【摘要】：隨著汽車配件行業(yè)的競(jìng)爭(zhēng)日趨激烈，精益生產(chǎn)的重要性得到廣泛的認(rèn)可，企業(yè)引進(jìn)精益生產(chǎn)的需求越來(lái)越強(qiáng)烈。但是怎樣理解精益生產(chǎn)并且運(yùn)用到實(shí)際是一個(gè)實(shí)踐性非常強(qiáng)的活動(dòng)。 本文首先簡(jiǎn)單介紹了精益生產(chǎn)的基本理論，包含精益生產(chǎn)方式的產(chǎn)生，內(nèi)容體系及特點(diǎn)；然后，對(duì)汽車配件產(chǎn)業(yè)的經(jīng)營(yíng)環(huán)境做了深入分析；接下來(lái)，對(duì)瑞信公司的生產(chǎn)現(xiàn)狀作了剖析，重點(diǎn)分析了瑞信公司施行精益生產(chǎn)外部和內(nèi)部條件；在此基礎(chǔ)上，深入分析發(fā)現(xiàn)了瑞信公司Latch1生產(chǎn)線現(xiàn)有的問(wèn)題，結(jié)合瑞信公司的實(shí)際，提出了基于精益生產(chǎn)的生產(chǎn)線改進(jìn)方案：初步建立Latch1生產(chǎn)線精益生產(chǎn)體系，改推動(dòng)式生產(chǎn)方式為拉動(dòng)式生產(chǎn)方式，優(yōu)化生產(chǎn)工序，提高生產(chǎn)線產(chǎn)能，減少成品庫(kù)存，改善質(zhì)量業(yè)績(jī)，提高公司5S水平。在精益生產(chǎn)的具體實(shí)施過(guò)程中，本文首先運(yùn)用了生產(chǎn)線增值非增值圖表對(duì)于工位進(jìn)行重新設(shè)計(jì)，減少車間空間和人員的浪費(fèi)；然后運(yùn)用標(biāo)準(zhǔn)工作分析圖表，找出生產(chǎn)線的瓶頸工序，并且加以改進(jìn)，消除瓶頸，以滿足客戶訂單需求；接著運(yùn)用5S工具對(duì)于生產(chǎn)線進(jìn)行整改，提高員工的5S意識(shí)，使生產(chǎn)線煥然一新，并且使用BOS圖表對(duì)于公司的質(zhì)量表現(xiàn)進(jìn)行分析，找出根本原因并且加以根除，顯著降低PPM水平；最后對(duì)于Latch1生產(chǎn)線初步引入看板系統(tǒng)，實(shí)現(xiàn)生產(chǎn)線拉動(dòng)生產(chǎn)，并且同時(shí)降低了成品庫(kù)存。本文雖聚焦于瑞信公司Latch1生產(chǎn)線的改進(jìn)，，但改進(jìn)方案和具體改進(jìn)措施具有普遍意義，對(duì)于同類型的企業(yè)具有一定的參考價(jià)值。
[Abstract]:With the increasingly fierce competition in the auto parts industry, the importance of lean production has been widely recognized, and the demand for the introduction of lean production is becoming more and more intense. But how to understand lean production and apply it to practice is a very practical activity. This paper first introduces the basic theory of lean production, including the production of lean production, content system and characteristics; then, the operating environment of auto parts industry is deeply analyzed. The present production situation of Credit Suisse Company is analyzed, and the external and internal conditions of lean production of Credit Suisse Company are emphatically analyzed. On this basis, the existing problems of Latch1 production line of Credit Suisse Company are found out in depth, and combined with the actual situation of Credit Suisse Company, The improvement scheme of production line based on lean production is put forward: the lean production system of Latch1 production line is established preliminarily, the mode of production is changed into pull-type production mode, the production process is optimized, the production capacity is improved, and the inventory of finished product is reduced. Improve the quality of performance, improve the company 5 S level. In the specific implementation process of lean production, this paper first uses the production line value-added non-value-added chart to redesign the work station to reduce the waste of workshop space and personnel, and then use the standard work analysis chart. Find out the bottleneck process of the production line, and improve and eliminate the bottleneck in order to meet the customer order demand; then use the 5S tool to correct the production line, improve the awareness of 5S of the staff, make the production line take on a new look, The BOS chart is used to analyze the quality performance of the company, to find out the root cause and to eradicate it, and to reduce the level of PPM significantly. Finally, the Kanban system is introduced into the Latch1 production line initially to realize the production line pull production. And at the same time reduce the inventory of finished products. Although this paper focuses on the improvement of Latch1 production line of Credit Suisse Company, the improvement scheme and concrete improvement measures are of universal significance and have certain reference value for the same type of enterprises.
【學(xué)位授予單位】：上海外國(guó)語(yǔ)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F273;F426.471

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