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東莞FA紡織印染有限公司生產(chǎn)管理精益化案例研究

發(fā)布時(shí)間:2018-05-16 20:27

  本文選題:FA公司 + 精益化; 參考:《廣東商學(xué)院》2013年碩士論文


【摘要】:近些年來(lái),受國(guó)內(nèi)外經(jīng)濟(jì)形勢(shì)和國(guó)家產(chǎn)業(yè)結(jié)構(gòu)調(diào)整的影響,珠三角地區(qū)的加工類企業(yè)受到不同程度的沖擊。一些企業(yè)或倒閉,或轉(zhuǎn)移到其他區(qū)域。還有一些企業(yè)已經(jīng)意識(shí)到必須依靠“轉(zhuǎn)型”和“改革”來(lái)開(kāi)拓出一條生存和發(fā)展之路,這其中就包括東莞FA紡織印染有限公司。 東莞FA紡織印染有限公司是一家“類家族”式的中小型企業(yè),管理模式隨意性較大,而生產(chǎn)模式還比較粗放,存在著大量的庫(kù)存積壓、浪費(fèi)、效率低下的現(xiàn)象。自2008年以來(lái),由于生產(chǎn)管理不善,東莞FA紡織印染有限公司在經(jīng)濟(jì)效益和市場(chǎng)聲譽(yù)方面曾遭受幾次嚴(yán)重危機(jī),經(jīng)營(yíng)狀況一度陷入困境。 在這樣的形勢(shì)下,東莞FA紡織印染有限公司的管理者最終下定決心引入“精益”理念,在公司內(nèi)部開(kāi)展精益化改善行動(dòng)。通過(guò)規(guī)范車間擺放、建立看板系統(tǒng)、整合流水線,推動(dòng)生產(chǎn)管理從“批量化”、“粗放化”向精益化轉(zhuǎn)變。 為破除內(nèi)部阻力,保證精益化的順利進(jìn)行,東莞FA紡織印染有限公司還采取了一些配套措施,包括對(duì)員工的專門培訓(xùn),加強(qiáng)與客戶方面的聯(lián)系,以及調(diào)整相關(guān)部門業(yè)務(wù)等等。 通過(guò)一年時(shí)間的精益化改善行動(dòng),東莞FA紡織印染有限公司的生產(chǎn)管理,無(wú)論是形式方面,還是品質(zhì)方面都有了非常大的進(jìn)步和提升。但正如“精益”理念之涵義,,精益化是一個(gè)永不停歇的過(guò)程。東莞FA紡織印染有限公司的“精益”改善也走過(guò)了很多的彎路,遇到過(guò)瓶頸,有一些問(wèn)題一直沒(méi)有得到很好的解決,甚至在精益化取得階段性成效之際有出現(xiàn)了一些新的問(wèn)題。這些,都是東莞FA紡織印染有限公司今后繼續(xù)開(kāi)展“精益”改善的重點(diǎn)。
[Abstract]:In recent years, under the influence of domestic and foreign economic situation and the adjustment of national industrial structure, the processing enterprises in the Pearl River Delta have been impacted to varying degrees. Some businesses either close down or move to other areas. Others have realized that they must rely on "transformation" and "reform" to open up a path of survival and development, including Dongguan FA Textile Printing and dyeing Co., Ltd. Dongguan FA Textile Printing and dyeing Co., Ltd. is a "family" type of small and medium-sized enterprises, the management model is more random, but the production model is relatively extensive, there is a large amount of inventory backlog, waste, inefficient phenomenon. Since 2008, due to poor production management, Dongguan FA Textile Printing and dyeing Co., Ltd. has suffered several serious crises in economic efficiency and market reputation. In this situation, the management of Dongguan FA Textile Printing and dyeing Co., Ltd. finally resolved to introduce the concept of "lean" and carry out lean improvement actions within the company. By standardizing workshop placement, establishing Kanban system and integrating assembly line, production management is changed from "batch" and "extensive" to "lean". In order to break down the internal resistance and ensure the smooth progress of Lean, Dongguan FA Textile Printing and dyeing Co., Ltd. has also taken some supporting measures, including the special training of staff, strengthening the contact with customers, and adjusting the business of related departments and so on. Through a year of lean improvement, Dongguan FA Textile Printing and dyeing Co., Ltd. has made great progress in production management, both in terms of form and quality. But as the idea of Lean implies, Lean is a never-ending process. The "Lean" improvement of Dongguan FA Textile Printing and dyeing Co., Ltd. has also gone through a lot of detours, met the bottleneck, some problems have not been solved well, and even some new problems have appeared at the time of the stage effect of Lean. These, are Dongguan FA textile printing and dyeing Co., Ltd. to continue to carry out "lean" improvement focus.
【學(xué)位授予單位】:廣東商學(xué)院
【學(xué)位級(jí)別】:碩士
【學(xué)位授予年份】:2013
【分類號(hào)】:F273;F426.81

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