本文選題：制藥行業(yè)　+ 精益生產(chǎn)　；參考：《天津大學(xué)》2013年碩士論文

【摘要】：B公司為了提高產(chǎn)能以滿足在中國(guó)日益增長(zhǎng)的業(yè)務(wù)需求，并為了符合中國(guó)藥品食品總局關(guān)于大容量注射劑包材的要求，在天津工廠投資2億5千萬(wàn)人民幣擴(kuò)建兩條新產(chǎn)品線。本文以精益生產(chǎn)管理理論為基礎(chǔ)，對(duì)B公司的生產(chǎn)運(yùn)營(yíng)體系和模式進(jìn)行深入研究，使新產(chǎn)品線更快地給市場(chǎng)供貨、縮短產(chǎn)品制造周期、更有競(jìng)爭(zhēng)力的產(chǎn)品質(zhì)量?jī)?yōu)勢(shì)、用更低的成本、更快的存貨周轉(zhuǎn)率，提高工廠的生產(chǎn)運(yùn)營(yíng)水平，增加產(chǎn)品的市場(chǎng)競(jìng)爭(zhēng)力。B公司天津廠因無(wú)菌藥品的特殊要求而導(dǎo)致成品庫(kù)存很高；因主要原材料由美國(guó)總部提供而導(dǎo)致采購(gòu)周期長(zhǎng)；因新產(chǎn)品線設(shè)計(jì)不合理而導(dǎo)致在制品庫(kù)存高；因新產(chǎn)品線員工技能水品低而導(dǎo)致生產(chǎn)效率低、報(bào)廢率高；由于質(zhì)量管理體系復(fù)雜、流程繁瑣而導(dǎo)致改善周期長(zhǎng)。本文研究了影響B(tài)公司天津廠新產(chǎn)品線現(xiàn)有生產(chǎn)運(yùn)營(yíng)存在的問(wèn)題，根據(jù)制藥行業(yè)的特點(diǎn)對(duì)現(xiàn)有存在的問(wèn)題分別從價(jià)值流分析、員工培訓(xùn)、新項(xiàng)目管理等方面進(jìn)行分析，并提出解決問(wèn)題方法。本文提出了將精益生產(chǎn)管理理念和制藥行業(yè)運(yùn)營(yíng)特點(diǎn)相結(jié)合的管理手段，將精益生產(chǎn)工具領(lǐng)導(dǎo)者作業(yè)標(biāo)準(zhǔn)、每日責(zé)任、運(yùn)籌學(xué)最優(yōu)解（平行生產(chǎn)）、精益訓(xùn)練營(yíng)及A3等應(yīng)用于日常生產(chǎn)運(yùn)營(yíng)，改善工廠生產(chǎn)運(yùn)營(yíng)方式。B公司通過(guò)上述活動(dòng)取得了顯著成效，提高了生產(chǎn)效率，，大大降低了廢棄率，降低庫(kù)存水平，建立持續(xù)改進(jìn)的企業(yè)文化，在不降低產(chǎn)品質(zhì)量的前提下增加了新產(chǎn)品線的運(yùn)營(yíng)能力和整體競(jìng)爭(zhēng)力。
[Abstract]:In order to increase production capacity to meet the growing business demand in China, and to meet the requirements of the State Administration of Medicine and Food on large volume injection packaging materials, Company B invested 250 million RMB in the Tianjin plant to expand two new product lines.On the basis of lean production management theory, this paper makes a deep research on the production and operation system and mode of B Company, so that the new product line can supply the market more quickly, shorten the product manufacturing cycle, and make the product quality more competitive.With lower cost, faster inventory turnover, improve the production and operation level of the factory, increase the market competitiveness of products. B company Tianjin factory due to the special requirements of aseptic drugs lead to high inventory of finished products;The main raw materials provided by the United States headquarters lead to a long procurement cycle; the unreasonable design of the new product line leads to the high inventory of in-process products; the production efficiency is low and the scrap rate is high because of the low skills of the staff in the new product line.Because the quality management system is complex and the process is cumbersome, the improvement period is long.This paper studies the existing problems affecting the production and operation of the new product line of Tianjin Company B Company. According to the characteristics of the pharmaceutical industry, the existing problems are analyzed from the aspects of value flow analysis, staff training, new project management and so on.And put forward the solution to the problem.This paper puts forward a management method that combines lean production management concept with the characteristics of pharmaceutical industry operation, and puts forward the standard of Lean production tool leader's daily responsibility.The optimal solution of operational research (parallel production, lean training camp and A3 etc.) is applied to daily production operation. Through the above activities, Company B has achieved remarkable results, increased production efficiency and greatly reduced the wastage rate.Reduce inventory level, establish a continuous improvement of corporate culture, without reducing product quality under the premise of increasing the new product line operation capacity and overall competitiveness.
【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F426.72;F273

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