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用于医疗技术生产的U型线

2020-10-15

U-line formedical technology

用于医疗技术生产的U型线


Why process optimisation under cleanroomconditions places stringent demands on the planning and selection of suitablecomponents. 

为什么洁净室条件下的工艺优化对合适部件的规划和选择提出了严格要求。


Maquet is a leading manufacturerof medical systems. Established in 1838, the company’s products are primarilyused in the critical areas of hospitals such as operating rooms, intensive careunits and laboratory environments. As a result, the products – and thereforethe associated production environments – have to meet high quality standards.At the same time, competition in the medical technology sector is getting evertougher, meaning that success is not just dependent on delivering optimumquality, but also on achieving the best possible production efficiency based onleanproduction. To test out how production processes incleanrooms could be optimised, the company decided to refit a pre-existingmanual assembly system for a compact centrifugal pump used in portable heartlung machines.

Maquet是医疗系统的优良制造商。公司成立于1838年,产品主要用于医院的关键区域,如手术室、重症监护室和实验室环境。因此,产品以及相关的生产环境需要达到高质量标准。与此同时,医疗技术领域的竞争日趋激烈,这意味着成功不仅取决于提供**质量,还取决于实现基于精益生产的更佳生产效率。为了测试如何优化洁净室的生产工艺,该公司决定为便携式心肺机使用的小型离心泵重新安装一个预先存在的手动装配系统。


Working ergonomicsin manual assembly

手工装配中的工作工效学

The centrifugal pumps are manufactured inline with stringent ISO 13485 and GMP hygiene and cleanliness requirements in aspecialised site that Maquet runs in three-shift operation. However, anothersite took over many of the workstations that had been used there to date. As aresult, the individual stations were not standardised, nor were they modular,which meant there was not enough flexibility to implement the plannedimprovements. The decision was therefore taken to establish a new productionline based on the lean philosophy.

在专门的场所,马奎特运行在三班操作,制造符合严格的ISO 13485GMP卫生和清洁要求的离心泵。然而,另一个站点接管了迄今为止在那里使用过的许多工作站。因此,各个台站既没有标准化,也没有模块化,这意味着没有足够的灵活性来实施计划中的改进。因此决定建立一条基于精益理念的新生产线。

This process optimisation centred onswitching to a U-line with short routes between the individual assembly stepsand one element of this involved improving workplace ergonomics. To achievethis, the individual working areas would need to offer flexible adjustmentoptions to ensure workers of very different sizes can always lay their hands ontools and materials in their personal handling area with the greatest of ease.Since sensitive electronic components are installed during the productionprocess, end-to-end ESD protection was also an essential requirement.

这一过程优化的中心是切换到U型线,在各个装配步骤之间有一条短路线,其中一个要素涉及改善工作场所的人体工程学。为了实现这一点,各个工作区域需要提供灵活的调整选项,以确保不同尺寸的工人能够始终轻松地将手放在个人操作区域的工具和材料上。由于在生产过程中安装了敏感的电子元件,因此端到端的静电放电保护也是必不可少的要求。


Optimising processes in the cleanroom with item

item优化洁净室的工艺

After completing its internal planning for the production linerefit, Maquet turned to item for the practical side of things. There were threemain reasons for this. Firstly, the in-house workshop at the site had alreadybeen working with our versatile aluminium profile technology for quite sometime, and with great success. Secondly, Line X offered an ideal solution as aprofile variant without grooves that is easy to clean, resistant to thecleaning agents typically used in cleanrooms and electrostatically dissipative,making it ESD-safe.

在完成了生产线改装的内部规划之后,Maquet转向了实用方面的项目。这主要有三个原因。首先,现场的内部车间已经与我们item的多功能铝型材技术合作了一段时间,并取得了巨大的成功。其次,itemX线提供了一个理想的解决方案,作为一个外形变量,无槽,易于清洁,耐清洗剂通常用于洁净室和静电耗散,使其静电放电安全。

Thirdly, and no less importantly, the high availability of itemcomponents and our delivery reliability also proved crucial to this project.Converting the production system to a U-line during three-shift operation andunder cleanroom conditions simply was not an option. All that was left was avery tight timeframe over the Christmas holidays when production stopped.Delivery delays or the unavailability of components would almost automaticallyresult in the project being put back at least six months.

第三,同样重要的是,项目组件的高可用性和item的交付可靠性对本项目也至关重要。在三班制运行和洁净室条件下,将生产系统转换为U型生产线是不可行的。剩下的只是圣诞节期间生产停止后的一段非常紧张的时间。交付延迟或组件不可用几乎会自动导致项目延期至少六个月。


Lean strategy from bottom to top

自下而上的精益战略

It was also important to Maquet, as the basis for its in-houselean strategy, that employees be involved as much as possible in developing themanual assembly work benches. Staff who work in an area for eight hours a dayusually have a good feel for potential improvements. If these can be realisedsimply using flexible material supply systems, modular components andelectrically height-adjustable work benches, not only will that improveproduction efficiency, it will also motivate employees and make them morelikely to embrace the new production environment.

作为内部精益战略的基础,员工尽可能多地参与开发手动装配工作台,这点对Maquet也很重要。每天在一个地区工作8小时的员工通常对潜在的改进有很好的感觉。如果仅使用柔性材料供应系统、模块化组件和电动高度可调工作台就可以实现这些,不仅可以提高生产效率,还可以激励员工,使他们更容易接受新的生产环境。

By pursuing this strategy with reliable partners, Maquet succeededin boosting productivity on the production line by 20 percent. Putting thevarious measures into action as a team helped the company cut throughput timeby 10 percent and rejects by 8 percent. 

通过与可靠的合作伙伴一起实施这一战略,马奎特成功地将生产线的生产率提高了20%。作为一个团队,采取各种措施有助于公司将吞吐量时间缩短10%,并将报废率降低了8%


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