标机mandrel 心轴）Shrinking tunnel 热缩通道（steam pressure 蒸汽压力）Dryer/blower 干燥机Packer 打包机/包装机（safty door安全门carton magazine 纸板储存库film 薄膜）Scale/weighing device 称重仪Pack/Case conveyor 箱带（Rail 护栏Palletizer/loader 码垛机（platform平台）Touch screen 触摸屏（Parameters参数）Transponder/Key应答器/钥匙Pallet conveyor 托盘输送带Roller conveyor 滚轮输送带Warehouse 仓库（forklift 叉车humidity 湿度temperature 温度）Syrup room 调配室Mixer 混比机Sterile tank 无菌罐UHT（ultra heat treated ）灭菌机steam generator 蒸汽发生器hygienic center 卫生中心lubrication system润滑系统（Ecolab艺康）Processing工艺（CIP/ COP/ SIP/ SOP 内清洗、外清洗、内杀菌、外杀菌）Production prepration 生产准备Foam cleaning 泡沫清洗Acid（sour）/ Alkali（caustic）酸/碱ToolsLifting device提升装置Sacffold脚手架Crane 起重机/吊车Forklift叉车Step ladder人字梯Layout /drawing 图纸Water level 水平尺Pry bar加力杆Screw driver 螺丝刀Spanner 扳手Allen key 内六角扳手Adjustable spanner活动扳手Marker 记号笔Chalk line墨斗Tape 胶带Raw tape 生胶带Scissors剪刀Hammer 锤子/榔头（Plastic hammer 塑料榔头）Safty belt 安全带Flashlight 手电筒Socker wrench套管扳手Water pump plier水泵钳Cutting machine/grinder /切割机角磨机Welding machine 焊机Drilling machine手电钻Countersinker锥口钻Hole saw 开孔器Tapper holder丝锥扳手Sticker 标签/贴纸vernier caliper游标卡尺ruler尺子micrometer千分尺Spareparts /small partshardware五金screw/washer/nut 螺丝/垫圈/螺帽shaft轴circlip卡簧piston活塞cylinder气缸magnetic valve电磁阀spring弹簧lining衬套cam凸轮clamp管夹three way三通Plump线缀（垂线）file挫anchor bolts膨胀螺栓ElectricInsulation绝缘Control /Electrical cabinets控制柜/电柜Electrical panel 配电板Circuit电路/回路Direct current（DC）直流电Alternating current（AC）交流电Resistance电阻Power电源V oltage 电压Resistance电阻Rated power额定功率BN棕YE黄PK粉RD红VT紫GY灰RDBU红蓝BNGN棕绿YEBN黄棕WH白BU蓝BK黑GYPK灰粉WHGH白绿WHYE白黄Creepage漏电Connector plug接线头Multy plug 多孔插板Cable connector电缆连接件Cable tie扎带Wire stripper剥线钳Crimping plier 压线钳Cable knife 电缆剥皮刀Cable cutter 电缆钳Quick insert joints 快插式接头The tube inserting 卡套式接头Dial plate 表盘Multimeter 万用表Junction box 分线箱Cable drum 电缆卷轴Power cable电源线/强电control cable 控制线/弱电OthersDiameter 直径Radius 半径Anchor point 定位点Dimension尺寸Specification规格Deionised water去离子水/RO水Sound wave 声波Electric wave 电波Paint油漆Airproof密封的White milky liquid 白色乳状液体Rust生锈Cement concrete 水泥混凝土Finished products stockroom成品库Accommodate adjust气调库Manufacture produce yield 生产车间Raw material stuff stock原料库Office building 办公楼Bicycle shed自行车棚Reception centre 接待中心Unbuilt area无建筑物Exterior 外观/外部的Media 媒介/ 能源（水电气等）Particles微粒/颗粒Pulp 浆状物Aseptic无菌的Germ病菌/细菌Scrap material废料Antiseptic 防腐的Sterilisation 灭菌Pre-commissioning前期调试Vertical 垂直的Longitudinal 纵向的Switch on 开机Switch off 关机Reset 复位Inching/Jogging/Manually点动Automatically自动handover training 简单培训。

LineBalancing生产线平衡

7
Introduction 引言
Possible Reasons of unbalanced line : 生产不平衡线的可能原因
▪ Uneven operator workload assignment 工人工作量分配不均衡 ▪ Inaccurate operation breakdown and standard time 不准确的
Operator waiting 工人等待 Operator slowing down 工人放慢工作 Operator don’t move 工人没有走动
14
Shop Floor Monitoring 车间监控
Methods of Monitoring 监控方法
Hourly production status report on shop floor 每小时车间生产状况报告
2
1. Introduction 引言
3
Introduction 引言
What is line balancing ? 什么是生产线平衡 Line balancing refer to allocate and adjust the work loading of work stations of production line so as to achieve the production output target with minimum human or machine resources. 生产线平衡是指分配和调整生产线每个工作站的工作负荷，以利用最低人力或机器资源实现产量目标的。
PPP
Purpose目的
• Learn the basic concepts and methods of line balancing for production lines 学习平衡生产线的基本概念和方法

自动化生产线--外文翻译

西北工业大学机电学院English Translation Material1. Transfer MachineThe highest degree of automation with special-purpose, multifunction machines is achieved by using transfer machines. Transfer machine are essentially a combination of individual workstations arranged in the required sequence, connected by work transfer devices, and integrated with interlocked controls. Workplaces are automatically transferred between the stations, which are equipped with horizontal, vertical, or angular units to perform machining , gaging ,workplace repositioning, assembling, washing, or other operation. The two major classes of transfer machines are rotary and in-line types.An important advantage of transfer machines is that they permit the maximum number of operations to be performed simultaneously. There is relatively no limitation on the number of workplace surface or planes that can be machined, since devices can be interposed in transfer machines at practically any point for inverting, rotating, or orienting the workplace, so as to complete the machining operations. Work repositioning also minimizes the need for angular machining heads and allows operations to be performed in optimum time. Complete processing from rough casting or forging to finished parts is often possible.One or more finished parts are produced on a transfer machine with each index of the transfer system that moves the parts from stations to stations. Production efficiencies of such machines generally range from 50% for a machine variety of different parts to 85% for a machine producing one part, in high production, depending upon the workplace and how the machine is operated(material handling method, maintenance procedures, etc. )All types of machining operations, such as drilling, tapping, reaming, boring, and milling, are economically combined on transfer machines. Lathe-type operations such as turning and facing are also being performed on in-line transfer machine, with the workplace being rotated in selectedmachining stations. Turning operations are performed in lathe-type segments in which toolholders are fed on slides mounted on tunnel-type bridge units. Workplace are located on centers and rotated by chucks at each turning station. Turning stations with CNC are available for use on in-line transfer machine. The CNC units allow the machine cycles to be easily altered to accommodate changes in workplace design and can also be used for automatic tool adjustments.Maximum production economy on transfer lines is often achieved by assemblingparts to the workplaces during their movement through the machine. such items as bushings, seals, welch plugs, and heat tubes can be assembled and then machine or tested during the transfer machining sequence. Automatic nut torquing following the application of part subassemblies can also be carried out.Gundrilling or reaming on transfer machines is an ideal application provided that proper machining units are employed and good bushing practices are followed. Contour boring and turning of spherical seats and other surface can be done with tracer-controlled single-point inserts, thus eliminating the need for costly special form tools. In-process gaging of reamed or bored holes and automatic tool setting are done on transfer machines to maintain close tolerances.Less conventional operations sometimes performed on transfer machines include grinding, induction heating of ring gears for shrink-fit pressing on flywheels, induction hardening of valve seats, deep rolling to apply compressive preloads, and burnishing.Transfer machines have long been used in the automotive industry for production rates with a minimum of manual part handling. In addition to decreasing labor requirements, such machines ensure consistently uniform, high-quality parts at lower cost. They are no longer confined just to rough machining and now often eliminate the need for subsequent operations such as grinding and honing.More recently, there has been an increasing demand for transfer machines to handle lower volumes of similar or even different parts in smaller sizes, with means for quick changeover between production runs. Built-in flexibility, the ability to rearrange and interchange machine units, and the provision of idle stations increases the cost of any transfer machine, but such feature are economically feasible when product redesigns are common. Many such machines are now being used in nonautomotive applications for lower production requirements.Special feature now available to reduce the time required for part changeover include standardized dimensions, modular construction, interchangeable fixtures mounted on master pallets that remain on the machine, interchangeable fixture components, the ability to lock out certain stations for different parts by means of selector switches, and programmable controllers. Product design is also important, and common transfer and clamping surfaces should be provided on different parts whenever possible.2. Programmable Logic ControllersA programmable logic controller (PLC) is a solid-state device used to control machine motion or process operation by means of a stored program. The PLC sends output control signals output and receive input signals through input/output (I/O) devices. A PLC controls output in response to stimuli at the inputs according to the logic prescribed by the stored program. The inputs are made up of limit switches, pushbuttons, thumbwheels, switches, pulses, analog signal, ASCII serial data, and binary or BCD data from absolute position encoders. The output are voltage or currentlevel to drive end devices such as solenoids, motor starters, relays, lights, and so on. Other output device include analog devices, digital BCD displays, ASCII compatible devices, servo variable-speed drives, and even computers.Programmable controllers were developed (circa in 1968) when General Motors Corps, and other automobile manufacturers were experimenting to see if there might be an alternative to scrapping all their hardwired control panel of machine tools and other production equipment during a model changeover. This annual tradition was necessary because rewriting of the panels was more expensive than buying new ones. The automotive companies approached a number of control equipment manufacturers and asked them to develop a control system that would have a longer productive life without major rewriting, but would still be understandable to and repairable by the plant personnel.The new product was named a “programmable controller” .The processor part of the PLC contains a central processing unit and memory. The central processing unit (CPU) is the “traffic direction” of the processor, the memory stores information. Coming into the processor are the electrical signals from the input devices, as conditioned by the input module to voltage levels acceptable to processor logic. The processor scans the state of I/O and updates outputs stored in the memory of the PLC. For example, the processor may be programmed so that if an input connected to a limit switch is true (limit switch closed), then a corresponding output wired to an output module is to be energized. This processor remembers this command through its memory and compares on each scan to see if that limit switch is, in fact, closed. If it is closed ,the processor energizes the solenoid by turning on the output module.The output device, such as a solenoid or motor starter, is wired to an output module’s terminal, and it receives its shift signal from the processor, in effect, the processor is performing a long and complicated series of logic decisions. The PLC performs such decisions sequentially and in according with the stored program. Similarly, analog I/O allows the processor to make decisions based on the magnitude of a signal, rather than just if it is on or off. For example, the processor may be programmed to increase or decrease the steam flow to a boiler (analog output) based on a comparison of the actual temperature in the boiler (analog input ) This is often performed by utilizing the built-in PID (proportional, integral, derivative) capabilities of the processor.Because a PLC is “software based”, its control logic functions can be changed by reprogramming its memory. Keyboard programming devices facilitate entry of the revised program, which can be design to cause an existing machine or process to operate in a different sequence or to different level of, or combinations of stimuli. Hardware modifications are needed only if additional, changed, or relocated input/output device are involved.3. Automated AssemblyAssembly in the manifacturing process consists of putting together all the component parts and sub-assemblies of a given product, fastening, performing inspections and function tests, labeling, separating good assembly from bad, and packaging and or preparing them for final use. Assembly is unique compared to the methods of manufacturing such as machining, grinding, and welding in that most of these processes invovle only a few disciplines and possibly only one. Most of these nonassembly operations cannot be performed weithout the aid of equipment; thus the development of automatic methods has been necessary rather than optional. Assembly, on the other hand, may involve in one machine many of the fastening methods,such as riveting, welding, screwdriving,and adhesive application,as well as automatic parts seletion, proding, gaging, functional testing, labeling,and packaging. The state of the art in assembly operations has not reached the level of standardization; much manual work is stillbeing performed in this area.Assembly has traditionally been one of the highest areas of direct labor costs. In some cases, assembly accounts for 50% or more of manufacturing csosts and typically 20% ~ 50%. However, closer cooperation between design and manufacturing engineers has resulted in reducing and in a few cases eliminating altogether the need for assembly. When asssembly is required, improved design or products has simplified automated (semiautomatic or automatic) assembly.Considerations for Automated AssemblyBefore automated assembly is adopted, several factors should be considerd. These include practicality of the process for automation, simulation for economic considerations and justification, management involvement, and labor relations. Determining the practicality of automated assembly required careful evaluation of the following:a)The number of parts in assembly.b)Design of the parts with respect to producibility, assembility, automatic handling, and testability (materials, forms, dimensional tolerances, and weights).c)Quality of parts to be assembled. Out-of-tolerance or defective parts can cause production losses and increase costs because of stoppages.d)Availablity of qualiyied, technically competent personal to be responsible for equipment operation.e) Total production and production-rate requipments.Product variations and frequency of design changes.f)Joining methods required.g)Assembly times and costs.h)Assembly lines or system configuration, using simulation, including material handling.使用自动生产线可以利用专用、多功能机床来实现最大程度的自动化。

生产线常用英语简介(4页)

生产线常用英语简介第一部分：基础词汇与短语1. Machine (机器)：用于描述生产线上的各种设备，如conveyor belt (传送带)、assembly line (装配线)等。

3. Material (材料)：指用于生产产品的原材料，如 steel (钢材)、plastic (塑料)等。

4. Process (流程)：指生产线上的各个步骤，如 cutting (切割)、welding (焊接)等。

5. Quality (质量)：指产品的品质和标准，如 inspection (检查)、control (控制)等。

6. Safety (安全)：指生产线上的安全措施和规定，如 safety equipment (安全设备)、personal protective equipment (个人防护装备)等。

7. Maintenance (维护)：指对生产线设备进行定期检查和保养，以确保其正常运行。

8. Production (生产)：指整个生产过程，包括从原材料到成品的各个环节。

9. Efficiency (效率)：指生产线的运行效率和产出率，如throughput (吞吐量)、yield (产量)等。

10. Schedule (日程)：指生产线的生产计划和安排，如production plan (生产计划)、delivery date (交货日期)等。

Start the machine (启动机器)Stop the machine (停止机器)Check the quality (检查质量)Ensure safety (确保安全)Follow the schedule (按照日程进行)Improve efficiency (提高效率)了解并掌握这些基础词汇和短语，将有助于你在生产线上更好地与同事沟通，理解工作要求和流程，以及提高工作效率。

毕业论文翻译稿件【范本模板】

本科毕业论文外文翻译外文译文题目：对于E类型的简单生产线平衡问题的解决过程学院: 机械自动化专业: 工业工程学号: 201003166078学生姓名：谭柱森指导教师: 李颖日期: 二○一四年五月A solution procedure for type E simple assembly linebalancing problemNai—Chieh Wei , I-Ming ChaoIndustrial Engineering and Management，I—Shou University，No. 1，Section 1, Syuecheng Rd. Dashu District, KaohsiungCity 84001，Taiwan, ROC.对于E类型的简单生产线平衡问题的解决过程Nai-Chieh Wei , I-Ming Chao工业工程与管理，中华人民共和国，台湾省，高雄市，Syuecheng Rd。

Dashu街一号，义守大学，第一章第一节摘要本文提出了结合SALBP—1和SALBP-2的E型简单装配线平衡问题（SALBP—E），更多的,本研究为提出的模型提供了解决方法。

提出的模型在最小化空闲时间的同时优化装配线平衡率，为管理实践提供了更好的理解,计算结果表明：给出周期的上限ct以后,提出的模型可以最优的解决问题，因为它含有最少的变量,约max束和计算时间。

1前言从研究者第一次讨论装配线平衡问题以来，大约有50年了，在众多有关生产线平衡问题中,最基本的是简单装配线平衡问题，早在1954年，Bryton就定义并且研究了生产线平衡问题。

后一年，Salverson建立了第一个生产线平衡的数学模型并提出了定性的解决步骤,这引来了很大的兴趣，在Gutjahr 和Nemhauser说明生产线平衡是一种NP组合优化难题，大多数研究者希望开发一种能高效解决多种装配线问题的方法。

在随后的几年,生产线平衡成为了一个流行的主题，Kim，Kim，and Kim （1996）把生产线平衡分为五类问题，其中的问题1（SALBP —1）和问题Ⅱ（SALBP—Ⅱ)是两种基本的优化问题。

质量英文词汇

企业常用英文缩写：5S管理：作业制成本制度（Activity-BasedCosting）：实施作业制预算制度（Activity-BasedBudgeting）：作业制成本管理（Activity-BaseManagement）：先进规画与排程系统（AdvancedPlanning and Scheduling）：应用程序服务供货商（ApplicationService Provider）：可承诺量（Available ToPromise）：认可的供货商清单（ApprovedVendor List）：物料清单（Bill OfMaterial）：企业流程再造（BusinessProcess Reengineering）：平衡记分卡（BalancedScoreCard）：计划生产（Build ToForecast）：订单生产（Build To Order）：要径法（Critical PathMethod）：每一百万个使用者会有几次抱怨（Complaintper Million）：客户关系管理（CustomerRelationship Management）：产能需求规划（CapacityRequirements Planning）：客制化生产（ConfigurationTo Order）：限制驱导式排程法（Drum-Buffer-Rope）：成熟度验证（DesignMaturing Testing）：设计验证（DesignVerification Testing）：运销资源计划（DistributionResource Planning）：决策支持系统（DecisionSupport System）：设计变更/工程变更（EngineerChange）：电子商务（ElectronicCommerce）：原件规格更改通知（EngineerChange Request Notice）：电子数据交换（ElectronicData Interchange）：主管决策系统（ExecutiveInformation System）：电磁相容（ElectricMagnetic Capability）：基本经济订购量（EconomicOrder Quantity）：企业资源规划（EnterpriseResource Planning）：应用工程师（FieldApplication Engineer）：预估（Forecast）：弹性制造系统（FlexibleManufacture System）：成品质量管理（Finish orFinal Quality Control）: 制程质量管理（In-ProcessQuality Control）：进料质量管理（IncomingQuality Control）：国际标准组织（InternationalOrganization for Standardization）：首批样品认可（InitialSample Approval Request）：实时管理（Just In Time）：知识管理（KnowledgeManagement）：逐批订购法（Lot-for-Lot）：最小总成本法（Least TotalCost）：最小单位成本（Least UnitCost）：制造执行系统（ManufacturingExecution System）：制令（Manufacture Order）：主生产排程（MasterProduction Schedule）：请修（购）单（MaintenanceRepair Operation）：物料需求规划（MaterialRequirement Planning）：制造资源计划（ManufacturingResource Planning）：更改预估量的通知Notice forChanging Forecast：委托代工（OriginalEquipment Manufacture）：委托设计与制造（OriginalDesign & Manufacture）：在线分析处理（On-LineAnalytical Processing）：在线交易处理（On-LineTransaction Processing）：最佳生产技术（OptimizedProduction Technology）：出货质量管理（Out-goingQuality Control）：PDCA管理循环（Plan-Do-Check-Action）：产品数据管理系统（ProductData Management）：计划评核术（ProgramEvaluation and Review Technique）：订单（Purchase Order）：预估在手量（Product onHand）：采购申请（PurchaseRequest）：品质保证（QualityAssurance）：质量管理（Quality Control）：品管圈（Quality ControlCircle）：品质工程（QualityEngineering）：粗略产能规划（Rough CutCapacity Planning）：退货验收（ReturnedMaterial Approval）：再订购点（Re-Order Point）：供应链管理（Supply ChainManagement）：现场控制（Shop FloorControl）：策略信息系统（StrategicInformation System）：订单（Sales Order）：特殊订单需求（Special OrderRequest）：统计制程管制（StatisticProcess Control）：限制理论（Theory ofConstraints）：全面生产管理（TotalProduction Management）：全面质量管理（Total QualityControl）：全面品质管理（Total QualityManagement）：在制品（Work In Process）部门名称的专有名词QS:Quality system品质系统CS:Coutomer Sevice 客户服务QC:Quality control品质管理IQC:Incoming quality control 进料检验LQC:Line Quality Control 生产线品质控制IPQC:In process quality control 制程检验FQC:Final quality control 最终检验OQC:Outgoing quality control 出货检验QA:Quality assurance 品质保证SQA:Source(supplier) Quality Assurance 供应商品质保证(VQA) CQA：Customer Quality Assurance客户质量保证PQA rocess Quality Assurance 制程品质保证QE:Quality engineer 品质工程CE:component engineering零件工程EE:equipment engineering设备工程ME:manufacturing engineering制造工程TE:testing engineering测试工程PPE roduct Engineer 产品工程IE:Industrial engineer 工业工程ADM: Administration Department行政部RMA:客户退回维修CSDI:检修PC:producing control生管MC:mater control物管GAD: General Affairs Dept总务部A/D: Accountant /Finance Dept会计LAB: Laboratory实验室DOE:实验设计HR:人资PMC:企划RD:研发W/H:仓库SI:客验PD: Product Department生产部PA:采购(PUR: Purchaing Dept)SMT:Surface mount technology 表面粘着技术MFG:Manufacturing 制造MIS:Management information system 资迅管理系统DCC:document control center 文件管制中心厂内作业中的专有名词QT:Quality target品质目标QP:Quality policy目标方针QI:Quality improvement品质改善CRITICAL DEFECT:严重缺点（CR）MAJOR DEFECT:主要缺点（MA）MINOR DEFECT:次要缺点（MI）MAX:Maximum最大值MIN:Minimum最小值DIA iameter直径DIM imension尺寸LCL:Lower control limit管制下限UCL:Upper control limit管制上限EMI:电磁干扰ESD:静电防护EPA:静电保护区域ECN:工程变更ECO:Engineering change order工程改动要求（客户）ECR:工程变更需求单CPI:Continuous Process Improvement 连续工序改善Compatibility：兼容性Marking：标记DWG rawing图面Standardization：标准化Consensus：一致Code：代码ZD:Zero defect零缺点Tolerance：公差Subject matter：主要事项Auditor：审核员BOM:Bill of material物料清单Rework：重工ID：identification识别,鉴别,证明PILOT RUN: (试投产)FAI:首件检查FPIR：First Piece Inspection Report首件检查报告FAA:首件确认SPC：统计制程管制CP: capability index（准确度）CPK: capability index of process(制程能力) PMP:制程管理计划（生产管制计划）MPI:制程分析DAS efects Analysis System 缺陷分析系统PPB：十亿分之一Flux：助焊剂P/N:料号L/N：Lot Number批号Version：版本Quantity：数量Valid date：有效日期MIL-STD：Military-Standard军用标准ICT: In Circuit Test (线路测试)ATE：Automatic Test Equipment自动测试设备MO: Manafacture Order生产单T/U: Touch Up (锡面修补)I/N:手插件P/T:初测F/T: Function Test (功能测试-终测)AS 组立P/K:包装TQM:Total quality control全面品质管理MDA:manufacturing defect analysis制程不良分析(ICT) RUN-IN:老化实验HI-pot：高压测试FMI：Frequency Modulation Inspect高频测试DPPM: Defect Part Per Million?(不良率的一种表达方式：百万分之一) 1000PPM即为% Corrective Action: (CAR改善对策)ACC：允收REJ:拒收S/S：Sample size抽样检验样本大小SI-SIV：Special I-Special IV特殊抽样水平等级CON：Concession / Waive特采ISO:国际标准化组织ISA：Industry Standard Architecture工业标准体制结构OBA:开箱稽核FIFO:先进先出PDCA:管理循环Plan do check action计划，执行，检查，总结WIP:在制品（半成品）S/O: Sales Order (业务订单)P/O: Purchase Order (采购订单)P/R: Purchase Request (请购单)AQL:acceptable quality level允收品质水准LQL;Limiting quality level最低品质水准QVL:qualified vendor list合格供应商名册AVL ：认可的供货商清单(Approved Vendor List)QCD: Quality cost delivery（品质，交期，成本）MPM:Manufacturing project management制造专案管理KPI:Key performance indicate重要绩效指标MVT:Manufacturing Verification Test制造验证试产Q/R/S：Quality/Reliability/Service质量/可靠度/服务STL:ship to line（料到上线）NTF:No trouble found误判CIP:capacity improvement plan（产能改善计划）MRB:material review board（物料审核小组）MRB:Material reject bill退货单JIT:just in time（即时管理）5S:seiri seiton seiso seiketsu shitsuke（整理，整顿，清扫，清洁，修养）SOP:standard operation process（标准作业程序）SIP:Specification inspection process制程检验规格TOP: Test Operation Process (测试作业流程)WI: working instruction（作业指导书）SMD:surface mounting device（表面粘着原件）FAR:failure aualysis report故障分析报告CAR:Corrective action report改善报告BPR：企业流程再造 (Business Process Reengineering)ISAR ：首批样品认可(Initial Sample Approval Request)- JIT：实时管理 (Just In Time)QCC ：品管圈 (Quality Control Circle)Engineering Department (工程部)TQEM: Total Quality Environment Management(全面品质环境管理)PD: Production Department (制造)LOG: Logistics (后勤支持)?Shipping: (进出口)AOQ：Average Output Quality平均出货质量AOQL：Average Output Quality Level平均出货质量水平FMEA：failure model effectiveness analysis失效模式分析CRB: Change Review Board (工程变更会议)CSA：Customer Simulate Analysis客户模拟分析SQMS：Supplier Quality Management System供应商品质管理系统QIT: Quality Improvement Team 品质改善小组QIP：Quality Improvement Plan品质改善计划CIP：Continual Improvement Plan持续改善计划Material Quality Feedback Sheet (来料品质回馈单)SCAR: Supplier Corrective Action Report (供货商改善对策报告) 8D Sheet: 8 Disciplines sheet ( 8D单)PDCA：PDCA (Plan-Do-Check-Action) (管理循环)MPQ: Material Packing Quantity (物料最小包装量)DSCN: Delivery Schedule Change Notice (交期变更通知) QAPS: Quality Assurance Process Sheet (品质工程表)DRP ：运销资源计划 (Distribution Resource Planning)DSS：决策支持系统 (Decision Support System)EC ：电子商务 (Electronic Commerce)EDI ：电子资料交换 (Electronic Data Interchange)EIS ：主管决策系统 (Excutive Information System)ＥＲＰ：企业资源规划 (Enterprise Resource Planning)FMS ：弹性制造系统 (Flexible Manufacture System)KM ：知识管理 (Knowledge Management)4L ：逐批订购法 (Lot-for-Lot)LTC ：最小总成本法 (Least Total Cost)LUC ：最小单位成本 (Least Unit Cost)MES ：制造执行系统 (Manufacturing Execution System) MPS ：主生产排程 (Master Production Schedule)MRP ：物料需求规划 (Material Requirement Planning) MRPⅡ：制造资源计划 (Manufacturing Resource Planning) OEM ：委托代工 (Original Equipment Manufacture)ODM ：委托设计与制造 (Original Design & Manufacture) OLAP：线上分析处理 (On-Line Analytical Processing) OLTP：线上交易处理 (On-Line Transaction Processing) OPT ：最佳生产技术 (Optimized Production Technology) PDCA：PDCA管理循环 (Plan-Do-Check-Action)PDM：产品数据管理系统 (Product Data Management)) RCCP：粗略产能规划 (Rough Cut Capacity Planning) SCM ：供应链管理 (Supply Chain Management)SFC ：现场控制 (Shop Floor Control)TOC：限制理论 (Theory of Constraints)TQC ：全面品质管制 (Total Quality Control)FYI/R:for your information/reference仅供参考ASAP:尽快S/T:Standard time标准时间TPM:total production maintenance：全面生产保养ESD Wrist strap：静电环IT:information technology信息技术，资讯科学CEO：Chief Executive Officer执行总裁COO：Chief Operaring Officer首席业务总裁SWOT：Strength,Weakness,Opportunity,Threat优势﹐弱点﹐机会﹐威胁Competence：专业能力Communication：有效沟通Cooperation：统御融合Vibration Testing：振动测试IDP：Individual Development Plan个人发展计划MRP：Material Requirement Planning物料需求计划MAT'S：Material材料LRR：Lot Rejeet Rate批退率ATIN：Attention知会3C：Computer ,Communication , Consumer electronic 消费性电子5W1H：When , Where , Who , What , Why , Ho5M: Man , Machine , Material , Method , Measurement人,机器,材料,方法,测量4MIE: Man,Material,Machine,Method,Environment人力,物力,财务,技术,时间(资源)7M1I: Manpower , Machine , Material , Method, Market , Management , Money , Information人力，机器，材料，方法, 市场，管理，资金，资讯Accuracy 准确度Action 行动?Activity 活动??Analysis Covariance 协方差分析?Analysis of Variance 方差分析?Approved 承认??Attribute 计数值??Average 平均数??Balance sheet 资产负债对照表??Binomial 二项分配??Brainstorming Techniques 脑力风暴法??Cause and Effect Matrix 因果图(鱼骨图)??CL:Center Line 中心线??Check Sheets 检查表??Complaint 投诉??Conformity 合格（符合）??Control 控制??Control chart 控制(管制)图??Correction 纠正??Correlation Methods 相关分析法??CPI: continuouse Process Improvement 连续工序改善? ?Cross Tabulation Tables 交叉表??CS: Customer Sevice 客（户）服（务）中心??DSA: Defects Analysis System 缺陷分析系统??Data 数据 Description:品名?DCC: Document Control Center 文控中心??Decision 决策、判定??Defects per unit 单位缺点数??Description 描述??Device 装置??Do 执行??DOE: Design of Experiments 实验设计??Element 元素??Engineering recbnology 工程技?Environmental 环境??Equipment 设备??Estimated accumulative frequency 计算估计累计数??E Equipment Variation 设备变异??External Failure 外部失效,外部缺陷??FA: Failure Analysis 失效分析??Fact control 事实管理??Fatigue 疲劳??FMEA: Failure Mode and Effect Analysis失效模式与效果分析? ?FP First-Pass Yield （第一次通过）合格率??FQA: Final Quality Assurance 最终品质保证??FQC: Final Quality control 最终品质控制??Gauge system 测量系统??Grade 等级??Histogram 直方图??Improvement 改善?Initial review 先期审查??Inspection 检验??Internal Failure 内部失效、内部缺陷??IPQC: In Process Quality Control 制程品质控制??IQC: Incomming Quality Control 来料品质控制?IS International Organization for Standardization 国际标准化组织? ?LCL: Lower Control limit 管制下限??LQC: Line Quality Control 生产线品质控制??LSL: Lower Size Limit 规格下限??Machine 机械??Manage 管理??Materials 物料??Measurement 测量??Median 中位数??MSA: Measurement System Analysis 测量系统分析??Occurrence 发生率??Operation Instruction 作业指导书??Organization 组织??Parto 柏拉图??PPM arts per Million （百万分之）不良率??Plan 计划??Policy 方针??Population 群体??PQA: Process Quality Assurance 制程品质保证??Practice 实务(践)??Prevention 预防??Probability 机率??Probability density function 机率密度函数??Procedure 流程??Process 过程??Process capability analysis 制程能力分析（图）??Process control and Process capability制程管制与制程能力? ?Product 产品??Production 生产??Projects 项目??QA: Quality Assurance 品质保证??QC: Quality Control 品质控制??QE: Quality Engineering 品质工程??QFD: Quality Function Desgin 品质机能展开(法) ?Quality 质量??Quality manual 品质手册??Quality policy 品质政策(质量方针)??Random experiment 随机试验?Random numbers 随机数??R:Range 全距（极差）?Reject 拒收?Repair 返修?Repeatusility 再现性?Reproducibility 再生性?Requirement 要求?Responsibilities 职责?Review 评审?Reword 返工?Rolled yield 直通率?RPN: Risk Priority Number 风险系数?Sample 抽样,样本?Sample space 样本空间?Sampling with replacement 放回抽样?Sampling without replacement 不放回抽样?Scatter diagram 散布图分析?Scrap 报废?Simple random sampling 简单随机取样?Size 规格?SL: Size Line 规格中心线?Stratified random sampling 分层随机抽样?SOP: Standard Operation Procedure 标准作业书?SPC: Statistical Process Control 统计制程管制? Specification 规范?SQA: Source(Supplier) Quality Assurance 供货商品质保证? Stage sampling 分段随机抽样?Standard Deviation 标准差?Sum of squares 平方和?Taguchi-method 田口(试验)方法?Theory 原理?TQC: Total Quality Control 全面品质控制?TQM: Total Quality Management 全面品质管理?Traceablity 追溯?Training 培训?UCL: Upper Control Limit 管制（控制）上限?USL: Upper Size Limit 规格上限?Validation 确认?Variable 计量值?Verification 验证?Version 版本?VOC: Voice of Customer 客户需求?VOE: Voice of Engineer 工程需求?Inventory stock report:库存清单报告Sales order report:出货报告质量人员名称类QC quality control 品质管理人员FQC final quality control 终点质量管理人员IPQC in process quality control 制程中的质量管理人员OQC output quality control 最终出货质量管理人员IQC incoming quality control 进料质量管理人员TQC total quality control 全面质量管理POC passage quality control 段检人员QA quality assurance 质量保证人员OQA output quality assurance 出货质量保证人员QE quality engineering 质量工程人员质量保证类FAI first article inspection 新品首件检查FAA first article assurance 首件确认CP capability index 能力指数CPK capability process index 模具制程能力参数SSQA standardized supplier quality audit 合格供货商质量评估FMEA failure model effectiveness analysis 失效模式分析FQC运作类AQL Acceptable Quality Level 运作类允收质量水平S/S Sample size 抽样检验样本大小ACC Accept 允收REE Reject 拒收CR Critical 极严重的MAJ Major 主要的MIN Minor 轻微的Q/R/S Quality/Reliability/Service 质量/可靠度/服务P/N Part Number 料号L/N Lot Number 批号AOD Accept On Deviation 特采UAI Use As It 特采FPIR First Piece Inspection Report 首件检查报告PPM Percent Per Million 百万分之一制程统计品管专类SPC Statistical Process Control 统计制程管制SQC Statistical Quality Control 统计质量管理GRR Gauge Reproductiveness & Repeatability 量具之再制性及重测性判断量可靠与否DIM Dimension 尺寸DIA Diameter 直径N Number 样品数其它质量术语类QIT Quality Improvement Team 质量改善小组ZD Zero Defect 零缺点QI Quality Improvement 质量改善QP Quality Policy 目标方针TQM Total Quality Management 全面质量管理RMA Return Material Audit 退料认可7QCTools 7 Quality Control Tools 品管七大手法通用之件类ECN Engineering Change Notice 工程变更通知(供货商) ECO Engineering Change Order 工程改动要求(客户) PCN Process Change Notice 工序改动通知PMP Product Management Plan 生产管制计划SIP Standard Inspection Procedure 制程检验标准程序SOP Standard Operation Procedure 制造作业规范IS Inspection Specification 成品检验规范BOM Bill Of Material 物料清单PS Package Specification 包装规范SPEC Specification 规格DWG Drawing 图面系统文件类ES Engineering Standard 工程标准CGOO China General PCE龙华厂文件IWS International Workman Standard 工艺标准ISO International Standard Organization 国际标准化组织GS General Specification 一般规格部类PMC Production & Material Control 生产和物料控制PCC Product control center 生产管制中心PPC Production Plan Control 生产计划控制MC Material Control 物料控制DC Document Center 资料中心QE Quality Engineering 质量工程(部)QA Quality Assurance 质量保证(处)QC Quality Control 质量管理(课)PD Product Department 生产部LAB Laboratory 实验室IE Industrial Engineering 工业工程R&D Research & Design 设计开发部生产类PCs Pieces 个(根,块等)PRS Pairs 双(对等)CTN Carton 卡通箱PAL Pallet/skid 栈板PO Purchasing Order 采购订单MO Manufacture Order 生产单D/C Date Code 生产日期码ID/C Identification Code (供货商)识别码SWR Special Work Request 特殊工作需求L/N Lot Number 批号P/N Part Number 料号OEM Original Equipment Manufacture 原设备制造PC Personal Computer 个人计算机CPU Central Processing Unit 中央处理器As Soon As Possible 尽可能快的E-MAIL Electrical-Mail 电子邮件N/A Not Applicable 不适用QTY Quantity 数量I/O input/output 输入/输出NG Not Good 不行,不合格C=0 Critical=0 极严重不允许APP Approve 核准,认可,承认CHK Check 确认ASS'Y Assembly 装配,组装T/P True Position 真位度5WIH When, Where, Who, What, Why, How to6M Man, Machine, Material, Method, Measurement, Message4MTH Man, Material, Money, Method, Time, How 人力,物力,财务,技术,时间(资源) SQA Strategy Quality Assurance 策略质量保证DQA Design Quality Assurance 设计质量保证MQA Manufacture Quality Assurance 制造质量保证SSQA Sales and service Quality Assurance 销售及服务质量保证LRR Lot Reject Rate 批退率SPS Switching power supply 电源箱DT Desk Top 卧式(机箱)MT Mini-Tower 立式(机箱)DVD Digital Video DiskVCD Video Compact DiskLCD Liquid Crystal DisplayCAD Computer Aided DesignCAM Computer Aided ManufacturingCAE Computer Aided EngineeringPCB Printed Circuit Board 印刷电路板CAR Correction Action Report 改善报告NG Not Good 不良WDR Weekly Delivery Requirement 周出货要求PPM Percent Per Million 百万分之一TPM Total Production Maintenance 全面生产保养MRP Material Requirement Planning 物料需计划OS Operation System 操作系统TBA To Be Assured 待定,定缺D/C Drawing ChangeP/P Plans & ProcedureEMI Electrical-Music Industry 电子音乐工业Electrical Magnetic Interference 电子干扰RFI Read Frequency Input 读频输入MMC Maximum Material ConditionMMS Maximum Material SizeLMC Least Material ConditionLMS Least Material SizeLED lighting-emitting diode 发光二极管。

生产线CIP介绍

管理手段概念CIP是精益生产思想的精髓和推进精益生产的最有效管理手段，它起源于日本的KAIZEN（改善），意为不断（Continuous）改进（Improvement）流程（Process）。

CIP的目标是通过对企业流程的改善不断地提高产品质量、降低产品成本、完善售后服务。

主要思想1．任何流程、任何部门都有改进的潜力CIP作为精益生产方式的原动力，其根本的出发点是追求完美，永远不为已取得的成绩而满足，并需要不断地消除或减少企业中存在的各种浪费。

1。

仓库库存2。

等待材料3。

设备故障4。

寻找工具5。

产品缺陷6。

供货不及时7。

中间库存8。

零件计数9。

信息输入10。

观察设备11。

搬运重物12。

零件运输13。

过剩生产CIP思想认为，浪费是顾客不愿意接受的那部分企业活动。

而顾客愿不愿意接受则完全取决于顾客的价值观念、生活习惯和文化背景等因素，而与企业生产流程的优劣没有关系。

只有那些完全了解顾客的企业才能把握顾客的需要，从而促使企业不断的对自身进行分析，消除那些不为顾客创造价值的活动。

这些活动存在于企业的各个部门和各个流程之中，CIP则是一种对这些流程和部门进行分析并改进的有效方法。

2．要充分发挥员工的积极性和创造力企业中存在浪费，那么，由谁来消除这些浪费呢？CIP的回答是：依靠全体职工。

事实上，企业中最大的浪费便是人力资源方面的浪费，其它的浪费，如：库存、等待、生产过剩、不合理的动作、制造不良品等，不管其如何巨大，都必须依靠人去解决。

这里的人不仅仅指企业的高层管理人员，而是包括全体员工。

因为，一方面，员工的经验和智能是企业最宝贵的财富，他们了解企业生产流程的每个细节，他们也知道企业问题的症结，但领导也许仅仅了解企业的总体经营状况，却看不到这种经营状况的深层次的原因；另一方面，企业中的大部分人是具体操作人员，领导层所占的比例较小。

领导的智能，不管其如何完美，都不足以解决企业中存在的所有问题，只有使全体员工的智能得到利用，才能使企业在新的挑战中获得生存。

人因工程改善分析

本科生毕业设计（论文）外文翻译毕业设计（论文）题目：XXXXXXXXXXXX外文题目：Analysis of the Improvement of Human Factors Engineering in Production Line译文题目：基于人因工程在生产线的改善分析学生姓名： XXX专业： XXXXXXXXX指导教师姓名： XXXX评阅日期：基于人因工程在生产线的改善研究1. 人因工程概述人因工程是研究人的特性及工作条件与机器相匹配的科学。

它把人和机器视为一个有机结合的系统，指出机器应该具有什么样的条件才能使人付出适宜的代价后可获得整个系统的最佳效益。

人因工程不仅涉及到工程技术理论，还涉及到人体解剖学、生理学、心理学以及劳动卫生学等。

认真研究这门科学，可以创造出最佳设计和最适宜的条件，使人机实现高度协调统一，形成高效、经济、安全的有机系统。

尤其在企业中体现得更为明显，在企业生产线改善中能够从细节上减少浪费，为作业操作者创造并不断优化作业环境。

人因工程的应用能够帮助企业提高生产效率。

随着社会的发展，人们越来越注重“以人为本”的原则，尤其在制造性手工劳动密集型的企业中显得更为重要。

他们认为人手是最“贵”的工具，不断为员工创造更合理，更舒适的工作环境，就会使其更好地发挥作用。

这正是人因工程理论的运用所在。

笔者以某汽车配件公司全台锁的半自动装配线的改善为例，讨论运用人因工程原理对生产线中人、机、环境三者之间组成的人机系统进行的可行性设置和安排。

2 .人因工程在生产线改善中的应用在当今激烈的市场竞争条件下，企业对生产的产品要求越来越严格，在生产中要求达到零缺陷，同时要求有很高的生产效率。

这就使决策者会想尽办法来提高生产力，其做法可能是对工作环境、产品制造流程重新设计，或对现有生产线加以改良。

此时，时间成为首要考虑因素，不论是在提高人和机器的配合上，或是减少制程失误、提高产品品质、改善工作环境、加速制程中的信息传递，都有助于节省大量时间，而这些都可以利用人因工程学的原理、原则来达成。

工艺路线英语

工艺路线英语
工艺路线是指制造某种产品所需要的具体生产工艺和操作步骤，它是对于产品生产流程的规划和设计。

在制造过程中，工艺路线是决定产品质量和生产效率的重要因素之一。

在实践中，工艺路线是可以灵活调整的，以满足生产需求和改善生产效率。

因此，了解工艺路线的英语表达是重要的，下面是一些与工艺路线相关的英语词汇：
1. Process flow: 工艺流程
2. Production line: 生产线
3. Assembly line: 装配线
4. Manufacturing process: 制造过程
5. Standard operating procedure (SOP): 标准操作规程
6. Quality control: 质量控制
7. Operation sequence: 操作序列
8. Work station: 工作站
9. Material handling: 物料搬运
10. Tooling: 工装
11. Machining: 加工
12. Inspection: 检验
13. Assembly: 装配
14. Testing: 测试
15. Packaging: 包装
16. Shipping: 发货
以上是一些常见的与工艺路线相关的英语表达。

熟练掌握这些词汇和表达方式，能够更好地进行与工艺路线相关的工作。