【摘要】：我國(guó)的印刷行業(yè)經(jīng)過(guò)了20多年的高速擴(kuò)張之后，盲目建設(shè)和重復(fù)建設(shè)帶來(lái)的資源浪費(fèi)和市場(chǎng)惡性競(jìng)爭(zhēng)使得印刷行業(yè)由早期的“暴利行業(yè)”轉(zhuǎn)變成為如今的“微利行業(yè)”。印刷企業(yè)要想在這種激烈和殘酷的競(jìng)爭(zhēng)環(huán)境中繼續(xù)生存，以往簡(jiǎn)單的通過(guò)壓低材料價(jià)格，增加設(shè)備，增加技術(shù)投入來(lái)擴(kuò)大市場(chǎng)占有率的方法已經(jīng)不再適用了。S公司與眾多印刷企業(yè)一樣都面臨著如何既不增加成本投入，又能持續(xù)地滿足市場(chǎng)需求，維護(hù)既有訂單并贏得更多訂單的現(xiàn)實(shí)問(wèn)題。對(duì)企業(yè)內(nèi)部生產(chǎn)系統(tǒng)進(jìn)行改善及提升已成為當(dāng)前印刷行業(yè)應(yīng)對(duì)市場(chǎng)競(jìng)爭(zhēng)的一種趨勢(shì)。 約束理論是立足于企業(yè)的現(xiàn)實(shí)條件和約束因素，面向增加企業(yè)的有效產(chǎn)出，用有限的資源提供最大的有效產(chǎn)出，從而有效地降低企業(yè)的運(yùn)營(yíng)成本，實(shí)現(xiàn)企業(yè)的最終目標(biāo)的管理方法，而非簡(jiǎn)單地減少成本或提高效率，與S公司目前的生產(chǎn)系統(tǒng)改善需求不謀而合。 本文以S公司的精裝書(shū)生產(chǎn)系統(tǒng)的實(shí)際改善為研究對(duì)象，運(yùn)用約束理論思想及“TP思維方法”、“TOC持續(xù)改進(jìn)五步法”等約束理論應(yīng)用工具，針對(duì)精裝書(shū)生產(chǎn)系統(tǒng)目前存在的生產(chǎn)瓶頸問(wèn)題，研究如何識(shí)別和消除S公司精裝書(shū)生產(chǎn)系統(tǒng)瓶頸，實(shí)現(xiàn)精裝書(shū)生產(chǎn)系統(tǒng)的綜合運(yùn)營(yíng)效率的提升，最終達(dá)到增加企業(yè)利潤(rùn)的目的。首先，，對(duì)精裝書(shū)生產(chǎn)系統(tǒng)的生產(chǎn)流程和現(xiàn)狀進(jìn)行描述，確定改善的方向和目標(biāo)。其次，通過(guò)對(duì)各工序生產(chǎn)能力的分析，找出精裝書(shū)生產(chǎn)系統(tǒng)中存在的瓶頸約束，通過(guò)分析約束產(chǎn)生的原因制定對(duì)策對(duì)瓶頸資源進(jìn)行挖潛，提升其利用率。再次，還要使非瓶頸工序服從與配合于瓶頸工序，建立了推動(dòng)TOC改善的MSBB業(yè)績(jī)衡量指標(biāo)體系。最后，建立持續(xù)改進(jìn)的TOC改善機(jī)制，防止新的瓶頸的產(chǎn)生。 本文通過(guò)S公司精裝書(shū)生產(chǎn)系統(tǒng)的實(shí)際改善案例驗(yàn)證了TOC改善在印刷企業(yè)不但可行而且非常有效：精裝書(shū)生產(chǎn)系統(tǒng)的訂單準(zhǔn)時(shí)交貨率由原來(lái)的25%提升至83.67%，存貨周轉(zhuǎn)天數(shù)由原來(lái)的97.56天下降至63.24天，生產(chǎn)效率提升34.7%。對(duì)于S公司的其他生產(chǎn)系統(tǒng)的改善及其他印刷企業(yè)提供了良好的借鑒和經(jīng)驗(yàn)支持，為書(shū)刊印刷行業(yè)的管理改革與轉(zhuǎn)型提供了一個(gè)新的思路。
[Abstract]:After more than 20 years of rapid expansion of printing industry in our country, the waste of resources brought by blind construction and repeated construction and the vicious competition in the market make the printing industry change from the early "profiteering industry" to the "micro-profit industry". If printing enterprises want to survive in this fierce and cruel competitive environment, they used to simply increase equipment by lowering the price of materials. The method of increasing technology investment to expand market share is no longer applicable. Like many printing companies, the company is faced with how to meet the market demand without increasing the cost investment. Maintain the reality of existing orders and win more orders. Improving and upgrading the internal production system has become a trend for the printing industry to cope with the market competition. The constraint theory is based on the actual conditions and constraints of the enterprise, facing to increasing the effective output of the enterprise, providing the maximum effective output with the limited resources, thus effectively reducing the operating cost of the enterprise. Instead of simply reducing costs or improving efficiency, the management method to achieve the ultimate goal of the enterprise coincides with the demand for improvement in the current production system of S Company. This paper takes the actual improvement of hardcover book production system of S Company as the research object, applies the constraint theory thought and "TP thinking method", "TOC continuous improvement five-step method" and other constraint theory application tools, etc. In view of the bottleneck problem existing in the hardcover book production system at present, this paper studies how to identify and eliminate the bottleneck of the hardcover book production system in S Company, so as to improve the comprehensive operating efficiency of the hardcover book production system, and finally achieve the purpose of increasing the profit of the enterprise. First, describe the production process and current situation of hardcover book production system, and determine the direction and goal of improvement. Secondly, through the analysis of the production capacity of each working procedure, we find out the bottleneck constraints existing in the hardcover book production system, and through the analysis of the reasons for the constraints, formulate countermeasures to tap the potential of the bottleneck resources and improve their utilization ratio. Thirdly, we set up the MSBB performance measurement index system to promote the improvement of TOC by making the non-bottleneck process follow and cooperate with the bottleneck procedure. Finally, a continuous improved TOC improvement mechanism is established to prevent the emergence of new bottlenecks. This paper proves that TOC improvement is not only feasible but also very effective in printing enterprises through the actual improvement case of S Company hardcover book production system: the order on time delivery rate of hardcover book production system has been raised from 25% to 83.67%, inventory week. The number of days changed from 97.56 days to 63.24 days. The efficiency of production was increased by 34.7. It provides a good reference and experience support for the improvement of other production systems of S Company and other printing enterprises, and provides a new way of thinking for the management reform and transformation of the book printing industry.
【學(xué)位授予單位】：北京工業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F426.84

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