本文關(guān)鍵詞： 精益生產(chǎn) 作業(yè)改善 物流仿真 工廠浪費(fèi) 增加價(jià)值　出處：《吉林大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：自改革開放以來,借助中國龐大的人口紅利和國家政策支持,OEM產(chǎn)業(yè)發(fā)展如火如荼,為中國制造業(yè)發(fā)展積累了一定的科研和管理基礎(chǔ)。但是自2008年金融危機(jī)以來,受出口貿(mào)易低迷、招工難問題及低端制造向東南亞遷移的影響,很多中小企業(yè)倒閉,從事出口型低端制造的企業(yè)不得不通過降低加工費(fèi)、提高品質(zhì)來爭取訂單。如何提升內(nèi)部管理水平,進(jìn)一步提升成本管控競爭力是一個(gè)關(guān)系制造企業(yè)生存的重要問題。F公司是以O(shè)EM業(yè)務(wù)為主的制造企業(yè),憑借出色的供應(yīng)鏈垂直整合能力和精益管理能力連續(xù)多年蟬聯(lián)中國出口500強(qiáng)首位。F公司已經(jīng)持續(xù)投資中國28年,形成一套內(nèi)部本土化管理的成功模式,值得被各制造企業(yè)研究和學(xué)習(xí),以提升各企業(yè)的管理水平。本文以作者工作的F公司煙臺(tái)廠的J生產(chǎn)線作業(yè)改善為研究對象,在充分理解生產(chǎn)系統(tǒng)和F公司的改善體系基礎(chǔ)上,用精益思想對生產(chǎn)作業(yè)管理改進(jìn)的應(yīng)用方法進(jìn)行研究總結(jié),形成一套提升管理水平、降低生產(chǎn)線成本的改善體系。論文研究共分為四個(gè)大部分。第一部分,通過精益教材的總結(jié),闡述精益思想的核心和觀點(diǎn),明確“為客戶增加價(jià)值”是精益思想指導(dǎo)所有改善的核心所在;調(diào)查研究國內(nèi)應(yīng)用精益思想的常見方式并分析各自優(yōu)缺點(diǎn);閱讀應(yīng)用精益思想指導(dǎo)改善的相關(guān)文獻(xiàn)研究,闡述其在本論文研究中的可借鑒部分。第二部分,簡要介紹F公司的概況,描述J生產(chǎn)線的布局、人力配置等改善現(xiàn)狀參數(shù),陳述改善的壓力和存在的問題,量化分析效率、良率、面積幾個(gè)改善方向的可行性并進(jìn)行選擇進(jìn)行作業(yè)效率改善;圍繞作業(yè)標(biāo)準(zhǔn)化少人化、廠內(nèi)流程優(yōu)化和智慧自動(dòng)化三個(gè)核心出發(fā),詳細(xì)設(shè)計(jì)和評估可行的改善方案;分析過程中不僅僅應(yīng)用傳統(tǒng)的流程分析、生產(chǎn)線平衡方法,并在復(fù)雜的人機(jī)配合、自動(dòng)化分析中應(yīng)用IE仿真技術(shù)。第三部分,為保證改善方案得到實(shí)施落地并建立企業(yè)的持續(xù)改善文化,使用“損失工時(shí)系統(tǒng)”和“提案改善系統(tǒng)”等相關(guān)輔助方法;對比改善前后的產(chǎn)線面積、人員效率等成果。第四部分對論文進(jìn)行最后總結(jié),以利于讀者對改善體系的整體把握。論文重點(diǎn)研究如何應(yīng)用精益思想指導(dǎo)生產(chǎn)線作業(yè)改善的實(shí)踐方法,使用實(shí)例對精益的八大浪費(fèi)篩查、七大手法的應(yīng)用、系統(tǒng)仿真使用的情景、自動(dòng)化應(yīng)用的機(jī)會(huì)尋找等方面做了較為詳細(xì)的闡述,并提供了相關(guān)的部分改善點(diǎn)細(xì)節(jié),期望對國內(nèi)制造企業(yè)的作業(yè)改善活動(dòng)提供一些有效的參考。
[Abstract]:Since the reform and opening up, with the help of China's huge demographic dividend and national policies to support the development of OEM industry in full swing. It has accumulated some scientific research and management foundation for the development of Chinese manufacturing industry. But since the financial crisis in 2008, it has been affected by the downturn of export trade, the employment difficulties and the migration of low-end manufacturing to Southeast Asia. Many small and medium-sized enterprises close down, the enterprises engaged in export-oriented low-end manufacturing have to reduce processing fees, improve quality to fight for orders. How to improve the level of internal management. To further enhance the competitiveness of cost control is an important issue related to the survival of manufacturing enterprises. F Company is a manufacturing enterprise based on OEM business. With the excellent vertical integration ability and lean management ability of supply chain, F Company has been continuously invested in China for 28 years, forming a successful model of internal localization management. It is worth to be studied and studied by all manufacturing enterprises in order to improve the management level of each enterprise. This paper takes the improvement of J production line of Yantai factory, where the author works, as the research object. On the basis of fully understanding the production system and the improvement system of F Company, this paper studies and summarizes the application methods of the improvement of production operation management with lean thought, and forms a set of improving management level. The thesis is divided into four parts. The first part, through the summary of lean teaching materials, expounds the core and viewpoint of lean thought. Clearly "add value to customers" is the core of lean thinking to guide all improvements; To investigate and study the common ways of applying lean thought in China and analyze their advantages and disadvantages; Read the application of Lean ideas to guide the improvement of the relevant literature, expound its use for reference in this paper. Part two, briefly introduce the general situation of F Company, describe the layout of J production line. Improve the current situation parameters such as manpower allocation, state the pressure of improvement and existing problems, analyze the feasibility of improving efficiency, yield and area, and choose to improve the working efficiency. Focusing on the three cores of job standardization, process optimization and intelligent automation, detailed design and evaluation of feasible improvement programs; In the process of analysis, not only the traditional process analysis, production line balance method, and in the complex man-machine coordination, automation analysis of the application of IE simulation technology. Part three. (B) to ensure that improvement programmes are implemented and a culture of continuous improvement in the enterprise is established, relevant complementary methods, such as "lost hours system" and "proposal improvement system", are used; Compare the area of production line before and after improvement, personnel efficiency and other results. 4th part of the final summary of the paper. In order to facilitate readers to improve the overall grasp of the system. The paper focuses on how to use lean ideas to guide the practice of production line operation improvement, use examples of the eight waste screening lean, the application of seven techniques. The situation of system simulation, the opportunity of automatic application and so on are described in detail, and some improvement details are provided. It is expected to provide some effective reference for the domestic manufacturing enterprises'job improvement activities.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F426.6;F273

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