本文選題：在制品 + 硬制約因素　； 參考：《華南理工大學》2014年碩士論文

【摘要】：WIP－Work In Process,即在制品。是指企業(yè)在生產活動過程中處于加工或者等待加工的原材料、零件、半成品或成品，等待的目的是為了投入下一道工序，而最終的目的是為了交付產品，獲取利潤。在制品在各行業(yè)的生產活動中存在于各個環(huán)節(jié)，其存在的形態(tài)由企業(yè)所生產產品的工藝和行業(yè)特性所決定，可以說，任何產品的生產都需要經過等待制作到制作的過程，因此，存在一定數(shù)量的在制品是企業(yè)正常生產的客觀需求。然而，在制品等待時間過長對于產品的生產周期、生產過程中的生產率、生產效率以及品質的控制均存在很大的影響，從而進一步影響到產品的交付周期，降低企業(yè)的競爭力，同時還影響到企業(yè)的資金周轉。特別是隨著市場需求的多樣化，小批量多品種的生產方式成為制造行業(yè)的主流，如何降低在制品等待時間成為企業(yè)生產管理中的核心問題。 G公司是一家生產高檔音響產品和專業(yè)功放的OEM/ODM混合型港資企業(yè)，在生產過程中也存在在制品過多且存在于各個生產環(huán)節(jié)的問題，對于企業(yè)的正常生產活動帶來很大的影響。因此，本文將對G公司現(xiàn)階段生產過程中在制品等待時間的現(xiàn)狀進行分析，找出導致在制品等待時間過長的硬制約因素和軟制約因素并針對性的提出相應的優(yōu)化方案并加以實施，最后將生產現(xiàn)場在制品的等待時間在現(xiàn)有基礎上減少30%以上，以此提高生產效率和縮短產品生產周期。 硬制約因素的分析將結合精益生產的理論和系統(tǒng)性方法，，利用工位平衡法、布局和流程再造、KANBAN、POKAYOKY等精益改善方法，對生產過程中的在制品進行數(shù)據(jù)分析和優(yōu)化方案設計并實施。軟制約因素的分析將重點研究人員流失率持續(xù)居高對在制品等待時間帶來的影響以及在制品重點工位激勵機制的構建，利用人力資源管理的方法，最大限度減少生產線人員流失以及如何穩(wěn)定在制品重點工位的人員配置。
[Abstract]:WIP-Work in process, that is, in process. It refers to the raw materials, parts, semi-finished products or finished products that enterprises are processing or waiting for processing in the course of production activities. The purpose of waiting is to invest in the next process, and the ultimate purpose is to deliver the products and obtain profits. WIP exists in all aspects of production activities in various industries, and its form of existence is determined by the technology and industry characteristics of the products produced by enterprises. It can be said that any production of products needs to wait for the process of production to be made, so, The existence of a certain number of WIP is the objective demand of normal production. However, the long waiting time of WIP has a great influence on the production cycle, productivity, efficiency and quality control of the product, thus further affecting the product delivery cycle and reducing the competitiveness of the enterprise. At the same time, it also affects the capital turnover of enterprises. Especially with the diversification of market demand, the production mode of small batch and variety has become the mainstream of the manufacturing industry. How to reduce the waiting time of WIP has become the core problem in the production management of enterprises. G Company is a OEM/ODM hybrid enterprise which produces high-grade audio products and professional amplifier. In the process of production, there are too many in-process products and problems in various production links, which have a great impact on the normal production activities of enterprises. Therefore, this paper will analyze the status quo of the waiting time of in-process products in the production process of G Company at the present stage. Find out the hard and soft restriction factors that lead to the excessive waiting time of the WIP and put forward the corresponding optimization plan and implement it. Finally, the waiting time of the WIP on the production site will be reduced by more than 30% on the existing basis. In order to improve production efficiency and shorten product production cycle. The analysis of hard constraint factors will combine the theory and systematic method of lean production, using the method of work station balance, layout and process reengineering, etc., to carry out the data analysis and optimize the scheme design and implementation of the WIP in the process of production by using the lean improvement methods such as KANBANANPHOKAYOKY, etc. The analysis of soft restriction factors will focus on the impact of the high turnover rate on the waiting time of WIP and the construction of incentive mechanism for the key workstations of WIP, using the method of human resource management. Minimize the loss of production line and how to stabilize the key work in-process staffing.
【學位授予單位】：華南理工大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F273.2;F426.6

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