【摘要】：電能是電力企業(yè)的唯一的產(chǎn)品,然而能夠生產(chǎn)出電能的相關(guān)設(shè)備卻有千千萬萬,組配成這些設(shè)備的各種零部件更是不計(jì)其數(shù),且電能產(chǎn)生后,其在流通過程中與之相配套的服務(wù)也是多種多樣的。如此一來消除電力浪費(fèi)亦或是降低浪費(fèi),如何在不斷提高效率的前提下降低成本就是電力企業(yè)所需要考慮的問題。本研究選擇精益管理在包鋼供電廠的應(yīng)用研究,目的就是要將精益管理理論與包鋼供電廠實(shí)際的運(yùn)營(yíng)管理結(jié)合起來,實(shí)現(xiàn)包鋼供電廠在生產(chǎn)管理過程中可以將每個(gè)環(huán)節(jié)的浪費(fèi)之處都消除掉,并不斷對(duì)其進(jìn)行改善,進(jìn)而從本質(zhì)上提升包鋼供電廠的運(yùn)營(yíng)效率,提升包鋼供電廠的利潤(rùn),同時(shí)推動(dòng)管理上的不斷創(chuàng)新。本研究在綜合回顧了前人研究成果基礎(chǔ)上,對(duì)精益管理相關(guān)理論進(jìn)行了梳理,明確了精益化運(yùn)營(yíng)管理的定義,精益化運(yùn)營(yíng)管理的工具闡述了精益化運(yùn)營(yíng)管理的原則。之后指出了包鋼供電廠當(dāng)前的生產(chǎn)運(yùn)營(yíng)情況,分析存在的問題,就電廠的實(shí)際現(xiàn)狀還有生產(chǎn)運(yùn)營(yíng)現(xiàn)狀進(jìn)行了客觀闡述,從計(jì)劃部、物流部、運(yùn)營(yíng)部三個(gè)部門指出了包鋼供電廠生產(chǎn)技術(shù)部存在的問題,從生產(chǎn)管理目標(biāo),生產(chǎn)流程,電力設(shè)備維護(hù)管理人力資源的管理四個(gè)方面指出了包鋼供電廠調(diào)度生產(chǎn)部門存在的問題。針對(duì)這些問題,提出了包鋼供電廠應(yīng)引入精益管理理念,加強(qiáng)精益生產(chǎn)的宣傳與推進(jìn)。在物流系統(tǒng)應(yīng)該做物料的JIT、做供應(yīng)商的管理庫存,提升優(yōu)化生產(chǎn)組織和調(diào)度生產(chǎn)流程,推行基于5S的生產(chǎn)現(xiàn)場(chǎng)管理,推行8D法提升人力資源素質(zhì)。提出了對(duì)精益生產(chǎn)小組進(jìn)行重新組建;全面系統(tǒng)地加以宣傳培訓(xùn);實(shí)現(xiàn)精益物流的實(shí)施;對(duì)組織結(jié)構(gòu)加以調(diào)整;生產(chǎn)流程優(yōu)化任務(wù)的實(shí)施;對(duì)生產(chǎn)現(xiàn)場(chǎng)管理進(jìn)行優(yōu)化;做好定期檢查;開展方式等等具體的精益生產(chǎn)實(shí)施策略。研究過程以包鋼供電廠現(xiàn)實(shí)情況為立足點(diǎn),結(jié)合包鋼供電廠現(xiàn)存問題。但是隨著包鋼供電廠綜合外部環(huán)境的變化,企業(yè)內(nèi)部的各部門和影響因素也會(huì)不斷變化,而本研究成果還缺少實(shí)踐檢驗(yàn),因此難免存在不足,對(duì)此將利用職務(wù)之便把研究成果成交包鋼供電廠領(lǐng)導(dǎo)以供參考,在今后的學(xué)習(xí)生活中也將對(duì)包鋼供電廠精益管理理論和實(shí)踐進(jìn)行持續(xù)關(guān)注。
[Abstract]:Electric energy is the only product of electric power enterprises. However, there are tens of thousands of related equipments that can produce electric energy. Its circulation process with its matching services are also diverse. Therefore, how to reduce the cost under the condition of increasing efficiency is the problem that should be considered by electric power enterprises. The purpose of this study is to combine lean management theory with the actual operation management of Baogang Power Plant. In the process of production management of Baogang Power Plant, the waste of every link can be eliminated, and the waste of each link can be continuously improved, so as to improve the operation efficiency of Baotou Iron and Steel Power Plant in essence and increase the profit of Baotou Iron and Steel Power Plant. At the same time, promote continuous innovation in management. Based on the comprehensive review of the previous research results, this study combed the relevant theories of lean management, defined the definition of lean operation management, and elaborated the principles of lean operation management with the tools of lean operation management. Then it points out the current production and operation situation of Baotou Iron and Steel Power Plant, analyzes the existing problems, and gives an objective exposition on the actual situation of the power plant as well as the production and operation status, from the planning department, the logistics department, The three departments of the operation department pointed out the problems existing in the production technology department of Baotou Steel Power Plant, from the production management objectives, the production process, This paper points out the problems existing in the dispatching production department of Baogang Power Plant in four aspects of human resource management of power equipment maintenance and management. Aiming at these problems, it is put forward that the lean management concept should be introduced into Baotou Iron and Steel Power Plant, and the propaganda and promotion of lean production should be strengthened. In the logistics system, the JIT, should do the material management inventory, improve the production organization and scheduling production process, promote the 5S-based production site management, and promote the 8D method to improve the quality of human resources. Put forward to reorganize the lean production group; publicize and train comprehensively and systematically; realize the implementation of lean logistics; adjust the organizational structure; carry out the task of optimizing production process; optimize the management of production site; Make regular inspection; carry out the way and so on specific lean production implementation strategy. The research process is based on the actual situation of Baotou Iron and Steel Power Plant, combined with the existing problems of Baotou Iron and Steel Power Plant. However, with the change of the comprehensive external environment of Baotou Iron and Steel Power Plant, the internal departments and influencing factors of the enterprise will be constantly changing, and the research results are still lack of practical test, so it is inevitable that there are shortcomings. In this regard, the research results will be traded for the reference of the leaders of the power plant, and the theory and practice of lean management of the power plant will be continuously paid attention to in the future study and life of Baogang Power Plant.
【學(xué)位授予單位】：西安建筑科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F426.61

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