本文關(guān)鍵詞：基于價(jià)值流的HF印染公司精益生產(chǎn)應(yīng)用研究　出處：《大連理工大學(xué)》2015年碩士論文　論文類(lèi)型：學(xué)位論文

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【摘要】：經(jīng)濟(jì)全球化的全面發(fā)展與互聯(lián)網(wǎng)時(shí)代步伐的快速推進(jìn),使得產(chǎn)品需求多樣化程度攀升,質(zhì)量、價(jià)格、交貨期等成為影響制造型企業(yè)市場(chǎng)競(jìng)爭(zhēng)能力的重要因素。而作為制造業(yè)之一的印染加工行業(yè),目前仍存在生產(chǎn)管理方式落后、產(chǎn)品交付期長(zhǎng)等問(wèn)題。面臨著全球市場(chǎng)的競(jìng)爭(zhēng)環(huán)境,印染企業(yè)要想改變現(xiàn)狀,引入精益生產(chǎn)管理理念實(shí)行精細(xì)化管理勢(shì)在必行。國(guó)內(nèi)外一些案例實(shí)踐已經(jīng)證明了精益生產(chǎn)是適用于現(xiàn)代制造型企業(yè)的先進(jìn)管理方式,但在印染加工領(lǐng)域,精益生產(chǎn)的相關(guān)研究還比較少。本文著眼于具體的印染加工企業(yè),以?xún)r(jià)值流技術(shù)為基本工具,探究該印染企業(yè)實(shí)現(xiàn)精益生產(chǎn)的具體途徑,并為其他印染企業(yè)實(shí)現(xiàn)精益生產(chǎn)提供參考。本文在對(duì)精益生產(chǎn)相關(guān)理論及價(jià)值流圖分析法進(jìn)行深入研究的基礎(chǔ)上,以HF印染有限公司Z印染分廠(chǎng)為研究對(duì)象,通過(guò)實(shí)地調(diào)研、深度訪(fǎng)談等方式對(duì)Z印染分廠(chǎng)的實(shí)際生產(chǎn)情況進(jìn)行了深入的調(diào)查、研究,并利用價(jià)值流技術(shù)對(duì)該分廠(chǎng)的具體產(chǎn)品(滌棉混紡類(lèi)織物印染產(chǎn)品,簡(jiǎn)稱(chēng)X產(chǎn)品)進(jìn)行價(jià)值流分析,探究該分廠(chǎng)實(shí)現(xiàn)精益生產(chǎn)的具體方案。本文的研究主要應(yīng)用價(jià)值流技術(shù)探討Z印染分廠(chǎng)X產(chǎn)品價(jià)值流改進(jìn)的具體途徑,并提出具有一定預(yù)期效果的改進(jìn)方案。首先,在實(shí)地調(diào)研的基礎(chǔ)上,本文詳細(xì)描述了Z印染分廠(chǎng)的實(shí)際生產(chǎn)情況,并繪制X產(chǎn)品價(jià)值流現(xiàn)狀圖,借助于價(jià)值流技術(shù)對(duì)Z印染分廠(chǎng)X產(chǎn)品生產(chǎn)現(xiàn)狀進(jìn)行分析,發(fā)現(xiàn)X產(chǎn)品的實(shí)際生產(chǎn)過(guò)程中存在著過(guò)量生產(chǎn)、不必要的庫(kù)存、搬運(yùn)、等待及不必要的動(dòng)作這五種浪費(fèi)現(xiàn)象。然后,通過(guò)深度訪(fǎng)談、焦點(diǎn)小組等方式,探求造成這些浪費(fèi)現(xiàn)象的原因,并結(jié)合精益思想給出改進(jìn)浪費(fèi)現(xiàn)象的具體對(duì)策。最后,本文提出包括確定節(jié)拍時(shí)間、引入連續(xù)流、實(shí)現(xiàn)拉動(dòng)式生產(chǎn)及均衡化生產(chǎn)等內(nèi)容的改進(jìn)方案,對(duì)Z印染分廠(chǎng)X產(chǎn)品的價(jià)值流進(jìn)行改進(jìn),并繪制出未來(lái)價(jià)值流圖。本文所提出的價(jià)值流改進(jìn)方案對(duì)過(guò)量生產(chǎn)、不必要的庫(kù)存等浪費(fèi)現(xiàn)象進(jìn)行了改進(jìn),預(yù)期產(chǎn)品交付周期將縮短68.59%,在制品庫(kù)存將減少到4.4萬(wàn)米。
[Abstract]:The overall development of economic globalization and the rapid advance of the pace of the Internet era make the diversification of product demand, quality, price. Delivery time has become an important factor affecting the competitiveness of manufacturing enterprises in the market. As one of the manufacturing industry, printing and dyeing processing industry, there are still backward production management. Facing the global market competition environment, printing and dyeing enterprises want to change the status quo. It is imperative to introduce the concept of lean production management to implement fine management. Some cases at home and abroad have proved that lean production is an advanced management mode suitable for modern manufacturing enterprises, but it is in the field of printing and dyeing processing. Lean production research is still relatively few. This paper focuses on specific printing and dyeing processing enterprises, with the value flow technology as a basic tool to explore the printing and dyeing enterprises to achieve Lean production specific ways. And provide reference for other printing and dyeing enterprises to realize lean production. Based on the in-depth study of Lean production theory and value flow graph analysis, this paper takes Z Printing and dyeing Branch Factory of HF Printing and dyeing Co., Ltd as the research object. Through field investigation, in-depth interview and other methods to Z printing and dyeing plant actual production conditions were investigated, and the use of value flow technology to the specific products of this branch (polyester and cotton blended fabric printing and dyeing products). In this paper, the value stream technology is mainly applied to explore the specific ways to improve the value flow of X products in Z Printing and dyeing Plant. At first, on the basis of field investigation, this paper describes the actual production situation of Z printing and dyeing plant in detail, and draws the current situation of value flow of X products. With the help of value flow technology, the production status of X products in Z Printing and dyeing Plant is analyzed, and it is found that there is excessive production, unnecessary inventory and transportation in the actual production process of X products. Wait and unnecessary action these five kinds of waste phenomenon. Then, through in-depth interviews, focus groups and other ways to explore the causes of these wasteful phenomena. Finally, this paper puts forward the improvement scheme which includes determining the beat time, introducing continuous flow, realizing pull production and equalization production, and so on. The value stream of X products in Z printing and dyeing factory is improved and the future value flow chart is drawn. The value stream improvement scheme proposed in this paper improves the waste phenomena such as excessive production unnecessary inventory and so on. Product delivery cycles are expected to be shortened by 68.59 meters and in-process inventory reduced to 44,000 meters.
【學(xué)位授予單位】：大連理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類(lèi)號(hào)】：F273;F426.81

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本文編號(hào)：1357060