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  本文關鍵詞：基于精益思想的KB公司生產流程優(yōu)化研究　出處：《上海大學》2014年碩士論文　論文類型：學位論文

  更多相關文章： 精益生產 精益物流 價值流 流程優(yōu)化 看板管理

【摘要】：隨著市場經濟的不斷發(fā)展和完善,企業(yè)間的競爭將愈演愈烈。提高自身的核心競爭力和適應瞬息萬變的市場,從而快速占領市場是現(xiàn)代企業(yè)一直孜孜以求的目標。KB公司雖為行業(yè)的領跑者,但在面臨競爭者迎頭趕上、客戶越來越短的交貨周期和不斷的降價要求的情況下,KB同樣也如其他制造型企業(yè)一樣,感到“危機四伏”。所以,改善內部生產流程、推行精益生產對于KB公司的內部管理來說,已經迫不及待。本文所選的研究主題是KB公司生產流程的優(yōu)化研究,研究的價值對象是CCBII產品。研究目的是幫助企業(yè)尋求生產運營過程改善的突破點,降本增效,以助于企業(yè)在日趨激烈在競爭中提高自身在市場中的競爭力。本文應用價值流圖析工具,在確定價值對象后,以其實際生產流程為綱要,通過車間實地觀察,詢問,進行數(shù)據記錄,繪制了當前價值流程圖,在研究價值流動過程中發(fā)現(xiàn)增值部分和非增值部分,尋找到改善點,繪制了未來價值流圖,制定價值流改善計劃,提出布局優(yōu)化、物流優(yōu)化、設備優(yōu)化、快速換模(SMED)、看板管理等,討論改善方案,進行實地模擬最終建立基于精益思想的標準化作業(yè)流程,交貨周期由38.3天縮短成18天。同時,此優(yōu)化項目提高了生產線平衡率,單件產品人員走動距離減少近50%,減少作業(yè)人數(shù),質量一次性不合格率由5.04%降低到1%左右,節(jié)約場地面積,提高生產效率,降低了在制品庫存等。本文闡述了一個以精益思想為核心的生產流程優(yōu)化的研究、分析、實施的過程,具有常規(guī)改善所具備的特點和普遍性,它符合現(xiàn)代企業(yè)走向精益管理的發(fā)展需求,是企業(yè)取得長足發(fā)展的堅固基石。同時,本文也結合了案例企業(yè)自身的一些特點,活學活用,進行適當?shù)淖兺?最終取得了實質性的改善效果。希望本文能給需要尋求和探究生產流程優(yōu)化的企業(yè)帶來一些幫助和具有一些指導意義。
[Abstract]:With the continuous development and improvement of the market economy, the competition among enterprises will become more and more intense, improve their core competitiveness and adapt to the ever-changing market. Thus the rapid occupation of the market is the goal of modern enterprises. KB company is the industry leader, but in the face of competitors to catch up. Customers with shorter delivery cycles and constant price reduction requirements are also feeling the same "crisis" as other manufacturing enterprises. Therefore, improve the internal production process. To promote lean production for the internal management of KB, can not wait. This paper selected the research theme is the optimization of the production process of KB company. The value object of the study is CCBII products. The purpose of the study is to help enterprises to find a breakthrough point to improve the process of production and operation, reducing costs and increasing efficiency. In order to help enterprises in the increasingly fierce competition to improve their competitiveness in the market. This paper applies the value flow chart analysis tool, after determining the value object, taking its actual production process as the outline, through the workshop field observation. Inquiring, recording data, drawing current flow chart of value, finding value-added part and non-value-added part in the process of studying value flow, finding improvement point and drawing future value flow chart. Make value flow improvement plan, put forward layout optimization, logistics optimization, equipment optimization, rapid mold change, Kanban management, etc., discuss the improvement plan. The field simulation results in the establishment of standardized operation flow based on lean thinking, and the delivery period is shortened from 38.3 days to 18 days. At the same time, this optimization project improves the balance rate of production line. The walking distance of individual product personnel is reduced by nearly 50 percent, the number of people working is reduced, the one-off nonconformity rate of quality is reduced from 5.04% to about 1%, the area of the site is saved and the production efficiency is improved. This paper describes a lean thought as the core of the production process optimization research, analysis, implementation of the process, with the characteristics of conventional improvement and universality. It conforms to the development needs of modern enterprises towards lean management, and is the solid foundation stone for enterprises to make great progress. At the same time, this paper also combines some characteristics of case enterprises, learn to use them alive, and make appropriate modifications. We hope this paper can bring some help and guidance to the enterprises that need to seek and explore the optimization of production process.
【學位授予單位】：上海大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F426.6;F273

【參考文獻】

相關碩士學位論文 前1條

1 何茂友;德泉公司生產管理問題改善研究[D];華中科技大學;2007年

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本文編號：1359177