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)能以滿足在中國日益增長的業(yè)務(wù)需求，并為了符合中國藥品食品總局關(guān)于大容量注射劑包材的要求，在天津工廠投資2億5千萬人民幣擴建兩條新產(chǎn)品線。本文以精益生產(chǎn)管理理論為基礎(chǔ)，對B公司的生產(chǎn)運營體系和模式進行深入研究，使新產(chǎn)品線更快地給市場供貨、縮短產(chǎn)品制造周期、更有競爭力的產(chǎn)品質(zhì)量優(yōu)勢、用更低的成本、更快的存貨周轉(zhuǎn)率，提高工廠的生產(chǎn)運營水平，增加產(chǎn)品的市場競爭力。B公司天津廠因無菌藥品的特殊要求而導(dǎo)致成品庫存很高；因主要原材料由美國總部提供而導(dǎo)致采購周期長；因新產(chǎn)品線設(shè)計不合理而導(dǎo)致在制品庫存高；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。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)運營存在的問題，根據(jù)制藥行業(yè)的特點對現(xiàn)有存在的問題分別從價值流分析、員工培訓(xùn)、新項目管理等方面進行分析，并提出解決問題方法。本文提出了將精益生產(chǎn)管理理念和制藥行業(yè)運營特點相結(jié)合的管理手段，將精益生產(chǎn)工具領(lǐng)導(dǎo)者作業(yè)標準、每日責任、運籌學(xué)最優(yōu)解（平行生產(chǎn)）、精益訓(xùn)練營及A3等應(yīng)用于日常生產(chǎn)運營，改善工廠生產(chǎn)運營方式。B公司通過上述活動取得了顯著成效，提高了生產(chǎn)效率，，大大降低了廢棄率，降低庫存水平，建立持續(xù)改進的企業(yè)文化，在不降低產(chǎn)品質(zhì)量的前提下增加了新產(chǎn)品線的運營能力和整體競爭力。
[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)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F426.72;F273

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