本文選題：精益生產(chǎn) + 生產(chǎn)流程��； 參考：《廈門大學(xué)》2014年碩士論文

【摘要】：家具制造業(yè)在蓬勃發(fā)展的同時(shí)也逐步顯露出諸多問題,在中國眾多的家具制造企業(yè)中,大部分都是中小型民營(yíng)企業(yè),它們的發(fā)展對(duì)整個(gè)家具制造業(yè)的發(fā)展有著重要影響。本文立足于一個(gè)中小型民營(yíng)家具制造企業(yè)——公司面臨的問題,對(duì)其進(jìn)行流程再造,有著重要的現(xiàn)實(shí)意義。 快速變化的市場(chǎng)需求和激烈的競(jìng)爭(zhēng),使得C公司面臨著經(jīng)營(yíng)管理的困境,生存空間受到擠壓,不得不通過變革來求得生產(chǎn)和發(fā)展。通過SWOT分析發(fā)現(xiàn),C公司生產(chǎn)方面的問題尤為嚴(yán)重,較長(zhǎng)的生產(chǎn)周期是其致命的弱點(diǎn)。本文運(yùn)用價(jià)值流程圖對(duì)C公司的生產(chǎn)流程進(jìn)行了分析和梳理,找出其生產(chǎn)流程中的浪費(fèi)和生產(chǎn)車間的布局不合理、生產(chǎn)物流混亂等問題,并從內(nèi)外部因素分析了C公司進(jìn)行流程再造的必要性,認(rèn)為C公司只有通過流程再造才能真正擺脫目前困境,獲得新生。在進(jìn)行流程再造時(shí),考慮到C公司的規(guī)模小、資源條件和資金承受范圍有限等實(shí)際情況,本文選擇根據(jù)精益生產(chǎn)的思想和方法對(duì)其生產(chǎn)流程進(jìn)行再造,提出了流程再造的思路和方案,并已將該方案在C公司投入實(shí)施,實(shí)施結(jié)果表明,基于精益生產(chǎn)的思想對(duì)C公司的生產(chǎn)流程進(jìn)行再造是切實(shí)可行的,且己取得預(yù)期的效果。 通過生產(chǎn)流程再造,不僅解決了C公司生產(chǎn)方面目前存在的問題,消除了生產(chǎn)流程中的浪費(fèi),合理布局了生產(chǎn)車間,縮短了人員行走和物料搬運(yùn)的距離,優(yōu)化了生產(chǎn)物流,縮短了生產(chǎn)周期,提高了生產(chǎn)效率,降低了生產(chǎn)成本。還找到了瓶頸工序和生產(chǎn)中需要注意的問題,為C公司的持續(xù)改進(jìn)提供了方向。
[Abstract]:While the furniture manufacturing industry is booming, many problems are gradually revealed. Among the many furniture manufacturing enterprises in China, most of them are small and medium-sized private enterprises, their development has an important impact on the development of the whole furniture manufacturing industry. Based on the problems faced by a medium and small private furniture manufacturing enterprise, it is of great practical significance to reengineer the process. With the rapid change of market demand and fierce competition, C Company is faced with the dilemma of management and management, the living space is squeezed, and the production and development have to be achieved through change. Through SWOT analysis, it is found that the problems in production are especially serious, and the long production cycle is the fatal weakness. This paper analyzes and combs the production process of C Company by using the value flow chart, and finds out the waste in the production process, the unreasonable layout of the production workshop, the confusion of the production logistics, and so on. The necessity of process reengineering in C Company is analyzed from internal and external factors, and it is concluded that only through process reengineering can C Company really get out of its current predicament and get a new life. In the process reengineering, considering the small scale of C company, limited resource condition and limited capital bearing scope, this paper chooses to reengineer the production process according to the thought and method of lean production. The idea and scheme of process reengineering have been put into practice in C Company. The result shows that it is feasible to reengineer the production process of C Company based on lean production, and the expected effect has been achieved. Through the reengineering of production process, it not only solves the existing problems in the production of C Company, but also eliminates the waste in the production process, reasonably distributes the production workshop, shortens the distance between personnel walking and material handling, and optimizes the production logistics. The production cycle is shortened, the production efficiency is improved and the production cost is reduced. The bottleneck process and the problems needing attention in production are also found, which provides the direction for the continuous improvement of C Company.
【學(xué)位授予單位】：廈門大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F426.88;F273

【引證文獻(xiàn)】

相關(guān)碩士學(xué)位論文 前1條

1 韓倩;基于精益生產(chǎn)的A公司現(xiàn)場(chǎng)改善研究[D];湖南工業(yè)大學(xué);2014年

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本文編號(hào)：1794964