【摘要】：隨著經(jīng)濟的全球化,市場的國際化,尤其是近年各類金融危機的爆發(fā),中國制造業(yè)受到來自全球的競爭愈演愈烈,特別是出口加工型企業(yè),壓力巨大。深圳中集專用車——作為外向性中端交通運輸裝備制造企業(yè),面臨的競爭非常殘酷：海外市場面臨其本土企業(yè)以及國內(nèi)競爭對手的強勢競爭,在國內(nèi)市場各專用車廠爭奪異常激烈的同時,部分歐美專用車企業(yè)來到中國建廠搶占市場。公司以前主要是靠賺取勞動力差價以及依靠國內(nèi)優(yōu)惠政策盈利,伴隨中國勞動力成本的上升,海運成本的增加,人民幣相對美元升值,以及國內(nèi)外客戶對質(zhì)量、交貨期、價格等的要求的提高,給企業(yè)的發(fā)展和盈利帶到了非常大的挑戰(zhàn)。 本文介紹了運營管理／工業(yè)工程、精益生產(chǎn)、標(biāo)準(zhǔn)作業(yè)的一些基本理論和方法,結(jié)合本企業(yè)的生產(chǎn)作業(yè)與管理特點,就企業(yè)存在的生產(chǎn)實際問題,結(jié)合精益思想理論,對標(biāo)準(zhǔn)作業(yè)的方案設(shè)計、制度流程進行了詳細的介紹。首先介紹標(biāo)準(zhǔn)作業(yè)模塊開發(fā)的必要性,隨后借鑒先進企業(yè)推行標(biāo)準(zhǔn)作業(yè)的經(jīng)驗,設(shè)計了自己的標(biāo)準(zhǔn)作業(yè)模塊方案,最后運用設(shè)計方案結(jié)合企業(yè)的實際生產(chǎn)進行實施,采用以點帶面再立體推廣的步驟,從試點線開始,逐步全面推廣,邊實施邊總結(jié),邊總結(jié)邊修正,從實踐到理論,再從理論到實踐,循環(huán)前進。本文旨在通過對中集集團ONE精益管理模式的子模塊——標(biāo)準(zhǔn)作業(yè)的開發(fā)、設(shè)計和應(yīng)用推廣,將深圳專用車的生產(chǎn)作業(yè)過程進行標(biāo)準(zhǔn)化,以提高生產(chǎn)效率,穩(wěn)定產(chǎn)品質(zhì)量,縮短交貨期,提高及時交付率。
[Abstract]:With the globalization of the economy and the internationalization of the market, especially the outbreak of various financial crises in recent years, the Chinese manufacturing industry has been increasingly competitive from all over the world, especially the export processing enterprises. Shenzhen Zhongji Special vehicle, as an outgoing mid-end transportation equipment manufacturer, faces a very harsh competition: overseas markets face strong competition from their local companies and domestic competitors. At the same time, some European and American special vehicle enterprises come to China to build factories to seize the market. In the past, the company mainly relied on earning labor differentials and relying on domestic preferential policies to make profits. With the rise of labor costs in China, the increase in shipping costs, the appreciation of the RMB relative to the US dollar, and the quality and delivery time of domestic and foreign customers, Price and other requirements of the increase, to the development of enterprises and profits to a very big challenge. This paper introduces some basic theories and methods of operation management / industrial engineering, lean production, standard operation, combined with the characteristics of production operation and management of the enterprise, and combines the lean thought theory with the production practical problems existing in the enterprise. The scheme design and system flow of standard operation are introduced in detail. This paper first introduces the necessity of developing standard operating module, and then designs its own standard operating module scheme for reference from the experience of advanced enterprises in carrying out standard operation. Finally, the design scheme is implemented in combination with the actual production of the enterprise. This paper adopts the step of point belt and stereoscopic promotion, starting from the pilot line, gradually popularizing in an all-round way, summarizing while carrying out, revising while summarizing, from practice to theory, from theory to practice, and then from theory to practice, moving forward in a circular way. The purpose of this paper is to standardize the production process of Shenzhen special vehicle through the development, design and application of the sub-module of ONE lean management mode of CIMC, in order to improve the production efficiency and stabilize the product quality. Shorten delivery time and improve timely delivery rate.
【學(xué)位授予單位】：蘭州大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F426.471;F273

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