本文選題：流程 + 六西格瑪　； 參考：《上海交通大學(xué)》2013年碩士論文

【摘要】：隨著輪胎制造業(yè)的發(fā)展和競(jìng)爭(zhēng)加劇,固鉑輪胎公司致力于新產(chǎn)品的研發(fā)以提升產(chǎn)品競(jìng)爭(zhēng)力。但公司研發(fā)中心實(shí)驗(yàn)室存在效率和產(chǎn)量偏低等問(wèn)題,實(shí)驗(yàn)訂單積壓,實(shí)驗(yàn)完成周期長(zhǎng)達(dá)三個(gè)月,嚴(yán)重影響新產(chǎn)品的研發(fā)進(jìn)度。為此,本論文研究利用精益六西格改造實(shí)驗(yàn)室流程,從而提高實(shí)驗(yàn)室的效率和產(chǎn)量,滿(mǎn)足公司新產(chǎn)品研發(fā)的需求,縮短產(chǎn)品研發(fā)周期。 本論文利用流程圖、項(xiàng)目展開(kāi)樹(shù)等工具分析了固鉑輪胎公司研發(fā)中心實(shí)驗(yàn)室流程,從精益的角度發(fā)現(xiàn)流程中的存在的物流問(wèn)題,明確了流程中的問(wèn)題分布在實(shí)驗(yàn)物料的各個(gè)階段中,如原材料、半成品、成品。從各流程工序?qū)ξ锪系牟煌笾?分析各階段導(dǎo)致流程效率低的因素,如原材料庫(kù)存管理缺陷,造成取料效率低；實(shí)驗(yàn)材料半成品與成品的周轉(zhuǎn)與儲(chǔ)存不規(guī)范,造成物料丟失與混淆；實(shí)驗(yàn)測(cè)試品成品標(biāo)識(shí)不規(guī)范,造成實(shí)驗(yàn)報(bào)告錯(cuò)誤；以及缺乏與物料流動(dòng)相配合的信息系統(tǒng)等。結(jié)合精益和物流管理的不同方法,針對(duì)各階段的問(wèn)題,分別實(shí)施改善方案,提高了整體流程效率。依照物料儲(chǔ)備原則改造倉(cāng)庫(kù)布局,實(shí)施定址管理和精益包裝提高取料效率。采用獨(dú)立貨盒儲(chǔ)存配方材料并結(jié)合信息看板銜接前后工序,解決物料混淆丟失的問(wèn)題。采用標(biāo)準(zhǔn)化物流信息來(lái)明確成品標(biāo)識(shí),將信息載體與配送設(shè)施結(jié)合,解決配送錯(cuò)誤的問(wèn)題。利用用可視化管理改善工作區(qū)域,將工具和測(cè)試品都按5S標(biāo)準(zhǔn)儲(chǔ)備,解決測(cè)試品成品在設(shè)備端的臨時(shí)儲(chǔ)存問(wèn)題。實(shí)施了實(shí)驗(yàn)室信息管理系統(tǒng),包括原材料管理、實(shí)驗(yàn)訂單管理、實(shí)驗(yàn)工作安排管理以及實(shí)驗(yàn)數(shù)據(jù)管理。最后,緩解了實(shí)驗(yàn)室訂單積壓狀況,將實(shí)驗(yàn)數(shù)據(jù)的交貨期縮短至10個(gè)工作日內(nèi)。 固鉑輪胎公司研發(fā)中心實(shí)驗(yàn)室的精益六西格瑪實(shí)施表明：針對(duì)實(shí)驗(yàn)室實(shí)驗(yàn)訂單積壓、效率低,交貨期長(zhǎng)的問(wèn)題,通過(guò)精益六西格瑪?shù)膶?shí)施,結(jié)合各種物流管理知識(shí),能有效縮短產(chǎn)品實(shí)驗(yàn)周期,提高實(shí)驗(yàn)資源的利用,加快新產(chǎn)品研發(fā)效率,具有一定的應(yīng)用價(jià)值,并為其他實(shí)驗(yàn)室的精益六西格瑪管理提供了借鑒的經(jīng)驗(yàn)。
[Abstract]:With the development and competition of tire manufacturing, Cooper Tire Company is committed to the development of new products to enhance product competitiveness. However, there are some problems in the lab of R & D center, such as low efficiency and low output, the backlog of experimental orders and the completion period of the experiment for up to three months, which seriously affect the research and development progress of new products. Therefore, this paper uses Lean six Sigma to transform the laboratory process, so as to improve the efficiency and output of the laboratory, meet the needs of the company's new product research and development, and shorten the product development cycle. The project deployment tree and other tools analyze the laboratory flow in the R & D center of Cooper Tire Company, discover the logistics problems in the process from the lean point of view, and make clear that the problems in the process are distributed in all stages of the experimental materials, such as raw materials. A finished product. Starting from the different requirements for materials in each process, this paper analyzes the factors that lead to the low efficiency of the process, such as the defects in the inventory management of raw materials, the low efficiency of material collection, the nonstandard turnover and storage of semi-finished and finished products of experimental materials, It results in material loss and confusion; the nonstandard label of the finished product of the test product, which results in the error of the report of the experiment; and the lack of information system to coordinate with the material flow. According to the different methods of lean and logistics management, the improvement scheme is implemented to improve the efficiency of the whole process. Reform warehouse layout according to material reserve principle, implement location management and Lean packing to improve material collection efficiency. In order to solve the problem of material confusion loss, the formula material is stored in an independent cargo box and the information Kanban is used to connect the process before and after. The standardized logistics information is used to identify the finished product and combine the information carrier with the distribution facilities to solve the problem of distribution errors. Using visual management to improve the work area, the tools and test products are stored according to the 5S standard to solve the problem of temporary storage of the test products at the equipment end. The laboratory information management system is implemented, including raw material management, experimental order management, experimental work arrangement management and experimental data management. Finally, the backlog of laboratory orders is alleviated, and the delivery time of the experimental data is shortened to 10 workdays. The Lean six Sigma implementation at the R & D Center Laboratory of Cooper Tire Company shows that the backlog of laboratory experimental orders is inefficient. The problem of long delivery period, through the implementation of Lean six Sigma and various knowledge of logistics management, can effectively shorten the period of product experiment, improve the utilization of experimental resources, accelerate the efficiency of new product research and development, and have certain application value. It also provides reference experience for Lean six Sigma management in other laboratories.
【學(xué)位授予單位】：上海交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F252;F416.72

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