【正文】 ut by theintegration of specified software into the new laser technology rests in the possibility of creating multipart programs, guaranteeing good use 第 23 頁 共 29 頁 of sheet metal,which also gives the advantage of working with unitary batches of parts adjusting the production to the demand. Also, there is the opportunity of working in a kanban supply system, owing to the reduction of format changes in the machines. Finally, there is a gaining of freedom in the design process, as the dependency between the set of punches and the geometry of the part has been eliminated. The properties of these laser machines also allow an increase in cutting capacity and therefore also in resource productivity, along with the need for less workforce due to greater automation of the process. This increase in the level of automation es from two different angles: on one side, a new robotised system, also from Trumpf, assigned to load the sheet metal and unload the cut pieces。 and on the other hand, certain maintenance tasks, as well as the adjustment of all the cutting parameters depending on the material to be processed, are now carried out automatically by the Siemens 840D control. In the future VSM map it can also be observed that there are still two Salvagnini S4 punching machines. There are several reasons behind the decision to retain these machines. In the first place, there are operations involving inlaying and threads that are impossible to run using laser technology。 added to that, for high consumption parts and specific geometrical shapes, productivity is greater with these punches because of the efficient feeding and unloading systems. Furthermore, although with some limitations, the new software aimed at punching allows us to work with multipart mode as well. All this goes to show that process innovation has led to the pany undergoing a plete change to achieve a Lean flow, also affecting the RM suppliers in an attempt to plete a better integration in the whole supply chain. Step by step The project that was developed to transform the production was carefully controlled and managed at every stage by Murgoitio and Marinelarena. The first phase (from September 2022 to November 2022) consisted of the acquisition and adjustment of the new laser machinery along with deploying the new software and the whole associated information system. As far as operator and technician training in new laser technology and new programming software is concerned, such training was developed in two areas: firstly the technician from Trumpf 第 24 頁 共 29 頁 responsible for assembly and missioning of new machines gave a threeday course to four operators and six maintenance technicians。 secondly these six technicians took part in a more advanced fourday course at the supplier’s headquarters in Stuttgart. Having reached this point, it should be mentioned that, due to the increase in productivity and automation brought about by the new resources, part of the personnel were relocated to other posts related to sheet metal, such as bending and pressing。 thus, training requirements were minimal and adaptation fast. The second phase (from November to December 2022) was based on the definition and assignation of part families to laser or punching technologies: high consumption parts and those with special operations would be manufactured by the punching machines,while the remainder of parts by laser technology. With this in mind the Information System’s database was programmed accordingly. There then followed the process to standardise the raw material formats as well as the introduction of the Kanban supply system (from November 2022 to January 2022). It should be mentioned at this stage that it still took some time for the stock of eliminated formats to be consumed, as this was quite a plex process. Added to the previous phase, fixed multipart programs for the punching machines were created with the new software (JanuaryMarch 2022). This task was easier to apply thanks to the help provided by the operators, who suggested appropriate parts binations Finally, changes in production scheduling determined the last stage of the project (MarchJune 2022). This was done in two ways。 first by reducing periods and deadlines from weekly to a daily basis, and then by conducting WIP cleaning. The main problem occurred in attempts to reduce machine preparations in the processes after cutting and before assembly。 for this reason, part families were created which require mon tools and operations in these processes. BRILLIANT RESULTS As a result of the transformation process, by July 2022 a flexible and efficient production system had been implemented that delivered spectacular performance. By reducing the number of sheet metal formats from 160 to 40 (75%) and changing the average supply period from seven to three days, Fagor managed to reduce the average RM stock by %. The laser technology, along with the new pieces of programming software, allowed the 第 25 頁 共 29 頁 pany to increase the RM exploitation from 72% to over 80%. Taking into account the upward trend of the RM price and a greater consumption planned by Fagor for the years to e, the importance of these achievements has an even greater impact. One important impact was the reduction of workforce from 21 to 12 operators owing to greater automation in the cutting process. The workers were relocated to other areas due to needs produced by the growth. This fact, along with a 14% greater capacity in cutting process (despite the reduction of equipment) led to an 80% increase in productivity. The reduction of sheet metal formats has also derived on increasing the punching machine’s capacity by an extra 10%, owing to the reduction in the number of changeovers this went to a WIP reduction from seven to two days average consumption,