【摘要】：DAAE公司成立于80年代初期，主要從事微型汽車(chē)發(fā)動(dòng)機(jī)及變速器的生產(chǎn)制造，年產(chǎn)能力約30萬(wàn)臺(tái)左右。由于成立時(shí)間較早，DAAE公司的生產(chǎn)經(jīng)營(yíng)模式基本是按照航空企業(yè)的計(jì)劃經(jīng)濟(jì)體制管理模式來(lái)運(yùn)營(yíng)和管理的。隨著國(guó)內(nèi)汽車(chē)行業(yè)的不斷進(jìn)步和企業(yè)自身的不斷向前發(fā)展，目前DAAE公司已經(jīng)完全實(shí)現(xiàn)并融入了現(xiàn)代的市場(chǎng)經(jīng)濟(jì)體制，伴隨著DAAE公司內(nèi)部結(jié)構(gòu)的調(diào)整，其生產(chǎn)管理，尤其是班組生產(chǎn)管理中的許多要素和細(xì)節(jié)迫切需要改變。 班組是企業(yè)最小的管理單元，但是卻承擔(dān)著企業(yè)生產(chǎn)經(jīng)營(yíng)的重大任務(wù)，可以說(shuō)班組管理水平的好與差，，直接關(guān)系到企業(yè)管理水平的高與低。通過(guò)對(duì)理論的研究，并結(jié)合DAAE公司各生產(chǎn)車(chē)間班組的實(shí)際生產(chǎn)管理狀況，發(fā)現(xiàn)DAAE公司班組生產(chǎn)管理內(nèi)容比較粗放，基本是計(jì)劃經(jīng)濟(jì)體制下生產(chǎn)組織模式的復(fù)制，并沒(méi)有隨著DAAE公司組織機(jī)構(gòu)合并調(diào)整而進(jìn)行相應(yīng)的管理變更和提升要求，同時(shí)班組的生長(zhǎng)性、發(fā)展性較差，沒(méi)有為員工發(fā)展提供應(yīng)有的空間和通道，沒(méi)有為員工提供相應(yīng)的崗位技術(shù)技能培訓(xùn)，沒(méi)有因?yàn)镈AAE公司組織機(jī)構(gòu)實(shí)行一級(jí)化管理撤消部分部門(mén)和業(yè)務(wù)室而明確相應(yīng)班組日常生產(chǎn)管理過(guò)程中出現(xiàn)問(wèn)題的處理流程，由此產(chǎn)生了班組日常生產(chǎn)過(guò)程中出現(xiàn)的設(shè)備問(wèn)題、工具工裝問(wèn)題、質(zhì)量問(wèn)題、物流問(wèn)題、人員短缺問(wèn)題、員工技能不足問(wèn)題、成本控制問(wèn)題等許多問(wèn)題，造成生產(chǎn)效率低下、成本控制困難、質(zhì)量水平不穩(wěn)定等后果。為了解決這些問(wèn)題，DAAE公司開(kāi)展班組生產(chǎn)精益管理工作，決定以實(shí)施班組精益管理為突破口，通過(guò)加強(qiáng)和強(qiáng)化班組管理，解決和緩解上述問(wèn)題，提升企業(yè)各項(xiàng)管理水平。 “工欲善其事，必先利其器”。在優(yōu)化研究的過(guò)程中，首先參考了許多有關(guān)精益生產(chǎn)及班組管理與控制方面的書(shū)籍，以得到理論依據(jù)，并結(jié)合企業(yè)實(shí)際情況在眾多的理論依據(jù)中挑選出對(duì)企業(yè)實(shí)際管理最具指導(dǎo)意義的部分指導(dǎo)優(yōu)化提升；其次，通過(guò)對(duì)國(guó)內(nèi)多家先進(jìn)企業(yè)(如：長(zhǎng)春一汽、重慶長(zhǎng)安汽車(chē)集團(tuán)、哈爾濱汽車(chē)發(fā)動(dòng)機(jī)制造公司、長(zhǎng)安福特公司、北汽福田公司等)進(jìn)行走訪調(diào)研，吸取先進(jìn)成熟經(jīng)驗(yàn)，加快公司班組生產(chǎn)精益管理優(yōu)化進(jìn)程；最后，在實(shí)際執(zhí)行的過(guò)程中，采取選取試驗(yàn)點(diǎn)進(jìn)行試點(diǎn)推行的辦法，通過(guò)試驗(yàn)推廣取得驗(yàn)證成果后再進(jìn)行由點(diǎn)及面的全面推行，以避免造成管理方式不正確或不適應(yīng)而造成的生產(chǎn)秩序混亂。 本文詳細(xì)論述了國(guó)內(nèi)許多先進(jìn)企業(yè)有關(guān)班組生產(chǎn)精益管理的研究情況，介紹了DAAE公司班組生產(chǎn)精益管理優(yōu)化前后情況對(duì)比實(shí)例，論述了DAAE公司班組生產(chǎn)精益管理過(guò)程中應(yīng)該重點(diǎn)關(guān)注和必須改善的要素和環(huán)節(jié)，通過(guò)對(duì)各重點(diǎn)要素和環(huán)節(jié)的改善提升，證明班組生產(chǎn)管理過(guò)程中精益管理的重要性和必要性，為企業(yè)提供了提升班組管理水平的方式和方法。
[Abstract]:DAAE Company was founded in the early 1980s, mainly engaged in the production and manufacture of micro automobile engines and transmission, the annual production capacity of about 300000. Because of its early establishment, the production and management mode of DAAE Company is basically operated and managed according to the planned economic system management mode of aviation enterprises. With the continuous progress of the domestic automobile industry and the continuous development of the enterprises themselves, DAAE company has been fully realized and integrated into the modern market economy system at present. With the adjustment of the internal structure of the DAAE company, its production management, Especially, many elements and details of shift production management need to be changed urgently. The shift group is the smallest management unit of the enterprise, but it undertakes the important task of the enterprise production and management. It can be said that the management level of the shift group is good or bad, which is directly related to the high and low management level of the enterprise. Through the study of the theory and the actual production management situation of the production workshop groups in DAAE Company, it is found that the production management content of the DAAE Company is relatively extensive, which is basically a copy of the production organization model under the planned economy system. There are no corresponding management changes and promotion requirements with the merger and adjustment of DAAE organization. At the same time, the growth and development of the teams are poor, and they do not provide the proper space and channels for the staff development. Did not provide the corresponding post technical skills training for the staff, and did not clarify the process of handling the problems in the daily production management process of the corresponding shift group because of the DAAE organization implementing the first-level management and revocation of some departments and business rooms. As a result, there are many problems such as equipment problems, tooling problems, quality problems, logistics problems, personnel shortage problems, insufficient staff skills problems, cost control problems and so on, which result in low production efficiency. Difficult cost control, unstable quality level and other consequences. In order to solve these problems, DAAE Company carried out the lean management of shift production and decided to take the lean management of shift and group as a breakthrough, and to solve and alleviate the above problems by strengthening and strengthening the management of teams and groups, and to improve the management level of enterprises. If a worker wants to do well, he must first sharpen his tools. In the process of optimization research, we first refer to many books on lean production and team management and control, in order to get the theoretical basis. And combined with the actual situation of enterprises in a number of theoretical basis to select the most instructive part of the actual management of the enterprise guidance optimization; Secondly, through visiting and investigating a number of advanced domestic enterprises (such as Changchun FAW, Chongqing Changan Automobile Group, Harbin Automotive engine Manufacturing Company, Changan Ford Company, BAIC Futian Company, etc.), we can draw on advanced and mature experience. Speed up the company team production lean management optimization process; Finally, in the process of actual implementation, the method of selecting test points for pilot implementation is adopted, and the verification results are obtained through the test promotion, and then the comprehensive implementation is carried out by the points and sides. To avoid the production disorder caused by incorrect management or inadaptability. This paper discusses in detail the research situation of Lean Management of shift production in many advanced enterprises in China, and introduces a comparative example of the situation before and after the optimization of Lean Management in shift production of DAAE Company. This paper discusses the key factors and links that should be paid attention to and must be improved in the lean management of shift production in DAAE Company. Through the improvement and promotion of the key elements and links, the importance and necessity of lean management in the process of team production management are proved. For the enterprise to improve the team management level of the way and method.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F273;F426.4

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