本文選題：精益思想 + 精益生產(chǎn)�。� 參考：《蘇州大學(xué)》2013年碩士論文

【摘要】：隨著全球經(jīng)濟(jì)的發(fā)展,經(jīng)濟(jì)環(huán)境的不確定性愈發(fā)明顯,現(xiàn)代企業(yè)的競(jìng)爭(zhēng)日趨激烈。企業(yè)中不管是服務(wù)還是產(chǎn)品制造,所需要的制造技術(shù)均可以分成兩大部分：一部分是實(shí)際生產(chǎn)制造中所需要的制造工藝技術(shù)；另一部分是使用企業(yè)的人力、物力、資金和設(shè)備等資源所需要的制造管理技術(shù)。在產(chǎn)品的制造過(guò)程中,兩者是相輔相成且缺一不可的�！は鄬�(duì)而言,企業(yè)之間在所擁有的制造工藝技術(shù)并沒(méi)有很大差別,即使有差別也是很短暫、很容易被消除。而企業(yè)之間存在的真正差別正是制造管理技術(shù),使得企業(yè)的經(jīng)營(yíng)狀況截然不同。本文從此出發(fā)點(diǎn),對(duì)當(dāng)今制造技術(shù)中的核心的精益生產(chǎn)展開(kāi)討論和研究,希望通過(guò)研究,給我國(guó)制造企業(yè)開(kāi)拓一條成功的精益生產(chǎn)之路! 本文針對(duì)H公司當(dāng)前實(shí)際情況,運(yùn)用精益生產(chǎn)理論,對(duì)企業(yè)的生產(chǎn)經(jīng)營(yíng)進(jìn)行了分析和改進(jìn)。本文首先從精益生產(chǎn)方式的誕生、發(fā)展及應(yīng)用展開(kāi)分析,闡述了精益生產(chǎn)的主要工具,以及國(guó)內(nèi)外企業(yè)運(yùn)用精益生產(chǎn)方面的狀況。接著介紹H公司機(jī)器設(shè)備生產(chǎn)運(yùn)作的基本情況,H公司存在的主要問(wèn)題表現(xiàn)為：生產(chǎn)管理效率低,設(shè)備運(yùn)行效能低；生產(chǎn)污染浪費(fèi)嚴(yán)重,經(jīng)濟(jì)成本意識(shí)淡��；現(xiàn)場(chǎng)零亂,定位管理狀況差；員工的素養(yǎng)有待進(jìn)一步提高。為徹底扭轉(zhuǎn)被動(dòng)局面,提高綜合競(jìng)爭(zhēng)力,能使公司健康發(fā)展,制定了相應(yīng)的戰(zhàn)略。為了有效實(shí)施公司戰(zhàn)略,特別是為優(yōu)化制造能力,增強(qiáng)客戶的滿意度,必須進(jìn)行制造改革,希望通過(guò)精益生產(chǎn)的革新活動(dòng),使各項(xiàng)指標(biāo)大幅提升,使公司運(yùn)營(yíng)達(dá)到一個(gè)有競(jìng)爭(zhēng)力的水準(zhǔn)。本文再提出H公司包裝線的精益生產(chǎn)改造的基本思路,主要側(cè)重于H公司應(yīng)用精益管理的生產(chǎn)組織、生產(chǎn)過(guò)程、作業(yè)改善等方面,并對(duì)精益管理的實(shí)施過(guò)程作了重點(diǎn)論述,詳細(xì)介紹了其實(shí)施步驟以及應(yīng)該注意的事項(xiàng),指出其不足,提出改進(jìn)方案。最后總結(jié)歸納出在公司包裝生產(chǎn)線改造中采用精益生產(chǎn)方式進(jìn)行運(yùn)營(yíng)管理的主要問(wèn)題,并對(duì)其提出合理化建議,以期推廣到國(guó)內(nèi)的其他類似企業(yè)中應(yīng)用精益運(yùn)營(yíng)管理。
[Abstract]:With the development of global economy, the uncertainty of economic environment is becoming more and more obvious, and the competition of modern enterprises is becoming more and more fierce. In an enterprise, whether it is service or product manufacturing, the manufacturing technology required can be divided into two parts: one is the manufacturing technology needed in actual production and manufacturing; the other is the use of the human and material resources of the enterprise. Manufacturing management techniques required for resources such as funds and equipment. In the manufacturing process of products, the two are complementary and indispensable. Relatively speaking, there is no great difference between enterprises in the manufacturing technology, even if there is a difference is also very short, it is easy to be eliminated. The real difference between enterprises is the manufacturing management technology, which makes the business conditions very different. From this point of view, this paper discusses and studies lean production, which is the core of manufacturing technology, hoping to open up a successful lean production road for Chinese manufacturing enterprises. According to the actual situation of H Company, this paper analyzes and improves the production and management of the enterprise by using lean production theory. This paper first analyzes the birth, development and application of lean production mode, expounds the main tools of lean production and the situation of domestic and foreign enterprises in the application of lean production. Then introduce the basic situation of production and operation of machinery and equipment in H Company. The main problems of H Company are as follows: low efficiency of production management, low efficiency of equipment operation, serious waste of production pollution, weak consciousness of economic cost, disorder of site, The position management condition is poor; the employee's accomplishment needs to be further improved. In order to completely reverse the passive situation, improve the comprehensive competitiveness, can make the healthy development of the company, formulated the corresponding strategy. In order to effectively implement the company's strategy, especially in order to optimize manufacturing capabilities and enhance customer satisfaction, manufacturing reform is necessary, and it is hoped that through the innovative activities of lean production, the indicators will be greatly improved. Make the company run to a competitive level. This paper puts forward the basic ideas of the lean production transformation of packing line in H Company, mainly focusing on the production organization, production process and job improvement of the lean management in H Company, and the implementation process of lean management is discussed emphatically. The implementation steps and matters needing attention are introduced in detail, its shortcomings are pointed out, and the improvement scheme is put forward. Finally, the paper summarizes the main problems of using lean production mode in the transformation of packaging production line, and puts forward some reasonable suggestions for the application of lean operation management in other similar enterprises in our country.
【學(xué)位授予單位】：蘇州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F273;F426.4

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