本文選題：精益生產(chǎn)　切入點(diǎn)：生產(chǎn)系統(tǒng)　出處：《西南交通大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：提供的高品質(zhì)和有競(jìng)爭(zhēng)力的汽車零件產(chǎn)品,是中國(guó)汽車零部件制造業(yè)向終端客戶進(jìn)行創(chuàng)新和服務(wù)的基礎(chǔ),而精益生產(chǎn)理論實(shí)施對(duì)中國(guó)汽車零部件制造企業(yè)在實(shí)施生產(chǎn)領(lǐng)域有著指南針般的意義,本文目的在于結(jié)合我國(guó)汽車零部件制造企業(yè)案例與精益生產(chǎn)的研究理解,搭建一種合適中國(guó)式制造的、可操作的精益生產(chǎn)實(shí)施模型和方法,啟到改善汽車零部件制造企業(yè)生產(chǎn)效率及成本控制的能力,增強(qiáng)企業(yè)的競(jìng)爭(zhēng)能力。汽車零部件制造行業(yè)雖保持穩(wěn)定增長(zhǎng),但大多企業(yè)缺乏關(guān)鍵零件核心技術(shù)能力,產(chǎn)品質(zhì)量缺不穩(wěn)定等問(wèn)題,對(duì)于汽車零部件制造行業(yè)的運(yùn)營(yíng)存在巨大挑戰(zhàn),縱觀中國(guó)汽車零件企業(yè)推進(jìn)精益生產(chǎn)的現(xiàn)狀,并結(jié)合內(nèi)外部經(jīng)營(yíng)環(huán)境不斷變化,發(fā)現(xiàn)中國(guó)制造傳統(tǒng)模式,依然在阻礙企業(yè)生產(chǎn)成本減低的有效執(zhí)行,因此如何能夠?qū)嵤┛沙掷m(xù)的、有改善的、可借鑒地開展精益生產(chǎn)管理是汽車零件企業(yè)具備競(jìng)爭(zhēng)能力的關(guān)鍵因素之一。結(jié)合B汽車零件企業(yè)精益生產(chǎn)項(xiàng)目情況,使用精益生產(chǎn)實(shí)施方法對(duì)于目前薄弱環(huán)節(jié)加以優(yōu)化,利用基于過(guò)程導(dǎo)向的流程再造(價(jià)值流規(guī)劃)來(lái)識(shí)別價(jià)值流動(dòng)因素,通過(guò)5S及可視化管理做之后精益生產(chǎn)工作奠定好扎實(shí)基礎(chǔ),而全面生產(chǎn)維護(hù)(TPM)實(shí)施是確保設(shè)備處于穩(wěn)定狀態(tài)下,同時(shí)推行的全面質(zhì)量管理提升從各個(gè)環(huán)節(jié)來(lái)掌握質(zhì)量問(wèn)題發(fā)生與解決,然后通過(guò)消耗控制、周期性物料供應(yīng)及均衡生產(chǎn)來(lái)降低B汽車零件企業(yè)的庫(kù)存,用標(biāo)準(zhǔn)化工作來(lái)記錄保持精益成果,結(jié)合企業(yè)產(chǎn)能發(fā)展及需求,對(duì)裝配線進(jìn)行精益規(guī)劃,通過(guò)快速換型來(lái)增加產(chǎn)能,使用適當(dāng)手段對(duì)員工進(jìn)行激勵(lì),在持續(xù)改進(jìn)環(huán)節(jié)特別介入管理層參加,來(lái)實(shí)現(xiàn)精益生產(chǎn)的層層推進(jìn).。基于本文是遵循"提問(wèn)—分析—解決—實(shí)證"的邏輯結(jié)構(gòu)來(lái)進(jìn)行撰寫,具體流程圖為:研究背景和意義—B汽車零件企業(yè)生產(chǎn)系統(tǒng)現(xiàn)狀分析—B汽車零件企業(yè)實(shí)施精益生產(chǎn)系統(tǒng)原則和準(zhǔn)備—B汽車零件企業(yè)精益生產(chǎn)系統(tǒng)的實(shí)施—改善結(jié)果和總結(jié)。
[Abstract]:The high quality and competitive automotive parts products are the basis of the innovation and service to the end customers in China's auto parts manufacturing industry. The implementation of lean production theory has a compass meaning for Chinese auto parts manufacturing enterprises in the field of production. The purpose of this paper is to combine the case study of Chinese auto parts manufacturing enterprises with the understanding of lean production. To build a suitable Chinese manufacturing, operational lean production implementation model and method to improve the production efficiency and cost control of auto parts manufacturing enterprises, Enhance the competitiveness of enterprises. Although the auto parts manufacturing industry has maintained a steady growth, most enterprises lack the core technical capability of key parts, and the quality of products is not stable, and so on. There are great challenges to the operation of auto parts manufacturing industry. Looking at the current situation of Chinese auto parts enterprises to promote lean production, and combining with the changing internal and external business environment, we find the traditional mode of Chinese manufacture. It is still hampering the effective implementation of lower production costs, so how can sustainable and improved implementation be implemented? Lean production management is one of the key factors for automotive parts enterprises to have competitive power. According to the lean production projects of B automobile parts enterprises, the lean production implementation method is used to optimize the current weak links. The process oriented process reengineering (value flow planning) is used to identify the value flow factors and lay a solid foundation for lean production after 5S and visual management. The implementation of TPM is to ensure that the equipment is in a stable state, and at the same time, the promotion of total quality management is to master the occurrence and solution of quality problems from various aspects, and then to control the quality through consumption control. Periodic material supply and balanced production to reduce the inventory of B auto parts enterprises, using standardization work to record and maintain lean results, combined with enterprise capacity development and demand, lean assembly line planning, through rapid change to increase production capacity, Use appropriate means to motivate employees, especially involve management in continuous improvement, to achieve Lean production layer by layer... Based on the logical structure of "Question-Analysis-solution-empirical", this paper is written. The specific flow chart is: research background and significance-B automobile parts enterprise production system present situation analysis-B automobile parts enterprise implements the lean production system principle and the preparation-B automobile parts enterprise lean production system implementation-improvement result and summary.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F273;F426.471

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