發(fā)布時(shí)間：2018-08-26 12:03

【摘要】：隨著經(jīng)濟(jì)快速發(fā)展,市場(chǎng)環(huán)境瞬息萬變,制造型企業(yè),特別是多品種小批量生產(chǎn)的制造型企業(yè)競(jìng)爭(zhēng)越來越激烈,很多企業(yè)想通過先進(jìn)的管理方法與工具來增加企業(yè)的競(jìng)爭(zhēng)力,如建立ERP系統(tǒng)或推進(jìn)精益生產(chǎn)方式,能達(dá)到預(yù)期的效果的并不多。也有些企業(yè)同時(shí)推行這兩種模式,但是很少企業(yè)能將二者有效地整合起來運(yùn)用。通過上馬ERP系統(tǒng)可以得到及時(shí)、準(zhǔn)確的信息,但是缺乏對(duì)生產(chǎn)現(xiàn)場(chǎng)的有效管理；推行精益生產(chǎn)模式可以使企業(yè)以最少的投入得到最多的產(chǎn)出,但是缺少公司級(jí)的模塊,若將二者有效整合,更能夠快速提升企業(yè)的整體運(yùn)營(yíng)效率,達(dá)到效益最大化。本文結(jié)合制造型企業(yè)R公司的運(yùn)營(yíng)狀況,運(yùn)用工業(yè)工程理論和工業(yè)工程技術(shù)來探討制造型企業(yè)如何基于ERP管理模式合理推進(jìn)精益生產(chǎn)模式。分析R公司整體運(yùn)營(yíng)模式,對(duì)組織結(jié)構(gòu)進(jìn)行變革；針對(duì)企業(yè)自身情況,設(shè)計(jì)推拉結(jié)合的ERP-精益生產(chǎn)模式體系；使用精益管理工具：6S管理、全員設(shè)備維護(hù)TPM、標(biāo)準(zhǔn)作業(yè)SW、快速換模SMED等工具對(duì)生產(chǎn)現(xiàn)場(chǎng)進(jìn)行改善；設(shè)計(jì)可視化的信息看板拉動(dòng)生產(chǎn)線準(zhǔn)時(shí)生產(chǎn)JIT,使生產(chǎn)線生產(chǎn)水平趨于同步化和均衡化；通過精益物料、采購和供應(yīng)商管理,消除原材料和外購件的庫存與及時(shí)供給；利用質(zhì)量管理與控制、ERP參數(shù)優(yōu)化及員工管理改善等優(yōu)化方案改善生產(chǎn)過程管理。然后對(duì)R公司實(shí)施ERP和精益推拉結(jié)合系統(tǒng)后進(jìn)行效益分析,分別從運(yùn)營(yíng)效率、主生產(chǎn)計(jì)劃準(zhǔn)確率、質(zhì)量合格率及生產(chǎn)現(xiàn)場(chǎng)等方面作分析。本文論述的方法得以成功實(shí)踐,不僅為R公司帶來明顯的收益,同時(shí)給其他同類型公司起到重要的借鑒作用。
[Abstract]:With the rapid development of economy and the ever-changing market environment, manufacturing enterprises, especially manufacturing enterprises with multiple varieties and small batch production, are becoming more and more competitive. Many enterprises want to increase their competitiveness through advanced management methods and tools. Such as the establishment of ERP systems or the promotion of lean production, can achieve the desired results are few. Some enterprises carry out these two models at the same time, but few enterprises can effectively integrate the two models. Through ERP system, we can get timely and accurate information, but lack of effective management on the production site. The lean production model can make the enterprise get the most output with the least input, but the lack of the company level module, the implementation of the Lean production model can make the enterprise get the most output with the least input, but the lack of the company level module, If the two can be effectively integrated, it can quickly improve the overall operational efficiency of the enterprise and achieve maximum benefit. Based on the operation of R Company, a manufacturing enterprise, this paper discusses how to promote the lean production model based on ERP management mode by using industrial engineering theory and industrial engineering technology. Analyze R Company's overall operating mode, reform the organizational structure, design the ERP- lean production model system based on the enterprise's own situation, use lean management tool, use the lean management tool, Full equipment maintenance TPM, standard operation SW, rapid mold change SMED and other tools to improve the production site; design visual information Kanban to pull the production line on time JIT, production line production level tends to synchronize and equalize; lean materials, Purchasing and supplier management to eliminate inventory and timely supply of raw materials and outsourced parts; improve production process management by optimizing ERP parameters and employee management through quality management and control. Then the benefit analysis is carried out after the implementation of ERP and Lean push-pull system in R Company, respectively from the aspects of operation efficiency, accuracy of master production plan, qualified rate of quality and production site, etc. The successful practice of the method discussed in this paper not only brings obvious profit to R Company, but also plays an important role in reference to other similar companies.
【學(xué)位授予單位】：安徽理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：TB497

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本文編號(hào)：2204813