本文選題：精益生產(chǎn) + 流程再造�。� 參考：《吉林大學(xué)》2017年碩士論文

【摘要】：近些年來,中國汽車行業(yè)的發(fā)展可以說是突飛猛進(jìn)。伴隨著機(jī)遇的來臨,汽車生產(chǎn)企業(yè)也面臨著巨大的壓力。日漸增多的汽車品牌,層出不窮的各種替代產(chǎn)品。想要在汽車行業(yè)中生存下去,不僅要有雄厚的資金實(shí)力,還要在品牌、質(zhì)量、管理、服務(wù)等各個(gè)方面都表現(xiàn)優(yōu)秀。薩博作為一個(gè)30多年的輕型客車制造廠家,近幾年的銷售業(yè)績不盡如人意,尤其是在整個(gè)輕客行業(yè)年總銷量逐年增加的情況下。為了扭轉(zhuǎn)局面,薩博借鑒西方的思想,想要通過流程再造的方法對企業(yè)進(jìn)行一次大的變革。希望通過這次的再造,能使薩博擺脫目前的困境,并沖出重圍使企業(yè)邁上一個(gè)新的臺階。本文主要基于精益生產(chǎn)和流程再造兩大理論基礎(chǔ),在文章的第一章中介紹了本文的研究背景和研究意義。第二章主要介紹精益生產(chǎn)和流程再造理論的發(fā)展歷程。第三章介紹了薩博的發(fā)展歷程以及目前的經(jīng)營狀況,分別從生產(chǎn)計(jì)劃流程、質(zhì)量管理流程、生產(chǎn)車間現(xiàn)場管理以及生產(chǎn)工藝四個(gè)方面論述了目前的生產(chǎn)中存在的問題和不精益的方面。針對這些問題,在第四章中分別設(shè)計(jì)了新的流程,并且在原來的基礎(chǔ)上為薩博配備了生產(chǎn)信息系統(tǒng),實(shí)現(xiàn)生產(chǎn)的信息化管理。第五章主要對流程再造的過程進(jìn)行實(shí)施保障和效果評價(jià)。本文的重點(diǎn)章節(jié)為第三章到第五章,針對目前流程中存在的問題制定相應(yīng)的解決方案。在進(jìn)行流程再造的過程中,結(jié)合了許多先進(jìn)的生產(chǎn)理念,比如JIT、FIS、IE等。本文圍繞著整個(gè)的生產(chǎn)流程,從多個(gè)角度多次層次進(jìn)行了深層的剖析,整個(gè)過程中不僅針對生產(chǎn)流程進(jìn)行改造,同時(shí)還對公司的組織結(jié)構(gòu)、管理方式以及相應(yīng)的規(guī)章制度都進(jìn)行了改革,對于薩博這樣的企業(yè)來說,改革是一個(gè)從上到下、從里到外的全方位改革,不單單是生產(chǎn)流程的改造,是整個(gè)企業(yè)的一次變革。在實(shí)際的改造中用到了多種研究方法,比如抽樣調(diào)查法、訪談法、實(shí)踐法等等,在改造過程中,重視總裝車間的生產(chǎn)拉動(dòng)作用,結(jié)合一線工人的反饋意見,不斷的嘗試、不斷的改進(jìn),最終確定了新的生產(chǎn)流程,這中間的過程是由公司領(lǐng)導(dǎo)層、技術(shù)層和一線員工共同努力完成的。本文從2016年年末開始撰寫,結(jié)合這幾年所學(xué)的工業(yè)工程的知識,將理論運(yùn)用到實(shí)踐當(dāng)中,這不僅是對所學(xué)知識的一個(gè)總結(jié),也是我人生的一個(gè)重要的節(jié)點(diǎn)。通過論文的撰寫,我也學(xué)到了不少新知識,切實(shí)體會(huì)到理論聯(lián)系實(shí)際的重要性,在以后的日子里,我還會(huì)繼續(xù)努力,爭取更大的進(jìn)步。
[Abstract]:In recent years, the development of China's auto industry can be said to be by leaps and bounds. With the coming of opportunity, automobile manufacturing enterprises are also facing great pressure. The increasing number of automobile brands, endless variety of alternative products. In order to survive in the auto industry, we must not only have strong financial strength, but also in the brand, quality, management, service and other aspects of excellence. Saab as a light bus manufacturer for more than 30 years, the sales performance in recent years is not satisfactory, especially in the whole light passenger industry annual total sales increased year by year. In order to reverse the situation, Saab draws lessons from the western thought, wants to carry on a big transformation to the enterprise through the process reengineering method. It is hoped that through this reengineering, Saab will get out of its current predicament and break out of the siege to take the enterprise to a new level. This paper mainly based on lean production and process reengineering theory foundation, in the first chapter of the article introduced the research background and research significance. The second chapter mainly introduces the development course of lean production and process reengineering theory. The third chapter introduces the history of Saab's development and the current business situation, respectively from the production planning process, quality management process, This paper discusses the existing problems and unrefined aspects of production in four aspects of production workshop field management and production process. To solve these problems, a new process is designed in the fourth chapter, and Saab is equipped with production information system on the basis of the original one to realize the information management of production. The fifth chapter mainly carries on the implementation safeguard and the effect appraisal to the process of process reengineering. The key chapters of this paper are the third to the fifth chapters, aiming at the existing problems in the current process to develop the corresponding solutions. In the process of process reengineering, many advanced production concepts are combined, such as JIT-FISIE and so on. This article has carried on the deep analysis from many angles and many levels around the entire production process, the entire process not only carries on the transformation to the production process, but also to the company's organization structure, The management mode and the corresponding rules and regulations have been reformed. For an enterprise like Saab, the reform is a comprehensive reform from top to bottom, from inside to outside, not only the transformation of production process, but also a change of the whole enterprise. In the actual transformation, many research methods have been used, such as sampling survey, interview, practice and so on. In the process of transformation, we attach importance to the production pull function of the assembly shop, and combine the feedback of the front-line workers, and try constantly. Continuous improvement, the final finalization of the new production process, this intermediate process by the company's leadership, technical and frontline staff efforts to complete. This paper has been written since the end of 2016, combined with the knowledge of industrial engineering in the past few years, applying theory to practice. This is not only a summary of what I have learned, but also an important node of my life. Through the writing of the paper, I also learned a lot of new knowledge, practical understanding of the importance of linking theory with practice, in the future, I will continue to strive for greater progress.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F426.471;F273

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