本文選題：工業(yè)工程 + 現(xiàn)場改善�。� 參考：《燕山大學》2014年碩士論文

【摘要】：生產(chǎn)現(xiàn)場是企業(yè)效益的直接來源，現(xiàn)場管理水平的高低直接反映企業(yè)的經(jīng)營狀況，以現(xiàn)場改善為開端提高現(xiàn)場管理水平是行之有效的方法。現(xiàn)場改善通過對生產(chǎn)現(xiàn)場各種生產(chǎn)要素進行合理的配置，減少生產(chǎn)浪費，降低生產(chǎn)成本，提高產(chǎn)品質量，對企業(yè)提高自身競爭力具有十分重要的意義。本文在精益生產(chǎn)思想指導下，結合工業(yè)工程技術，通過創(chuàng)新性的應用現(xiàn)場改善方法解決了圣戈班(邯鄲)公司現(xiàn)場存在的問題，對同類制造加工企業(yè)今后的現(xiàn)場改善活動有重要指導意義，同時為精益生產(chǎn)思想在國內(nèi)企業(yè)的應用提供了可借鑒的經(jīng)驗。 首先，本文闡述了精益生產(chǎn)和工業(yè)工程的相關理論，在此基礎上研究了現(xiàn)場改善的主要方法，為現(xiàn)場改善奠定了理論基礎。 其次，從現(xiàn)場5S、生產(chǎn)模式和在制品三個方面對圣戈班(邯鄲)公司生產(chǎn)現(xiàn)場存在的問題進行分析，運用魚骨圖工具找出問題的主要原因和解決方法，，并分析了圣戈班(邯鄲)公司實施精益生產(chǎn)的必要性和可行性。 再次，制定了適用于圣戈班(邯鄲)公司的現(xiàn)場改善方案，改善了現(xiàn)場5S管理，為后續(xù)改善活動奠定了良好的基礎；根據(jù)ECRS原則優(yōu)化生產(chǎn)流程，減少了人力和流程總時間；運用方法研究和作業(yè)測定方法，實現(xiàn)設備快速換模和全面生產(chǎn)維護，提高了設備效率；通過使用看板建立“FIFO”超市和按訂單交貨期安排生產(chǎn)兩種方法創(chuàng)新性的結合，實現(xiàn)了非流水生產(chǎn)模式下局部工序間拉動式生產(chǎn)，有效減少了在制品數(shù)量，提高了準時交貨率。 最后，追蹤方案實施效果并從定性和定量兩個方面進行效果評價，指出現(xiàn)有改善的不足，制定進一步的改善措施，持續(xù)改善。
[Abstract]:The production site is the direct source of the enterprise benefit, and the level of the field management level directly reflects the management situation of the enterprise. It is an effective method to improve the on-site management level by taking the on-site improvement as the beginning.It is of great significance for enterprises to improve their competitiveness by reasonably allocating all kinds of production factors, reducing production waste, reducing production cost and improving product quality.Under the guidance of lean production thought and combined with industrial engineering technology, this paper solves the problems existing in Saint-Gobain (Handan) Company through innovative application of field improvement method.It has important guiding significance for the field improvement activities of similar manufacturing and processing enterprises in the future, and also provides reference experience for the application of lean production thought in domestic enterprises.Firstly, this paper describes the relevant theories of lean production and industrial engineering, and then studies the main methods of field improvement, which lays a theoretical foundation for field improvement.Secondly, the problems in the production site of Saint-Gobain (Handan) Company are analyzed from three aspects of site 5S, production mode and in-process products, and the main causes and solutions of the problems are found by using fish bone map tools.The necessity and feasibility of implementing lean production in Saint-Gobain (Handan) Company are analyzed.Thirdly, the site improvement program applied to Saint-Gobain (Handan) company was formulated, and the 5S management was improved, which laid a good foundation for the subsequent improvement activities, optimized the production process according to the ECRS principle, and reduced the manpower and total process time.By means of method research and job measurement, the equipment can be changed quickly and maintained in a comprehensive way, and the efficiency of the equipment can be improved, and the innovative combination of the two methods, the establishment of "FIFO" supermarket by using Kanban and the arrangement of production according to the due time of orders,In the non- production mode, the partial inter-process pull-out production is realized, which effectively reduces the number of in-process products and improves the on-time delivery rate.Finally, we track the effect of the scheme and evaluate it from both qualitative and quantitative aspects, and point out the shortcomings of the existing improvement, and formulate further improvement measures and continue to improve.
【學位授予單位】：燕山大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F416.4;F273

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