Scribing procedure improvement method and system

Abstract

The invention provides a scribing process improvement method and system, and the method comprises the following steps: S100, obtaining a difference value between a target mobility and a current mobility according to the production data of a scribing machine; s200: through process time proportion analysis, identifying problem points causing a mobility difference value, and performing hierarchical processing on the problem points; s300, determining an improvement target value in combination with the problem point and the difference value; and S400, determining an improvement method according to the improvement target value, and verifying whether the mobility reaches the improvement target value or not after implementation of improvement measures. According to the scribing improvement method, the PDCA circulation theory is fused, it is ensured that each problem can be comprehensively analyzed, the root cause is found out to avoid reoccurrence, and therefore the stable improvement of the scribing process production process, the ship building quality and the building efficiency is achieved.

Description

Technical Field

[0001] This application belongs to the field of shipbuilding technology, and in particular relates to a method and system for improving the marking process. Background Technology

[0002] In the segmented construction of ships, the marking process is a crucial link connecting cutting and assembly. Current technologies rely heavily on experience-based management for this process, often resorting to temporary repairs to ensure a swift return to normal production. This approach lacks systematic recording and analysis of equipment uptime, waiting times, and manual intervention, and also lacks structured, quantifiable continuous improvement mechanisms and systematic anomaly prevention and handling mechanisms. In the long run, this model may lead to the neglect of potential problems, resulting in the accumulation of more risks. Furthermore, in a complex and ever-changing production environment, relying solely on temporary measures to address anomalies will limit a company's continuous improvement capabilities and impact its long-term competitiveness and efficiency. Therefore, optimizing the marking process is a pressing technical problem that needs to be solved in current shipbuilding processes. Summary of the Invention

[0003] In view of the shortcomings of the prior art described above, the purpose of this application is to provide a line marking improvement method and system. This method is based on the PDCA theory to overcome the difficulties of existing technologies in dealing with demand changes and in completely solving abnormal problems.

[0004] In a first aspect, this application provides a method for improving the scribing process, which includes at least the following steps:

[0005] S100: Based on the production data of the marking machine, obtain the difference between the target availability rate and the current availability rate;

[0006] S200: Through process time percentage analysis, identify the problem points that cause the difference in availability and process the problem points hierarchically.

[0007] S300: Based on the aforementioned problem points and the aforementioned gap values, determine the target improvement value;

[0008] S400: Determine the improvement method based on the improvement target value, implement the improvement measures, and verify whether the mobility rate has reached the improvement target value.

[0009] In some implementations, it also includes:

[0010] S500: If the improvement target value is not achieved, repeat step S200 to reanalyze the problem points; if the improvement target value is achieved, standardize the improvement measures.

[0011] In some implementations...

[0012] The time reduction after implementing each improvement measure is quantified. When the total reduction is greater than or equal to the reduction in non-movable time, it is determined that the improvement target value has been achieved.

[0013] In some implementations, step S100 includes:

[0014] S101: Collect time data for each process of the marking machine and calculate the current availability and average quantity of materials;

[0015] S102: Determine the target availability rate and target quantity based on the target production task;

[0016] S103: Calculate the difference between the target mobility rate and the current mobility rate.

[0017] In some implementations, in step S100:

[0018] The availability rate is calculated as follows: Availability rate = Automatic marking time of equipment / Total working time × 100%; where the total working time includes automatic marking time of equipment, waiting time, manual operation time and overhead crane hoisting time;

[0019] The formula for calculating average material quantity is: Average material quantity = Total monthly marked material quantity / (Number of equipment units × Total monthly shifts).

[0020] In some implementations, the hierarchical structure specifically includes layout issues, equipment issues, and personnel issues; wherein, the layout issues include equipment stopping to avoid cranes and waiting for marking boards; the equipment issues include failure to detect completion in a timely manner and equipment malfunctions; and the personnel issues include staff being overwhelmed and long preparation times for day shifts.

[0021] In some implementations, in step S200, the hierarchical processing method for problem points involves subdividing the non-movable time into waiting time, manual operation time, and crane hoisting time; identifying sub-problem points based on the proportion of the waiting time, wherein the sub-problem points include at least one of the following: equipment stopping to avoid cranes, personnel being too busy, waiting for the marking board, and failure to detect completion in a timely manner; and sorting the sub-problem points according to their proportions, prioritizing the implementation of improvement measures for problem points whose proportions exceed a threshold.

[0022] In some implementations...

[0023] Improvements to address the layout issues include: setting up independent loading and unloading areas for each marking machine to eliminate the problem of waiting for marking boards; and optimizing the overhead crane hoisting path to ensure that the path does not intersect with the working area of ​​the marking machine, thus eliminating the problem of equipment stopping to avoid obstacles.

[0024] Improvement measures for equipment issues include: adding an automatic return function upon completion to the marking machine to reduce downtime caused by failure to detect completion in a timely manner; implementing daily equipment inspection standards and using genuine ink to reduce the failure rate;

[0025] Improvement measures to address personnel issues include: eliminating the manual specification verification step and increasing the equipment's fixed-point speed to shorten manual operation time; requiring crane drivers to perform production changeover operations at fixed times to reduce daytime shift preparation time.

[0026] Secondly, this application provides a line marking improvement system, comprising:

[0027] The data acquisition module is used to record the time and quantity data of each process of the marking machine;

[0028] The analysis module is used to calculate mobility, movable quantity, and hierarchical processing of problem points;

[0029] The target management module is used to set the target value for mobility and the amount of reduction in inactivity time;

[0030] Improve the execution module to output layout adjustment plans, equipment modification strategies, and personnel operation standards;

[0031] The verification module is used to compare the difference in mobility before and after the improvement and to determine whether to trigger a re-analysis or standardization operation.

[0032] Compared with the prior art, the technical solution provided in this application has the following beneficial effects:

[0033] The marking improvement method provided in this application integrates the PDCA cycle theory, focusing the bottleneck of the process on availability loss, ensuring the maximization of the input and output of improvement resources. Through a closed-loop process of "gap identification → problem hierarchy → target setting → measure implementation → effect verification", it provides a replicable, systematic, digital, and continuous improvement path, ensuring that each problem can be fully analyzed and the root cause can be found to prevent recurrence. This enables shipyards to continuously identify problems and take measures to improve them without large-scale capital investment, thereby achieving a steady improvement in the marking process production flow, shipbuilding quality, and construction efficiency. Attached Figure Description

[0034] Figure 1 The flowchart shown is the line marking improvement method provided in this application;

[0035] Figure 2 This is an example of a data collection record shown in step S100;

[0036] Figure 3 This is an example of a Gantt chart for data collection and analysis in step S100;

[0037] Figure 4 The following is an example of the monthly statistical representation of the crossed-out quantity in step S100;

[0038] Figure 5The output per machine per shift is shown as an example in step S100;

[0039] Figure 6 The following is an example of the time percentage for each process of the scribing machine in step S200;

[0040] Figure 7 This is an example of a hierarchical chart of the problem points in step S200;

[0041] Figure 8 This is an example of setting the improvement target value in step S300;

[0042] Figure 9 This is an example of the completion rate after implementing the improvement measures in step S400. Detailed Implementation

[0043] The fundamental principle and methodology of Total Quality Management (TQM) is the PDCA cycle. The PDCA cycle divides quality management into four phases: Plan, Do, Check, and Act. In quality management activities, each task is required to follow a process of planning, implementing the plan, checking the results, incorporating successful tasks into standards, and resolving unsuccessful ones in the next cycle. Based on the shortcomings of the existing technology and by integrating the PDCA principle, this application provides a line-marking improvement method and system.

[0044] The following specific examples illustrate the implementation of the present invention. Those skilled in the art can easily understand other advantages and effects of the present invention from the content disclosed in this specification. The present invention can also be implemented or applied through other different specific embodiments, and various details in this specification can also be modified or changed based on different viewpoints and applications without departing from the spirit of the present invention.

[0045] For ease of description, spatial relation terms such as “below,” “under,” “lower than,” “below,” “above,” and “upper” may be used herein to describe the relationship between one element or feature shown in the accompanying drawings and other elements or features. It will be understood that these spatial relation terms are intended to include directions other than those depicted in the drawings for devices in use or operation. Furthermore, when a layer is referred to as being “between” two layers, it can be the only layer between the two layers, or there may be one or more layers in between. The term “between” as used herein includes both endpoint values.

[0046] It should be noted that the illustrations provided in this embodiment are only schematic representations of the basic concept of the present invention. Therefore, the illustrations only show the components related to the present invention and are not drawn according to the actual number, shape and size of the components in the actual implementation. In the actual implementation, the form, quantity and proportion of each component can be arbitrarily changed, and the layout of the components may also be more complex.

[0047] Example 1:

[0048] See Figures 1 to 8 This embodiment provides a method for improving the scribing process, including the following steps:

[0049] S100: Based on the production data of the marking machine, obtain the difference between the target availability rate and the current availability rate;

[0050] S200: Through process time percentage analysis, identify the problem points that cause the difference in availability and process the problem points hierarchically.

[0051] S300: Based on the aforementioned problem points and the aforementioned gap values, determine the target improvement value;

[0052] S400: Determine the improvement method based on the improvement target value, implement the improvement measures, and verify whether the mobility rate has reached the improvement target value.

[0053] The following section provides a detailed explanation of each specific step in this method.

[0054] S100: Based on the production data of the marking machine, obtain the difference between the target mobility rate and the current mobility rate.

[0055] Specifically, step S100 includes:

[0056] S101: See also Figure 2 Collect time data for each process of the marking machine, calculate the current availability and average quantity, for example, use a stopwatch to record the start and end times of each step of each product, including loading, manual operation, automatic operation of the equipment, unloading, and abnormal times.

[0057] See then Figure 3 After the statistics are completed, they are summarized into Gantt charts for analysis. Non-automatic line-drawing time is color-coded to obtain the availability rate and the proportion of abnormal situations. The data collection period should be as long as possible to ensure the validity of the data.

[0058] Furthermore, the availability rate is calculated as follows: Availability rate = Automatic marking time of equipment / Total working time × 100%; where the total working time includes the automatic marking time of equipment, waiting time, manual operation time, and overhead crane hoisting time.

[0059] As an example, if a workday lasts 8 hours, with 2 hours spent on the upper and lower boards, 1 hour on human operation of the machine, and 5 hours on equipment operation, the availability rate is 5 / 8 = 62.5%.

[0060] See then Figure 4 Based on the monthly material quantity statistics table of the marking machine, the total marking material quantity for the month is calculated. The marking meter series is summed to obtain the total marking material quantity for the month. Then, the number of machines and shifts are counted to obtain the material quantity per machine and per shift.

[0061] Furthermore, the formula for calculating the average material quantity is: Average material quantity = Total monthly marked material quantity / (Number of equipment units × Total monthly shifts).

[0062] As an example, if the total amount of material to be marked in a certain month is 20,000 meters, there are 3 pieces of equipment, and there are 26 shifts in the month, the average amount of material is 20,000 / 3 / 26 = 256.4 meters / machine / shift.

[0063] See then Figure 5 Based on the statistical data from three months, the average output was calculated to be 900 meters per machine per shift. After five days of data collection, the average availability of the three line-marking machines was 44.6%.

[0064] S102: Determine the target availability rate and target quantity based on the target production task.

[0065] Specifically, the target is to produce 220 segments per month. This means that the cutting process needs to complete an average of 320,000 meters of cutting per month. The marking process needs to mark the B batch of boards out of these 320,000 meters, which is 257,400 meters of marking material. Assuming a working day of 26 days, 3 machines, and 3 shifts per day, the marking speed should be 1,100 meters per machine per shift.

[0066] Based on the capacity increase ratio (1100 / 900 = 1.22), the corresponding availability rate should be 44.6% × 1.22 = 54.5%.

[0067] S103: Calculate the difference between the target mobility rate and the current mobility rate.

[0068] Specifically, compare the ultimate goal of the business (= the expected attitude) with the current state (= the current situation) to assess whether there is a gap (= problem). Taking the line as an example: the gap is 200m / machine / shift, and the availability gap is 9.9%.

[0069] S200: By analyzing the percentage of process time, identify the problem points that cause the difference in availability and process them hierarchically.

[0070] Specifically, adopt Figure 2 The collected data, after Figure 3 After summarizing and analyzing, the equipment time was divided into four categories according to the process, and the time percentage is shown in the figure. Figure 6 Of these, the automatic marking time (availability rate) accounted for 44.6%, the waiting time accounted for 34.1%, and the preparation process (human operation and crane hoisting) accounted for 21.3% in total.

[0071] Furthermore, the hierarchical structure specifically includes layout issues, equipment issues, and personnel issues; among them, layout issues include equipment stopping to avoid cranes and waiting for marking boards; equipment issues include failure to detect completion in a timely manner and equipment malfunctions; and personnel issues include staff being overwhelmed and long preparation times for day shifts.

[0072] The hierarchical problem-solving method involves subdividing non-movable time into waiting time, manual operation time, and crane hoisting time; identifying sub-problem points based on the proportion of waiting time, including at least one of the following: equipment stopping to avoid cranes, personnel being too busy, waiting for marking boards, and failure to detect completion in a timely manner; and prioritizing the implementation of improvement measures for problem points whose proportion exceeds a threshold based on the proportion of each sub-problem point.

[0073] As an example, see further. Figure 7 A total of 13 problem points were identified. The data was hierarchically presented using charts, and the problem points were determined through the aforementioned visualization. Waiting times were broken down into five categories: equipment stopping to avoid cranes, equipment malfunction, insufficient staff, long preparation time (board replacement, waiting for boards, waiting for cranes), failure to promptly detect completion, and gas outages. These were summarized into three categories: layout issues, personnel issues, and equipment issues. Equipment issues are somewhat sporadic and constitute a small percentage, so they were not prioritized. The more frequent and prevalent layout and personnel issues were given priority.

[0074] The impact of shift changes is considered necessary time; waiting for train operation and gas outages are equipment issues, highly sporadic, and not a priority; therefore, improvement points focus on the following issues: one person working three machines is too busy, whiteboard preparation time is long, waiting for marking boards, failure to promptly detect completed work, ink-related issues, and the shutdown of marking machine No. 3 due to the lifting of boards for marking machines (No. 1 and No. 2) and the hoisting of structural steel. These issues are highlighted in red. Figure 7 For example, after three days of on-site testing, the average availability rate was 44.6%, and the inactivity rate was 55.4%. Based on an attendance time of 450 minutes, the average availability time per line marking machine per shift was 201 minutes, and the inactivity time was 249 minutes.

[0075] S300: Based on the problem points and the gap values, determine the improvement target values.

[0076] Specifically, see Figure 8The target task is to reach 1100m / machine / shift, which translates to an availability rate of 54.5%. However, since the statistical period is only 5 days and is not fully representative, the target is tentatively set at 56%.

[0077] Based on a shift of 450 minutes, the current mobility rate is 44.6%, which means that 55.4% of the time is inaccessible, or 249 minutes. The target inaccessible time is 198 minutes. Therefore, the line marking target is set as follows: the three line marking machines will reduce the inaccessible time by an average of 51 minutes.

[0078] Based on the issues raised in step four, list the priority improvement projects and the degree of improvement to be considered, such as... Figure 7 As shown, ①②③ refer to the problems of the marking machine transporting plates and hoisting steel sections, which caused other marking machines to stop; ④ refers to the problem of ink; ⑤ refers to the problem of one person operating three machines being too busy; ⑥ refers to the problem of long working hours during the day shift; ⑦ refers to the problem of waiting for marking plates; and ⑧ refers to the problem of not being able to complete the work in a timely manner.

[0079] Based on the above-mentioned areas for improvement, the time reduction is 90.5 minutes, which exceeds the target of 51 minutes. Therefore, the solution can be optimized.

[0080] If the time reduction based on the above-mentioned projects that can be improved is less than the target time, the efficiency of the improvement projects can be further improved or projects that were not given priority can be selected for optimization.

[0081] S400: Determine the improvement method based on the improvement target value, implement the improvement measures, and verify whether the mobility rate has reached the improvement target value.

[0082] Furthermore, improvements to address the layout issues include: setting up independent loading and unloading areas for each marking machine to eliminate the problem of waiting for marking boards; and optimizing the overhead crane hoisting path to ensure that the path does not intersect with the working area of ​​the marking machine, thus eliminating the problem of equipment stopping to avoid obstacles.

[0083] Improvement measures for equipment issues include: adding an automatic return function upon completion to the marking machine to reduce downtime caused by failure to detect completion in a timely manner; implementing daily equipment inspection standards and using genuine ink to reduce the failure rate;

[0084] Improvement measures to address personnel issues include: eliminating the manual specification verification step and increasing the equipment's fixed-point speed to shorten manual operation time; requiring crane drivers to perform production changeover operations at fixed times to reduce daytime shift preparation time.

[0085] As an example, see Figure 8 and Figure 9Regarding the target setting and completion status, ①②③⑦ indicate an unreasonable layout, therefore the pile location layout and material flow line should be adjusted. Dedicated loading and unloading areas should be established for each marking machine to avoid situations like problem ⑦ where machines are waiting for marking boards; simultaneously, the arrangement of the loading and unloading areas should avoid the overhead crane's path intersecting with the locations of other marking machines, thus preventing problems ①②③.

[0086] ④ and ⑧ are equipment issues, therefore, proper equipment maintenance and modification are essential. By establishing daily inspection and maintenance standards for the equipment, and using genuine marking machine ink, equipment malfunctions caused by ink problems can be reduced or eliminated. Additionally, an automatic return function should be added to the marking machine after completion, allowing the crane to automatically change products and reduce downtime.

[0087] ⑤ and ⑥ are personnel issues, therefore standard operating procedures and management improvements were developed for the marking process. Management improvements included eliminating manual operation of the machine steps: a no-load run to check the pattern specifications, while increasing the marking machine's stationary speed to shorten human operation time to solve problem ⑤; and strictly requiring crane drivers to be on the machine at 8:00 AM sharp for production changeovers to solve problem ⑥.

[0088] The above are the solutions taken to address issues related to layout, equipment, and personnel.

[0089] S500: Quantify the time reduction after implementing each improvement measure. When the total reduction is greater than or equal to the reduction in non-movable time, it is determined that the improvement target value has been achieved. If the improvement target value is not achieved, repeat step S200 to re-analyze the problem points; if the improvement target value is achieved, the improvement measures are standardized.

[0090] Example 2:

[0091] This embodiment provides a line marking improvement system for automating, digitizing, and closing the entire process of steps S100 to S500 provided in Embodiment 1. The system consists of the following functional modules and supporting hardware. The modules communicate in real time via industrial Ethernet or a 5G industrial gateway. All data is uniformly stored in a time-series database and an API is provided for MES / ERP calls. Specifically, the line marking improvement system provided in this embodiment includes:

[0092] The data acquisition module records the time and quantity data for each process of the marking machine. Specifically, it includes a hardware time clock device installed on the operating table of each marking machine. When the operator switches processes, they swipe a card to mark the time node and collect process times (start / end of loading, equipment operation, abnormal interruption, etc.), generating... Figure 2 Formatted record table.

[0093] The analysis module is used to calculate mobility rate, movable quantity, and hierarchical processing of problem points. Specifically, it performs analysis and calculations based on stored formulas and outputs the results. Figure 3The dynamic Gantt chart shown ( Figure 3 Use color to distinguish process types and output them. Figure 6 The report shows a hierarchical structure, with sub-issues sorted by percentage.

[0094] The target management module is used to set target values ​​for availability and reductions in downtime. This module takes into account monthly segmented plans, batch ratios, number of devices, and shifts, and automatically generates "Required Material Quantity per Machine per Shift" and the corresponding "Target Availability," breaking it down to daily, weekly, and shift levels. For example, when the real-time availability falls below the target value by 2 percentage points, an orange alert is triggered; below 5 percentage points, a red alert is triggered, sending the required reduction in time and priority issues to the improvement execution module.

[0095] The execution module has been improved to output layout adjustment plans, equipment modification strategies, and personnel operation standards. For example, by inputting the current workshop CAD drawing and crane trajectory, it outputs the "optimal loading / unloading area coordinates" and the "non-intersecting crane path scheme"; it generates a 3D PDF report to the terminal equipment, which can be directly used for on-site construction briefings and to track the progress.

[0096] The verification module compares the difference in availability before and after the improvement to determine whether to trigger a re-analysis or standardization operation. Specifically, key parameters can be written into the MES process database, which is automatically called upon in subsequent new segments to achieve zero data omissions, real-time analysis, traceable improvements, and replicable standards, significantly improving the availability and management efficiency of the marking process.

[0097] In summary, compared with existing scribing processes, the scribing improvement method and system provided in this application have achieved the following positive results in practice:

[0098] 1. Continuous improvement: By continuously cycling through PDCA, problems can be continuously identified and measures can be taken to improve them, thereby achieving a steady improvement in the production process and product quality of the marking process.

[0099] 2. Systematic problem solving: It provides a structured approach to the marking process, ensuring that each problem is fully analyzed and its root cause is found to prevent recurrence.

[0100] 3. Enhance transparency and accountability: During implementation, each step requires a clear plan and record-keeping of results. This enhances team members' sense of responsibility for their work and also increases the transparency of the entire process, making it easier for management to supervise and make decisions.

[0101] 4. Enhance flexibility and adaptability: Through regular inspections and assessments, companies can promptly identify changes and adjust their plans to better adapt to changes in market demands and the internal environment.

[0102] 5. Enhance employee participation: Encouraging every employee to participate in improvement activities enhances teamwork and also increases employee enthusiasm and engagement in their work.

[0103] 6. Reduce costs and improve efficiency: By taking preventative measures to reduce the occurrence of problems, companies can avoid unnecessary rework and waste of resources, thereby reducing operating costs and improving production efficiency.

[0104] 7. Promote standardization and normalization: Emphasize the establishment of standard operating procedures and their strict adherence during implementation. This helps to establish a standardized management system and ensure the consistency and reliability of product quality.

[0105] 8. Enhance customer satisfaction: By continuously improving product and service quality, companies can better meet customer needs, thereby increasing customer satisfaction and loyalty, and enhancing market competitiveness.

[0106] 9. Support the achievement of strategic goals: This approach can be integrated with the company's long-term strategic goals to ensure that every improvement activity moves toward achieving overall business objectives.

[0107] 10. Cultivate a culture of improvement: By integrating PDCA into daily management, companies can establish an organizational culture that proactively seeks improvement, laying a solid foundation for long-term development.

[0108] Therefore, the technical solution provided in this application has high industrial application value because it effectively overcomes the various shortcomings of the prior art.

[0109] The above embodiments are merely illustrative of the principles and effects of this application and are not intended to limit this application. Any person skilled in the art can modify or alter the above embodiments without departing from the spirit and scope of this application. Therefore, all equivalent modifications or alterations made by those skilled in the art without departing from the spirit and technical concept disclosed in this application should still be covered by the claims of this application.

Claims

1. A method for improving the scribing process, characterized in that, At least the following steps are included: S100: Based on the production data of the marking machine, obtain the difference between the target availability rate and the current availability rate; S200: Through process time percentage analysis, identify the problem points that cause the difference in availability and process the problem points hierarchically. S300: Based on the aforementioned problem points and the aforementioned gap values, determine the target improvement value; S400: Determine the improvement method based on the improvement target value, implement the improvement measures, and verify whether the mobility rate has reached the improvement target value.

2. The method for improving the scribing process according to claim 1, characterized in that, Also includes: S500: If the improvement target value is not achieved, repeat step S200 to reanalyze the problem points; if the improvement target value is achieved, standardize the improvement measures.

3. The method for improving the scribing process according to claim 2, characterized in that, The time reduction after implementing each improvement measure is quantified. When the total reduction is greater than or equal to the reduction in non-movable time, it is determined that the improvement target value has been achieved.

4. The method for improving the scribing process according to claim 1, characterized in that, Step S100 includes: S101: Collect time data for each process of the marking machine and calculate the current availability and average quantity of materials; S102: Determine the target availability rate and target quantity based on the target production task; S103: Calculate the difference between the target mobility rate and the current mobility rate.

5. The method for improving the scribing process according to claim 4, characterized in that, In step S100: The availability rate is calculated as follows: Availability rate = Automatic marking time of equipment / Total working time × 100%; where the total working time includes automatic marking time of equipment, waiting time, manual operation time and overhead crane hoisting time; The formula for calculating average material quantity is: Average material quantity = Total monthly marked material quantity / (Number of equipment units × Total monthly shifts).

6. The method for improving the scribing process according to claim 1, characterized in that, The hierarchical approach specifically includes layout issues, equipment issues, and personnel issues; among which, layout issues include equipment stopping to avoid cranes and waiting for marking boards; equipment issues include failure to detect incomplete work in a timely manner and equipment malfunctions; and personnel issues include staff being overwhelmed and long preparation times for day shifts.

7. The method for improving the scribing process according to claim 6, characterized in that, In step S200, the hierarchical problem point processing method is to subdivide the non-movable time into waiting time, manual operation time, and crane hoisting time; based on the proportion of the waiting time, sub-problem points are identified, and the sub-problem points include at least one of the following: equipment stopping to avoid cranes, personnel being too busy, waiting for the marking board, and failure to detect completion in a timely manner; and based on the proportion of each sub-problem point, the problem points with a proportion exceeding the threshold are selected first to implement improvement measures.

8. The method for improving the scribing process according to claim 6, characterized in that, Improvements to address the layout issues include: setting up independent loading and unloading areas for each marking machine to eliminate the problem of waiting for marking boards; and optimizing the overhead crane hoisting path to ensure that the path does not intersect with the working area of ​​the marking machine, thus eliminating the problem of equipment stopping to avoid obstacles. Improvement measures for equipment issues include: adding an automatic return function upon completion to the marking machine to reduce downtime caused by failure to detect completion in a timely manner; implementing daily equipment inspection standards and using genuine ink to reduce the failure rate; Improvement measures to address personnel issues include: eliminating the manual specification verification step and increasing the equipment's fixed-point speed to shorten manual operation time; requiring crane drivers to perform production changeover operations at fixed times to reduce daytime shift preparation time.

9. A line marking improvement system, characterized in that, include: The data acquisition module is used to record the time and quantity data of each process of the marking machine; The analysis module is used to calculate mobility rate, movable quantity, and hierarchical processing of problem points; The target management module is used to set the target value for mobility and the amount of reduction in inactivity time; Improve the execution module to output layout adjustment plans, equipment modification strategies, and personnel operation standards; The verification module is used to compare the difference in mobility before and after the improvement and to determine whether to trigger a re-analysis or standardization operation.

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