本文關(guān)鍵詞： 精益生產(chǎn) 生產(chǎn)計(jì)劃制定 Borda序值法 現(xiàn)場(chǎng)管理 看板管理　出處：《天津大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：本文通過對(duì)優(yōu)利康達(dá)公司當(dāng)前生產(chǎn)管理模式的深入研究,以精益生產(chǎn)角度審視該公司生產(chǎn)管理模式存在的問題。為了更有效的運(yùn)用分層、分步的方式去實(shí)施精益生產(chǎn)管理模式,文章使用專家打分法及Borda序值法定量的評(píng)價(jià)出各個(gè)問題對(duì)優(yōu)利康達(dá)公司發(fā)展的影響程度。結(jié)果顯示,計(jì)劃管理問題、現(xiàn)場(chǎng)管理問題及生產(chǎn)線管理問題影響程度較大,物流管理問題、產(chǎn)品銷售管理問題以及產(chǎn)品研發(fā)管理問題影響程度較小。因此文中采取分兩步走的方式,對(duì)重點(diǎn)問題進(jìn)行優(yōu)先解決,剩余問題待一階段管理方案落實(shí)到位、運(yùn)轉(zhuǎn)穩(wěn)定后再處理。方案中總生產(chǎn)計(jì)劃采用精益生產(chǎn)方式中的“拉動(dòng)式”方法進(jìn)行制定,根據(jù)公司銷售部門提供的歷史數(shù)據(jù)進(jìn)行需求預(yù)測(cè),制定較為準(zhǔn)確合理的總生產(chǎn)計(jì)劃。并選用試算法對(duì)不同計(jì)劃方案的成本進(jìn)行核算,優(yōu)化出最合理的生產(chǎn)方案為自身生產(chǎn)與外包相結(jié)合。在總生產(chǎn)計(jì)劃的指導(dǎo)下,計(jì)算相應(yīng)的主生產(chǎn)計(jì)劃值。以機(jī)艙罩裝配為例進(jìn)行作業(yè)計(jì)劃制定,將作業(yè)分配到各工序上,通過優(yōu)化排序,得到成本最小的指派。現(xiàn)場(chǎng)管理選取先進(jìn)的5S管理模式,給出相應(yīng)的實(shí)施方案。生產(chǎn)線按照加工工序來排列設(shè)備,將生產(chǎn)線設(shè)置為U形,實(shí)現(xiàn)被加工產(chǎn)品的單件流動(dòng),工序間節(jié)拍時(shí)間一致,避免孤島設(shè)備。物流管理中對(duì)各部門位置進(jìn)行重新規(guī)劃。優(yōu)化調(diào)整后,通過考量每周各部門間的運(yùn)輸費(fèi)用均有減少。同時(shí)將銷售看作為生產(chǎn)的起點(diǎn),實(shí)行按照訂單需求組織生產(chǎn)的銷售策略。最后以新產(chǎn)品開發(fā)周期“八階段”理論為基礎(chǔ),結(jié)合優(yōu)利康達(dá)公司具體實(shí)例,采取分步式開發(fā)新產(chǎn)品的方式,逐步形成健全、完善的研發(fā)管理模式。通過從以上六方面對(duì)生產(chǎn)管理模式優(yōu)化,實(shí)現(xiàn)了優(yōu)利康達(dá)公司從傳統(tǒng)生產(chǎn)管理模式向精益生產(chǎn)管理模式的轉(zhuǎn)變,提高了企業(yè)的生產(chǎn)效率及利潤空間,有效的增強(qiáng)了企業(yè)的核心競(jìng)爭力。
[Abstract]:In this paper, through the in-depth study of the current production management model of Yourikanda Company, the problems in the production management mode of the company are examined from the lean production angle. In order to implement the lean production management mode in a more effective and hierarchical and step-by-step manner, this paper analyzes the existing problems of the production management mode of the company from the perspective of lean production. In this paper, the expert scoring method and Borda order value method are used to evaluate the influence of each problem on the development of Yourikanda Company. The results show that the planning management problem, the field management problem and the production line management problem have great influence on the development of the company. Logistics management problems, product sales management problems and product R & D management problems have less influence. Therefore, the paper adopts a two-step approach to give priority to key issues, and the remaining problems are implemented in one stage of management. The overall production plan is formulated by the "pull" method in lean production, and the demand is predicted according to the historical data provided by the sales department of the company. Make a more accurate and reasonable total production plan. Select the trial algorithm to calculate the cost of different plan, optimize the most reasonable production plan for the combination of their own production and outsourcing. Under the guidance of the total production plan, Calculate the corresponding main production plan value. Take the engine room cover assembly as an example to make the operation plan, assign the work to every working procedure, get the assignment with the lowest cost by optimizing the order, select the advanced 5S management mode in the field management, The corresponding implementation scheme is given. The production line arranges the equipment according to the processing procedure, sets the production line to U shape, realizes the single piece flow of the processed product, and the rhythm time between the processes is the same. Avoid islanding equipment. In logistics management, the location of each department should be replanned. After optimization and adjustment, the cost of transportation between departments will be reduced by considering the weekly cost of transportation. At the same time, sales will be regarded as the starting point of production. Finally, based on the "eight stages" theory of the new product development cycle and combined with the concrete example of Youlikanda Company, the sales strategy of organizing the production according to the order demand is adopted step by step to develop the new product step by step so as to form and perfect gradually. Perfect R & D management mode. By optimizing the production management model from the above six aspects, the company has realized the transformation from traditional production management mode to lean production management mode, and has improved the production efficiency and profit space of the enterprise. Effectively enhance the core competitiveness of enterprises.
【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F426.61;F273

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