【摘要】：TPS的核心思想是以整體優(yōu)化的觀點合理地配置和利用企業(yè)擁有的和可以影響的各種生產(chǎn)要素,徹底消除浪費和不斷減少生產(chǎn)過程中一切不產(chǎn)生附加價值的活動,運用綜合技術和IE技術,堅持持續(xù)改善,不斷追求“高質量、高效率、短交貨期、低成本、高柔性”的目標,提升企業(yè)競爭力,使其能夠主動適應市場多元化的需求和變化,從而獲得更高的經(jīng)濟效益。 我國作為“世界制造中心”的地位日益突顯,但是能耗大、效率低、資源浪費嚴重的問題嚴重制約著我國制造業(yè)的可持續(xù)發(fā)展。因此我國制造業(yè)引進導入TPS的意義尤為重大。許多實施TPS的結果也證明,許多企業(yè)引入和實施豐田生產(chǎn)方式后,企業(yè)競爭力得到了大幅提升。 M企業(yè)是一家港資制造電池的出口型企業(yè),在生產(chǎn)經(jīng)營過程中正面臨著生產(chǎn)計劃,生產(chǎn)管理和質量管理等方面的問題,這些問題導致了效率低下,良品率低、庫存和在制品過高,交期達成率較低。企業(yè)正在采取各種措施——包括大力推行豐田生產(chǎn)方式,以扭轉此局面。作為生產(chǎn)部管理層的一員,本人參與M企業(yè)豐田生產(chǎn)方式的實施,尤其是裝配車間和包,組裝車間豐田生產(chǎn)方式的實施,因此以此為題撰寫了工商管理碩士學位論文。 本文通過對豐田生產(chǎn)方式的理論研究,結合M企業(yè)的實際情況及豐田生產(chǎn)方式項目實施的背景,詳細闡述了M企業(yè)實施過程中的豐田生產(chǎn)方式項目中5S管理,看板管理,消除七大浪費,拉線改造,多功能培訓,持續(xù)改善等工作內容,總結了M企業(yè)以目標績效管理方式推行豐田生產(chǎn)方式的經(jīng)驗和不足,并提出了今后繼續(xù)深入推行豐田生產(chǎn)方式應努力的方向,以期持續(xù)改善,不斷提高。
[Abstract]:The core idea of TPS is to rationally configure and utilize all kinds of factors of production owned by the enterprise and can be influenced from the viewpoint of overall optimization, so as to eliminate waste and continuously reduce all activities which do not generate added value in the process of production. By using comprehensive technology and IE technology, we should persist in continuous improvement, pursue the goal of "high quality, high efficiency, short delivery time, low cost and high flexibility", enhance the competitiveness of enterprises, and enable them to adapt themselves to the diversified demands and changes of the market. In order to obtain higher economic benefits. China's status as a "world manufacturing center" is becoming increasingly prominent, but the problems of large energy consumption, low efficiency and serious waste of resources seriously restrict the sustainable development of our manufacturing industry. Therefore, the import of TPS into our manufacturing industry is of great significance. Many TPS implementation results also prove that many enterprises introduced and implemented Toyota production methods, the competitiveness of enterprises has been greatly improved. M is an export-oriented manufacturer of batteries from Hong Kong. It is facing problems in production planning, production management and quality management in the process of production and operation. These problems have resulted in low efficiency and low rate of good products. The inventory and WIP are too high and the delivery rate is low. Companies are taking steps-including aggressive Toyota production-to reverse this. As a member of the management of production department, I participated in the implementation of Toyota production mode in M enterprise, especially in assembly workshop and package, assembly workshop, Toyota production mode, so I wrote the thesis of Master of Business Administration on this topic. Through the theoretical study of Toyota production mode, combining with the actual situation of M enterprise and the background of the implementation of Toyota production mode project, this paper expounds in detail the 5S management and Kanban management in the implementation of Toyota production mode project in M enterprise. Eliminating the seven major waste, wiring transformation, multi-function training, continuous improvement and other work content, summed up M enterprise to target performance management to promote Toyota production mode of experience and shortcomings, It also puts forward the direction of further promotion of Toyota production mode in order to improve and improve continuously.
【學位授予單位】：北京交通大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F273;F426.6

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本文編號：2354821