本文選題：精益思想 + 約束理論　； 參考：《天津大學(xué)》2013年碩士論文

【摘要】：自從美國次債危機(jī)以來，全球經(jīng)濟(jì)持續(xù)低迷，使得很多企業(yè)所面臨的競爭更加殘酷，對生產(chǎn)管理的水平有了更高的要求。精益思想，約束理論等先進(jìn)的生產(chǎn)改善方法和工具越來越被企業(yè)所認(rèn)可，并付諸實踐，但是在成功案例的背后有著更多的失敗教訓(xùn)。 本文通過研究精益思想和約束理論的異同點(diǎn)，分別分析二者的優(yōu)勢和局限性。在實際產(chǎn)能無法滿足客戶需求的情況下，也就是約束存在于生產(chǎn)環(huán)節(jié)的時候，按照精益思想的五個步驟（定義價值，識別價值流，使價值流流動起來，根據(jù)客戶需求拉動價值流，盡善盡美）去實施精益生產(chǎn)，難以取得預(yù)期效果；而約束理論的關(guān)于管理瓶頸的五步法（識別瓶頸，深挖瓶頸，遷就瓶頸，突破瓶頸，防止惰性尋找瓶頸）可以指導(dǎo)企業(yè)系統(tǒng)地將約束轉(zhuǎn)移出生產(chǎn)環(huán)節(jié)。但是在具體實施的過程中，約束理論缺乏針對生產(chǎn)改善的實用的工具和方法，效果同樣不理想；而精益思想可以為深挖瓶頸和突破瓶頸提供了大量的現(xiàn)實的改善工具和方法。 接下來，構(gòu)建約束理論與精益思想相結(jié)合的改善模型。在這個模型中始終以滿足客戶需求為第一要務(wù)，當(dāng)不能滿足客戶需求時，宏觀上以約束理論管理生產(chǎn)環(huán)節(jié)的瓶頸，微觀上以精益思想去指導(dǎo)具體的針對性改善；當(dāng)可以滿足客戶需求時，堅持精益思想，以價值流圖分析為基本工具，實施持續(xù)改善。 最后，，本文介紹了約束理論與精益思想相結(jié)合的模型在C公司生產(chǎn)改善中的應(yīng)用，解決了困擾C公司的難以準(zhǔn)時交貨的問題和在制品庫存居高不下的問題。
[Abstract]:Since the subprime crisis in the United States, the global economy has been in a downturn, making the competition that many companies face more brutal and demanding higher levels of production management. Lean thinking, constraint theory and other advanced production improvement methods and tools are increasingly recognized by enterprises and put into practice, but there are more and more failures behind successful cases. By studying the similarities and differences between lean thought and constraint theory, this paper analyzes their advantages and limitations. When the actual production capacity cannot meet the customer's demand, that is, when the constraint exists in the production link, according to the five steps of lean thought (defining value, identifying value stream, making value stream flow), It is difficult to achieve the expected result in implementing lean production according to the customer demand to pull the value flow, and the five-step method of constraint theory about the management bottleneck (identifying bottleneck, deep digging bottleneck, accommodating bottleneck, breaking through bottleneck) is difficult to achieve the desired results. Preventing inertia from finding bottlenecks) can guide enterprises to systematically transfer constraints out of production. However, in the process of concrete implementation, the constraint theory lacks practical tools and methods for production improvement, and the effect is not ideal, while lean thought can provide a large number of practical improvement tools and methods for further digging bottlenecks and breaking through bottlenecks. Then, the improvement model of the combination of constraint theory and lean thought is constructed. In this model, the first priority is to satisfy the customer's demand. When the customer's demand can't be satisfied, the bottleneck of the production link is managed by the theory of constraint on the macro level, and the specific pertinence improvement is guided by the lean thought in the micro level. When customer needs can be met, adhere to lean thinking, value flow graph analysis as a basic tool, the implementation of continuous improvement. Finally, this paper introduces the application of the model of the combination of constraint theory and lean thought in the production improvement of C Company, which solves the problem of hard to deliver on time and the high inventory of in-process products.
【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】：F273;F416.6

【參考文獻(xiàn)】

相關(guān)期刊論文 前8條

1 朱虹,錢省三;基于TOC理論的OEE的應(yīng)用[J];半導(dǎo)體技術(shù);2005年08期

2 王晶,榮超,宮兆波;基于精益生產(chǎn)方式與約束理論的企業(yè)過程動態(tài)改進(jìn)[J];北京航空航天大學(xué)學(xué)報(社會科學(xué)版);2001年03期

3 江成城,周丕娟;正確理解企業(yè)中的“瓶頸”因素[J];商業(yè)研究;2002年02期

4 劉健,齊二石;我們所了解的豐田生產(chǎn)方式[J];工業(yè)工程與管理;2000年01期

5 王新榮,范玉青;基于精益生產(chǎn)的企業(yè)價值流的研究[J];制造業(yè)自動化;2002年08期

6 李智;面向訂單裝配的生產(chǎn)管理系統(tǒng)研究[J];中國制造業(yè)信息化;2005年09期

7 張凡;;MRPⅡ JIT TOC三種生產(chǎn)管理系統(tǒng)及其比較分析[J];物流工程與管理;2011年03期

8 蔡蓉;;OEE(設(shè)備總效率)在設(shè)備管理上的應(yīng)用[J];醫(yī)藥工程設(shè)計;2006年05期

本文編號：1875046