本文選題：螺桿式壓縮機(jī) + 精益生產(chǎn)��； 參考：《吉林大學(xué)》2017年碩士論文

【摘要】：第二次世界大戰(zhàn)以后,日本豐田汽車企業(yè)通過(guò)使用精益生產(chǎn)方式來(lái)不斷提高市場(chǎng)競(jìng)爭(zhēng)力。20世紀(jì)70年代后期,歐美國(guó)家和日本企業(yè)開(kāi)始全面使用精益生產(chǎn)管理模式,逐漸形成了十分獨(dú)特的精益生產(chǎn)文化,精益生產(chǎn)為這些企業(yè)帶來(lái)巨大的市場(chǎng)競(jìng)爭(zhēng)力,成就了許多大型跨國(guó)企業(yè)。我國(guó)早在二十世紀(jì)八十年代就開(kāi)始,一些大型企業(yè)就開(kāi)始引進(jìn)了精益生產(chǎn),期待借鑒外部先進(jìn)的經(jīng)驗(yàn)和管理方法解決生產(chǎn)中存在的問(wèn)題,但在實(shí)際操作過(guò)程中由于受到企業(yè)文化、管理體制、員工素質(zhì)等多方面因素限制,發(fā)現(xiàn)難以獲得成功。近幾年隨著外資企業(yè)的增多,國(guó)內(nèi)的一些優(yōu)秀企業(yè)通過(guò)交流學(xué)習(xí),正在不斷摸索適合自己的精益生產(chǎn)模式。本文結(jié)合W公司螺桿式壓縮機(jī)實(shí)際生產(chǎn)狀況,通過(guò)價(jià)值流分析方法,利用價(jià)值流圖對(duì)企業(yè)生產(chǎn)流程中各個(gè)環(huán)節(jié)進(jìn)行分析,查找企業(yè)各個(gè)生產(chǎn)環(huán)節(jié)中存在得浪費(fèi)原因,研究如何運(yùn)用精益生產(chǎn)理論指導(dǎo)企業(yè)優(yōu)化現(xiàn)有的螺桿式壓縮機(jī)生產(chǎn)線。分析W公司螺桿式壓縮機(jī)生產(chǎn)線存在的問(wèn)題,提出優(yōu)化方案,幫組企業(yè)改善生產(chǎn)狀態(tài)。文章首先介紹選題背景及意義,對(duì)精益生產(chǎn)理論及價(jià)值流分析法進(jìn)行簡(jiǎn)要的介紹。利用價(jià)值圖分析方法對(duì)W公司螺桿式壓縮機(jī)的生產(chǎn)裝配線進(jìn)行全面解析,繪制價(jià)值流圖。通過(guò)分析當(dāng)前價(jià)值流圖發(fā)現(xiàn)生產(chǎn)制造系統(tǒng)的需要改善的環(huán)節(jié)。根據(jù)W企業(yè)2017年螺桿式壓縮機(jī)銷售預(yù)測(cè)和最新發(fā)展規(guī)劃,以精益生產(chǎn)理論為指導(dǎo),為W公司設(shè)計(jì)螺桿式壓縮機(jī)生產(chǎn)的最新價(jià)值流圖,研究制定螺桿式壓縮機(jī)生產(chǎn)制造系統(tǒng)優(yōu)化方案,設(shè)計(jì)出符合現(xiàn)實(shí)意義的生產(chǎn)制造系統(tǒng),并組織實(shí)施。課題研究的過(guò)程中,筆者基于客戶不同的需求,對(duì)螺桿桿式壓縮機(jī)生產(chǎn)系統(tǒng)產(chǎn)能以及在線庫(kù)存等問(wèn)題進(jìn)行了詳細(xì)的分析和闡述。利用詳細(xì)數(shù)據(jù)進(jìn)行計(jì)算,對(duì)實(shí)施精益生產(chǎn)后桿式壓縮機(jī)生產(chǎn)的各個(gè)指標(biāo)進(jìn)行了詳細(xì)的論證,指出了精益生產(chǎn)方式本身所具有的優(yōu)勢(shì)。目前,越來(lái)越多的企業(yè)已經(jīng)認(rèn)識(shí)到精益生產(chǎn)理論對(duì)企業(yè)發(fā)展具有的現(xiàn)實(shí)意義,嘗試?yán)镁胬碚搧?lái)優(yōu)化企業(yè)生產(chǎn),期待取得成功。但是對(duì)于企業(yè)來(lái)說(shuō),必須認(rèn)識(shí)到精益生產(chǎn)方式并不是通過(guò)一次生產(chǎn)線的優(yōu)化就可以達(dá)到的,精益生產(chǎn)實(shí)際上是一個(gè)持續(xù)改善,追求盡善盡美的過(guò)程。只有在分析-改善-再分析-再改善的過(guò)程中,不斷地消除浪費(fèi),研究摸索符合企業(yè)自身的生產(chǎn)方式,企業(yè)才會(huì)在不斷完善中發(fā)展壯大。精益理論雖然時(shí)一種外來(lái)理論,但是隨著在各行各業(yè)應(yīng)用的增多,它也一定會(huì)在中國(guó)得到豐富和升華,為中國(guó)企業(yè)發(fā)展壯大發(fā)揮巨大的作用。
[Abstract]:After the second World War, Toyota automobile enterprises in Japan used lean production methods to continuously improve their market competitiveness. In the late 1970s, European and American countries and Japanese enterprises began to use lean production management mode in an all-round way. Gradually formed a very unique lean production culture, lean production for these enterprises to bring huge market competitiveness, has achieved many large multinational enterprises. As early as the 1980s, some large enterprises in China began to introduce lean production, hoping to learn from advanced external experience and management methods to solve the problems in production. However, due to the limitations of corporate culture, management system, staff quality and so on, it is difficult to achieve success in the actual operation process. In recent years, with the increase of foreign-funded enterprises, some excellent enterprises in China are exploring their own lean production model through exchange and study. Combined with the actual production situation of screw compressor in W Company, this paper analyzes every link in the production process by using value flow diagram through value flow analysis method, and finds out the reasons for waste in every production link of enterprise. This paper studies how to use lean production theory to guide enterprises to optimize the existing screw compressor production line. This paper analyzes the problems existing in the production line of screw compressor in W Company, and puts forward the optimization scheme to improve the production status of the group enterprise. This paper first introduces the background and significance of the topic, and briefly introduces the lean production theory and value flow analysis method. The production and assembly line of screw compressor in W Company is analyzed by using value chart analysis method, and the value flow diagram is drawn. Through the analysis of the current value flow diagram, we find that the manufacturing system needs to be improved. According to the sales forecast and latest development plan of screw compressor in 2017, and guided by lean production theory, this paper designs the latest value flow chart of screw compressor production for W Company. The optimization scheme of manufacturing system for screw compressor is studied, and the production and manufacturing system is designed and implemented. In the course of the research, based on the different needs of the customers, the production capacity and online inventory of screw rod compressor production system are analyzed and expounded in detail. By using the detailed data to calculate, every index of the rod compressor production after lean production is demonstrated in detail, and the advantages of lean production mode itself are pointed out. At present, more and more enterprises have realized the practical significance of lean production theory for the development of enterprises, try to use lean theory to optimize enterprise production, expect success. But for enterprises, we must realize that lean production is not achieved through the optimization of a production line, lean production is in fact a continuous improvement, the pursuit of perfect process. Only in the process of analysis-better-re-analysis-re-improvement, constantly eliminating waste, researching and groping the mode of production in line with the enterprise itself, can the enterprise develop and grow stronger and stronger in the process of continuous improvement. Lean theory is a kind of foreign theory, but with the increase of its application in various industries, it will be enriched and sublimated in China, which will play a great role in the development and growth of Chinese enterprises.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F273;F426.4

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