本文選題：精益生產(chǎn) + 價(jià)值流圖析　； 參考：《上海交通大學(xué)》2013年碩士論文

【摘要】：隨著中國制造成本的不斷增加，勞動密集型的中小企業(yè)利潤也越來越低。如何去除浪費(fèi)，進(jìn)一步降低生產(chǎn)成本成為企業(yè)的當(dāng)務(wù)之急。精益生產(chǎn)作為當(dāng)前工業(yè)界最佳的一種生產(chǎn)組織體系和方式，它是以客戶需求拉動，，及時(shí)制造，消滅浪費(fèi)和不斷改善，并運(yùn)用多種現(xiàn)代管理方法來去除生產(chǎn)過程中的各種浪費(fèi)，從而縮短生產(chǎn)周期，降低成本，提高經(jīng)濟(jì)效益。 本文以勞動密集型注塑企業(yè)BT公司為精益生產(chǎn)研究案例，運(yùn)用價(jià)值流圖析技術(shù)，選擇工具箱產(chǎn)品系列，繪制價(jià)值流現(xiàn)狀圖，對其生產(chǎn)過程存在的問題依據(jù)精益生產(chǎn)的七大浪費(fèi)進(jìn)行分析，找出關(guān)鍵問題點(diǎn)，制定改善方案和未來價(jià)值流規(guī)劃。本文改善方案主要運(yùn)用設(shè)備布局改造優(yōu)化生產(chǎn)物流；用工業(yè)工程的流程程序分析方法對生產(chǎn)流程進(jìn)行改造，從而縮短生產(chǎn)周期；用瓶頸管理方法對瓶頸工序注塑成型工序進(jìn)行改進(jìn)，提高整體產(chǎn)能；通過調(diào)整組織架構(gòu)加強(qiáng)物料的控制，改變物料供貨方式，從而減少原材料庫存；運(yùn)用快速換模方法減少塑料模具換模時(shí)間，提高設(shè)備利用率。 通過上述改善，工具箱系列產(chǎn)品交貨周期從原先的55.84天縮短到27.76天，提升50.3%；物流距離從原先的155米減少到25米，提升83.87%；取消了在制品進(jìn)入半成品倉庫儲存的動作，在制品數(shù)量減少了78.3%；整體產(chǎn)能提升了28.8%；換模時(shí)間減少了63分鐘，提升了36.8%。這些結(jié)果表明，運(yùn)用價(jià)值流圖析對工具箱進(jìn)行的精益改善取得了不錯(cuò)的效果。BT公司將保持持續(xù)改善，在不斷改進(jìn)中找出適合自己的精益生產(chǎn)方式。
[Abstract]:As China's manufacturing costs continue to increase, labor-intensive small and medium-sized enterprises profit is also getting lower and lower. How to eliminate waste and further reduce production cost has become an urgent task for enterprises. Lean production, as the best production organization system and method in current industry, is based on customer demand, timely manufacturing, elimination of waste and continuous improvement, and the use of a variety of modern management methods to eliminate all kinds of waste in the production process. Thus shortens the production cycle, reduces the cost, enhances the economic efficiency. This paper takes BT Company, a labor-intensive injection molding company, as a case study of lean production, applies value flow graph analysis technology, selects toolbox product series, and draws value flow status map. The problems in the production process are analyzed according to the seven waste of lean production, the key problems are found out, the improvement scheme and the future value flow planning are worked out. This paper mainly uses the equipment layout transformation to optimize the production logistics, uses the process program analysis method of the industrial engineering to transform the production process, thus shortens the production cycle. The bottleneck management method is used to improve the injection molding process of the bottleneck process, to improve the overall production capacity, to strengthen the control of materials by adjusting the organizational structure, and to change the supply mode of materials so as to reduce the stock of raw materials. The method of rapid mold changing is used to reduce the time of plastic mould changing and to improve the utilization rate of equipment. Through the above improvements, the delivery cycle of the toolbox series products was shortened from 55.84 days to 27.76 days, with an increase of 50.3 days; the logistics distance was reduced from 155 meters to 25 meters, and the increase of 83.87 meters; and the movement of in-process products entering semi-finished goods warehouse storage was cancelled. The number of in-process products was reduced by 78.3 percent; the overall production capacity was increased by 28.8; and the exchange time was reduced by 63 minutes, resulting in an increase of 36.8 percent. These results show that the lean improvement of toolbox by value flow graph analysis has achieved good results. BT company will maintain continuous improvement and find out the Lean production mode which is suitable for itself in the process of continuous improvement.
【學(xué)位授予單位】：上海交通大學(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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