價值流程圖及約束理論在汽車業(yè)精益實踐中的結(jié)合應(yīng)用
發(fā)布時間：2019-01-06 17:22
【摘要】：本文研究的目的是結(jié)合約束理論思維流程(TP-TOC)和豐田生產(chǎn)方式(TPS)基本理念改進(jìn)傳統(tǒng)價值流程圖(VSM)方法及其改善活動流程。本文課題的背景以幫助J公司實施大幅縮短生產(chǎn)提前期和提升人才思維流程水平為代表的關(guān)鍵轉(zhuǎn)變,實現(xiàn)其鞏固企業(yè)核心競爭力,本質(zhì)性提升運(yùn)營能力,重返汽車座椅行業(yè)內(nèi)核心競爭力領(lǐng)先企業(yè)之列的目標(biāo)。本文的主要方法是將VSM與TP-TOC相結(jié)合,系統(tǒng)性分析,衡量,識別生產(chǎn)系統(tǒng)中的本質(zhì)問題、關(guān)鍵約束,核心沖突和未來行動中面臨的障礙,并將TPS實踐經(jīng)驗作為注入解打破系統(tǒng)核心沖突而實現(xiàn)有效轉(zhuǎn)變。最終通過未來狀態(tài)價值流程圖,未來現(xiàn)實樹,理想物情圖,指導(dǎo)新工廠設(shè)施布局再設(shè)計,探索了結(jié)合關(guān)鍵路徑法的換模要素作業(yè)連接表對縮短內(nèi)部換模時間的重要作用,實現(xiàn)了生產(chǎn)提前期的大幅縮短。本文的主要發(fā)現(xiàn):總結(jié)傳統(tǒng)VSM工具在本質(zhì)性提升企業(yè)運(yùn)營能力實踐中有效性和效率欠佳的問題,指出其未將人及其思維流程分析放在突出位置將導(dǎo)致生產(chǎn)系統(tǒng)中重復(fù)出現(xiàn)大量不良效應(yīng)的問題,提出J公司過去10年中存在的核心沖突為中國汽車產(chǎn)業(yè)高速發(fā)展與企業(yè)精益生產(chǎn)人才培育速度的脫節(jié)。探討了在新工廠布局設(shè)計中如果未能有效結(jié)合VSM(時間維度分析)和豐田式物流情報流程圖(空間維度分析)將導(dǎo)致未來設(shè)施布局和生產(chǎn)系統(tǒng)出現(xiàn)失效的問題,并提出創(chuàng)新的改善活動流程改進(jìn)了此類問題解決的有效性。本文的原創(chuàng)性與價值:將VSM與TP-TOC和TPS相結(jié)合探討其發(fā)展歷史、方法異同、并做出態(tài)勢分析(SWOT),改善三大經(jīng)典理論方法的完整性和實用性;探討了豐田集團(tuán)長期使用物情圖(1990年以來沿用至今)而非精益理論中傳統(tǒng)VSM的原因;在汽車座椅行業(yè)的兩大企業(yè)中對比分析豐田生產(chǎn)方式及其設(shè)施布局的特點(diǎn),探究支撐其超短生產(chǎn)提前期背后的原因。
[Abstract]:The purpose of this paper is to improve the traditional value flow chart (VSM) method and improve the activity flow by combining the basic concepts of constraint theory thinking process (TP-TOC) and Toyota production mode (TPS). The background of this paper is to help J Company to implement the key transformation, which is to shorten the production lead time and improve the level of thinking flow of talents, to consolidate the core competitiveness of the enterprise, and to enhance the operation ability. Return to the automotive seat industry within the core competitiveness of the leading enterprise goal. The main approach of this paper is to combine VSM with TP-TOC, systematically analyze, measure and identify the essential problems, key constraints, core conflicts and obstacles to future actions in the production system. The practical experience of TPS is used as the injection solution to break the core conflict of the system and realize the effective transformation. Finally, through the flow chart of the future state value, the future reality tree, the ideal material picture, the paper guides the new factory facility layout redesign, and explores the important role of the key path method combined with the key path method to shorten the internal changing time. The production lead time has been greatly shortened. The main findings of this paper are as follows: summing up the problems of the effectiveness and efficiency of the traditional VSM tools in the practice of improving the operation capability of enterprises. It is pointed out that its failure to put the analysis of human beings and its thinking process in a prominent position will lead to the repeated occurrence of a large number of adverse effects in the production system. It is pointed out that the core conflict existing in J Company in the past 10 years is the disconnection between the rapid development of China's automobile industry and the speed of lean production personnel cultivation in enterprises. This paper discusses the failure of VSM (time dimension analysis) and Toyota logistics information flow chart (spatial dimension analysis) in the layout design of new factory, which will lead to the failure of facility layout and production system in the future. And proposed the innovation to improve the activity flow to improve the effectiveness of this kind of problem-solving. The originality and value of this paper: combine VSM with TP-TOC and TPS to discuss its development history, method similarities and differences, and make the situation analysis (SWOT), to improve the integrality and practicability of the three classical theories and methods; This paper discusses the reasons for the long-term use of VSM in Toyota Group (which has been used since 1990) rather than the traditional VSM in lean theory. This paper compares and analyzes the characteristics of Toyota production mode and its facility layout in two large enterprises of automobile seat industry, and probes into the reasons behind supporting its ultra-short production lead time.
【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】：2015
【分類號】：U468
本文編號：2403093
[Abstract]:The purpose of this paper is to improve the traditional value flow chart (VSM) method and improve the activity flow by combining the basic concepts of constraint theory thinking process (TP-TOC) and Toyota production mode (TPS). The background of this paper is to help J Company to implement the key transformation, which is to shorten the production lead time and improve the level of thinking flow of talents, to consolidate the core competitiveness of the enterprise, and to enhance the operation ability. Return to the automotive seat industry within the core competitiveness of the leading enterprise goal. The main approach of this paper is to combine VSM with TP-TOC, systematically analyze, measure and identify the essential problems, key constraints, core conflicts and obstacles to future actions in the production system. The practical experience of TPS is used as the injection solution to break the core conflict of the system and realize the effective transformation. Finally, through the flow chart of the future state value, the future reality tree, the ideal material picture, the paper guides the new factory facility layout redesign, and explores the important role of the key path method combined with the key path method to shorten the internal changing time. The production lead time has been greatly shortened. The main findings of this paper are as follows: summing up the problems of the effectiveness and efficiency of the traditional VSM tools in the practice of improving the operation capability of enterprises. It is pointed out that its failure to put the analysis of human beings and its thinking process in a prominent position will lead to the repeated occurrence of a large number of adverse effects in the production system. It is pointed out that the core conflict existing in J Company in the past 10 years is the disconnection between the rapid development of China's automobile industry and the speed of lean production personnel cultivation in enterprises. This paper discusses the failure of VSM (time dimension analysis) and Toyota logistics information flow chart (spatial dimension analysis) in the layout design of new factory, which will lead to the failure of facility layout and production system in the future. And proposed the innovation to improve the activity flow to improve the effectiveness of this kind of problem-solving. The originality and value of this paper: combine VSM with TP-TOC and TPS to discuss its development history, method similarities and differences, and make the situation analysis (SWOT), to improve the integrality and practicability of the three classical theories and methods; This paper discusses the reasons for the long-term use of VSM in Toyota Group (which has been used since 1990) rather than the traditional VSM in lean theory. This paper compares and analyzes the characteristics of Toyota production mode and its facility layout in two large enterprises of automobile seat industry, and probes into the reasons behind supporting its ultra-short production lead time.
【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】：2015
【分類號】：U468
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