【摘要】：隨著世界貿(mào)易一體化的持續(xù)深入，市場競爭變得空前激烈，制造型企業(yè)已經(jīng)進入了微利時代，為了提高自身的競爭力，在市場上占有一席之地，許多企業(yè)開始通過實施精益生產(chǎn)方式來提高生產(chǎn)效率、降低生產(chǎn)成本、縮短交貨周期，從而更好地滿足客戶需求，贏得更多的市場訂單。價值流圖析技術(shù)是實施精益生產(chǎn)的一個可視化的系統(tǒng)分析工具，可以幫助人們有效地發(fā)現(xiàn)問題并系統(tǒng)地優(yōu)化問題。 本文從精益生產(chǎn)的角度出發(fā)，結(jié)合看板管理和工業(yè)工程的相關(guān)理論和方法，以H公司TJ500產(chǎn)品為研究對象，運用價值流圖析技術(shù)分析了TJ500產(chǎn)品的生產(chǎn)流程，針對分析出的問題，提出并實施了一套完整的生產(chǎn)流程優(yōu)化方案。首先，論文對產(chǎn)品的生產(chǎn)工藝流程進行了分析，通過對瓶頸工位作業(yè)方式的改進，消除了大量的等待時間，使總的操作時間減少了35.9%；其次，，對車間的搬運路線進行了分析，通過對車間布局的改進，生產(chǎn)面積減少了33.02%，總的搬運距離縮短了77.01%；還有通過采用生產(chǎn)看板拉動系統(tǒng)，減少了在制品庫存量，基本上實現(xiàn)了“一個流”生產(chǎn)。 通過實施生產(chǎn)流程優(yōu)化方案，TJ500產(chǎn)品主要的精益生產(chǎn)指標得到了明顯的提升，如交貨周期由42.22天縮短為19.82天；加工效率MCE（Manufacturing Cycle Efficiency）提升了36.56%；生產(chǎn)線平衡率由25.13%提升到了83.37%；產(chǎn)品的一次合格率FTT（First TimeThrough）和質(zhì)量的穩(wěn)定性都得到了較大幅度的提高。
[Abstract]:With the continuous deepening of the world trade integration, the market competition has become unprecedented fierce, manufacturing enterprises have entered the era of small profits, in order to improve their competitiveness, in order to occupy a place in the market, Many enterprises begin to improve production efficiency, reduce production cost, shorten delivery cycle by implementing lean production mode, thus better meet customer demand and win more market orders. Value flow graph analysis is a visual system analysis tool for lean production, which can help people find problems and optimize problems systematically. From the angle of lean production, combined with the theory and method of Kanban management and industrial engineering, this paper takes TJ500 products of H Company as the research object, and analyzes the production process of TJ500 products by using value flow graph analysis technology. Put forward and implement a set of complete production process optimization scheme. First of all, the paper analyzes the production process of the product, through the improvement of the bottleneck work mode, eliminate a lot of waiting time, so that the total operating time is reduced by 35.9. Secondly, the transportation route of the workshop is analyzed. By improving the layout of the workshop, the production area has been reduced by 33.02 and the total handling distance has been shortened by 77.01. Also through the use of production Kanban pull system, reduce the in-process inventory, basically achieve "one stream" production. Through the implementation of the production process optimization scheme, the main lean production indexes of TJ500 products were obviously improved, such as the delivery period shortened from 42.22 days to 19.82 days, the processing efficiency MCE (Manufacturing Cycle Efficiency) increased by 36.56 days, and the manufacturing efficiency increased by 36.56 days. The balance rate of production line has been raised from 25.13% to 83.37%, the primary pass rate of product FTT (First TimeThrough) and the stability of quality have been greatly improved.
【學位授予單位】：湖南工業(yè)大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F273;F426.6

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