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(guó)次債危機(jī)以來(lái)，全球經(jīng)濟(jì)持續(xù)低迷，使得很多企業(yè)所面臨的競(jìng)爭(zhēng)更加殘酷，對(duì)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(lái)越被企業(yè)所認(rèn)可，并付諸實(shí)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(guò)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(shì)和局限性。在實(shí)際產(chǎn)能無(wú)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(shí)候，按照精益思想的五個(gè)步驟（定義價(jià)值，識(shí)別價(jià)值流，使價(jià)值流流動(dòng)起來(lái)，根據(jù)客戶需求拉動(dòng)價(jià)值流，盡善盡美）去實(shí)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(shí)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(shí)施的過(guò)程中，約束理論缺乏針對(duì)生產(chǎn)改善的實(shí)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(shí)的改善工具和方法。 接下來(lái)，構(gòu)建約束理論與精益思想相結(jié)合的改善模型。在這個(gè)模型中始終以滿足客戶需求為第一要?jiǎng)?wù)，當(dāng)不能滿足客戶需求時(shí)，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(duì)性改善；當(dāng)可以滿足客戶需求時(shí)，堅(jiān)持精益思想，以價(jià)值流圖分析為基本工具，實(shí)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(shí)交貨的問(wèn)題和在制品庫(kù)存居高不下的問(wèn)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(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F273;F416.6

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