本文選題：分段建造工藝　切入點(diǎn)：托盤(pán)管理　出處：《東南大學(xué)》2016年碩士論文

【摘要】：近年來(lái),因造船市場(chǎng)周期性低迷、人工成本不斷增加,使得低附加值船舶的成本成控制為關(guān)鍵課題。在成本方面,縮短生產(chǎn)制作周期、降低工序間庫(kù)存成為重點(diǎn)研究的方向。在技術(shù)方面,隨著全球造船現(xiàn)代化模式的不斷成熟,船舶建造殼舾涂一體化受到現(xiàn)代造船企業(yè)的青睞。本文以江蘇熔盛重工有限公司為對(duì)象,以該公司由粗放的生產(chǎn)管理向精細(xì)化管理轉(zhuǎn)變?yōu)楸尘?研究粗放管理下出現(xiàn)了分段制作周期不可控、分段制作進(jìn)度與搭載需求不符、半成品庫(kù)存過(guò)大等問(wèn)題,提出公司重點(diǎn)推進(jìn)工時(shí)管理、托盤(pán)管理、績(jī)效考核等項(xiàng)目課題。如何提高殼裝(即分段建造是船舶建造先行部分)的生產(chǎn)效率、如何降低庫(kù)存、如何更好地銜接內(nèi)部工序,是本文的出發(fā)點(diǎn)和落腳點(diǎn)。文中首先分析分段制作工藝,結(jié)合廠房實(shí)際設(shè)施,按照模塊化制作思路,建立工序托盤(pán),按需制作、減少半成品庫(kù)存；其次,為嚴(yán)控制作周期,在托盤(pán)制作的基礎(chǔ)上,重點(diǎn)研究切割及部件托盤(pán)工時(shí)化,以便更加精細(xì)化地計(jì)劃派工要求促進(jìn)工序間銜接,有助于尋找工序間的瓶頸環(huán)節(jié),并不斷加以改善。在此基礎(chǔ)上,在公司計(jì)劃體系下研究工時(shí)化派工方案可操作細(xì)則,明確執(zhí)行過(guò)程中各個(gè)崗位人員的職能,重點(diǎn)從直接工序切割、部件及間接工序配送環(huán)節(jié)進(jìn)行分析研究,實(shí)現(xiàn)派工工時(shí)化的預(yù)期目的。最后,通過(guò)具體分段的實(shí)施來(lái)驗(yàn)證派工管理的理論效果和實(shí)際作用,表明分段托盤(pán)工時(shí)化派工的實(shí)用性、可行性、經(jīng)濟(jì)性,并為進(jìn)一步營(yíng)造相互競(jìng)爭(zhēng)、“多勞多得”的工作氛圍奠定基礎(chǔ)。
[Abstract]:In recent years, due to the cyclical downturn of shipbuilding market, the labor cost is increasing, so it is a key issue to control the cost of low value-added ships.In terms of cost, shortening production cycle and reducing inventory between processes are the key research directions.In terms of technology, with the development of the global shipbuilding modernization model, the integration of ship construction, hull, outfitting and painting is favored by modern shipbuilding enterprises.In this paper, Jiangsu Rongsheng heavy Industry Co., Ltd. is taken as the object, and the company changes from extensive production management to fine management.Semi-finished product inventory is too large, put forward the company focus on the promotion of man-hour management, pallet management, performance evaluation and other projects.How to improve the production efficiency of shell (that is, subsection construction is the first part of ship construction), how to reduce the inventory, how to better link up the internal process, is the starting point and the foothold of this paper.In this paper, first of all, we analyze the process of segmented production, combine the actual facilities of the workshop, according to the idea of modular production, set up the working procedure tray, make on demand, reduce the inventory of semi-finished products; secondly, in order to strictly control the production cycle, on the basis of the pallet making,The emphasis is on cutting and working hours of parts tray, in order to plan and assign work more meticulously to promote the connection between processes, to help to find the bottleneck link between processes, and to improve it continuously.On this basis, under the company planning system, the operational details of the man-hour assignment scheme are studied, and the functions of the personnel in each post during the execution process are clearly defined. The emphasis is on the analysis and study of the direct process cutting, parts and indirect process distribution links.To achieve the expected goal of working hours.Finally, through the implementation of specific sections to verify the theoretical and practical effects of labor distribution management, it shows that the practical, feasible, economic, and in order to further build mutual competition,The working atmosphere of "more work and more gain" lays the foundation.
【學(xué)位授予單位】：東南大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2016
【分類(lèi)號(hào)】：U673

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