【摘要】：改革開(kāi)放30多年以來(lái)中國(guó)制造業(yè)得到長(zhǎng)足發(fā)展,然而伴隨著2008年金融危機(jī),中國(guó)制造業(yè)黃金時(shí)期已過(guò),正面臨著窘境。“中國(guó)制造”所代表的廉價(jià)成本和優(yōu)惠政策時(shí)代一去不返,真正進(jìn)入了微利時(shí)代。失去了成本優(yōu)勢(shì),制造業(yè)的利潤(rùn)普遍只有10%甚至更低,面對(duì)一系列的挑戰(zhàn),精益生產(chǎn)的推行勢(shì)在必行。 本文在對(duì)精益生產(chǎn)理論體系進(jìn)行闡述的基礎(chǔ)上,針對(duì)大連富士工具有限公司的刀具車間生產(chǎn)現(xiàn)場(chǎng)存在的主要問(wèn)題,應(yīng)用精益生產(chǎn)的相關(guān)理論方法進(jìn)行現(xiàn)狀分析、問(wèn)題查找、改善方案制定并開(kāi)展現(xiàn)場(chǎng)改善活動(dòng),包括“7S”管理,工藝流程優(yōu)化,生產(chǎn)設(shè)備布局規(guī)劃,生產(chǎn)線平衡等,取得一定成效。通過(guò)分析車間當(dāng)前情況,繪制設(shè)備布局圖和物料流向圖,直觀表現(xiàn)刀具車間目前的現(xiàn)場(chǎng)動(dòng)態(tài),反映出設(shè)備布局與物流運(yùn)輸之間存在的巨大矛盾,并且分析車間環(huán)境、現(xiàn)場(chǎng)管理、人員配置、設(shè)備維護(hù)等方面的現(xiàn)狀,列舉刀具車間存在的缺陷。針對(duì)刀具車間存在的問(wèn)題,本文的主要內(nèi)容包括以下幾個(gè)方面： 首先,闡述了在市場(chǎng)競(jìng)爭(zhēng)日益激烈的前提下,以多品種、小批量為生產(chǎn)模式的制造型企業(yè)所面臨的巨大挑戰(zhàn),即生產(chǎn)效率低下、生產(chǎn)成本偏高。為了應(yīng)對(duì)這一現(xiàn)象,越來(lái)越多的企業(yè)將精益生產(chǎn)的思想應(yīng)用到企業(yè)管理中。介紹了國(guó)內(nèi)外學(xué)者對(duì)于精益生產(chǎn)理論與應(yīng)用的研究情況。分析介紹在車間現(xiàn)場(chǎng)改善中用到的工具與方法。 其次,介紹大連富士工具有限公司現(xiàn)狀與形式,確定以刀具車間為研究對(duì)象,分析車間現(xiàn)場(chǎng)存在的問(wèn)題。針對(duì)各項(xiàng)問(wèn)題,逐一改善。使用“7S”管理方法,對(duì)現(xiàn)場(chǎng)環(huán)境徹底整理、整頓,并開(kāi)展員工培訓(xùn),目的就是保證“7S”深入貫徹與長(zhǎng)久實(shí)施；逐條分析現(xiàn)有工藝流程,從下料到入庫(kù),每一環(huán)節(jié)是否存在缺陷,對(duì)所提出的問(wèn)題進(jìn)行改進(jìn)；使用SLP方法,將車間的各個(gè)機(jī)群的相對(duì)位置進(jìn)行分析、重排,得出可行方案,運(yùn)用加權(quán)因素評(píng)價(jià)法,確定最優(yōu)布局；計(jì)算生產(chǎn)節(jié)拍,找出車間現(xiàn)存的瓶頸工序,進(jìn)行工作研究,得出改進(jìn)后的時(shí)間和生產(chǎn)率,從而縮短生產(chǎn)周期。 最后,對(duì)改進(jìn)前后的生產(chǎn)車間各項(xiàng)指標(biāo)進(jìn)行對(duì)比,以物料運(yùn)輸距離、生產(chǎn)周期、生產(chǎn)線平衡率為重點(diǎn),明確精益生產(chǎn)對(duì)于車間現(xiàn)場(chǎng)管理應(yīng)用的可行性與實(shí)用性。 本文注重理論與實(shí)際的結(jié)合,通過(guò)大量閱讀文獻(xiàn),掌握精益生產(chǎn)的歷史背景與發(fā)展變革,掌握精益生產(chǎn)方法在制造型企業(yè)的應(yīng)用現(xiàn)狀,針對(duì)自己實(shí)習(xí)的企業(yè),應(yīng)用理論方法,發(fā)現(xiàn)問(wèn)題,解決問(wèn)題,實(shí)現(xiàn)精益思想在企業(yè)的深入應(yīng)用。本文中所有方法與思想的應(yīng)用,都具有普遍通用性,對(duì)于以后企業(yè)的精益化改革,可以提供參考。
[Abstract]:China's manufacturing industry has been developing rapidly since the reform and opening up for more than 30 years. However, with the financial crisis of 2008, the golden period of China's manufacturing industry has passed and is facing a dilemma. The era of cheap costs and preferential policies represented by "made in China" is gone and has really entered the era of small profits. Loss of cost advantage, manufacturing profit is generally only 10% or less, faced with a series of challenges, lean production is imperative. On the basis of expatiating the theory system of lean production, aiming at the main problems existing in the cutting tool workshop of Dalian Fuji tools Co., Ltd., this paper applies the relevant theory and methods of lean production to analyze the present situation and find out the problems. Make and carry out site improvement activities, including "7s" management, process optimization, production equipment layout planning, production line balance and so on, and achieve certain results. By analyzing the current situation of the workshop, drawing the layout diagram of the equipment and the flow chart of the materials, the paper intuitively shows the present field dynamics of the tool shop, reflects the huge contradiction between the layout of the equipment and the transportation of the logistics, and analyzes the workshop environment and the field management. Staffing, equipment maintenance and other aspects of the current situation, enumerating the defects of the tool workshop. The main contents of this paper include the following aspects: first of all, under the premise of the increasingly fierce competition in the market, there are many varieties. Small batch is a great challenge for manufacturing enterprises in production mode, that is, low production efficiency and high production cost. In order to deal with this phenomenon, more and more enterprises apply the idea of lean production to enterprise management. This paper introduces the research of lean production theory and application at home and abroad. The tools and methods used in the improvement of workshop site are analyzed and introduced. Secondly, the paper introduces the present situation and form of Dalian Fuji tools Co., Ltd. Aim at each problem, improve one by one. By using the "7s" management method, the site environment is thoroughly sorted out, rectified, and staff training is carried out in order to ensure that "7S" is thoroughly carried out and implemented for a long time. Whether there are defects in each link, the proposed problems are improved, and the relative position of each cluster in the workshop is analyzed and rearranged by using SLP method, and the feasible scheme is obtained, and the optimal layout is determined by using the weighted factor evaluation method. In order to shorten the production cycle, the production rhythm is calculated, the existing bottle-neck processes are found out, the work is studied, and the improved time and productivity are obtained. Finally, by comparing the indexes of the workshop before and after the improvement, the feasibility and practicability of lean production for the field management of the workshop are determined by focusing on the material transportation distance, production cycle and production line balance rate. This paper pays attention to the combination of theory and practice, through reading a lot of literature, grasp the historical background and development of lean production, grasp the current situation of lean production in manufacturing enterprises, and apply theory and method to the enterprises in which they practice. Discover the problem, solve the problem, realize the deep application of the lean thought in the enterprise. The application of all the methods and ideas in this paper is universal and can be used as a reference for the lean reform of enterprises in the future.
【學(xué)位授予單位】：東北農(nóng)業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：TH186

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 孫建華,高廣章,蔣志強(qiáng);生產(chǎn)線平衡的手段與方法研究[J];成組技術(shù)與生產(chǎn)現(xiàn)代化;2004年04期

2 潘爭(zhēng)亮;包立宏;;精益生產(chǎn)理念在中國(guó)制造業(yè)的應(yīng)用[J];化工管理;2008年03期

3 王文章;論精益生產(chǎn)與精益企業(yè)[J];工業(yè)工程;2001年01期

4 胡查輝;陸靜平;;精益生產(chǎn)流程構(gòu)筑與看板管理[J];管理觀察;2008年21期

5 李毓強(qiáng);系統(tǒng)論的理論與在工廠布置中的應(yīng)用[J];化工設(shè)計(jì);1999年05期

6 李潤(rùn)茹;精益生產(chǎn)方式研究及生產(chǎn)方式的未來(lái)[J];經(jīng)濟(jì)師;2005年11期

7 陳紹文;精益企業(yè)價(jià)值——精益思想的新發(fā)展[J];CAD/CAM與制造業(yè)信息化;2004年03期

8 占書(shū)芳;張曉川;廖三立;;基于負(fù)荷平衡的流水線生產(chǎn)節(jié)拍設(shè)計(jì)[J];武漢理工大學(xué)學(xué)報(bào)(交通科學(xué)與工程版);2007年01期

9 葉曉素;蔡勇;;精益生產(chǎn)方式下生產(chǎn)線平衡的研究[J];機(jī)電工程技術(shù);2009年11期

10 李詩(shī)珍;杜文宏;;基于SLP思想的配送中心布置設(shè)計(jì)研究[J];科技管理研究;2006年10期

相關(guān)博士學(xué)位論文 前1條

1 梁秋鴻;精益生產(chǎn)方式組織文化要素及其度量研究[D];南開(kāi)大學(xué);2010年

，

本文編號(hào)：2181977