本文選題：精益生產(chǎn) + 六西格瑪管理方法��； 參考：《東北農(nóng)業(yè)大學(xué)》2015年碩士論文

【摘要】：精益生產(chǎn)和六西格瑪管理方法是當(dāng)今國(guó)內(nèi)外企業(yè)中最常用的兩種管理思想,也是近年來國(guó)內(nèi)外企業(yè)界大量實(shí)踐的兩種行之有效的管理方法。兩種管理方法在各自的領(lǐng)域無論是管理方面還是實(shí)踐方面,都有著顯著的成就。但是隨著管理科學(xué)的發(fā)展,如何將兩種管理方法整合成一套系統(tǒng)的管理方法,成為國(guó)內(nèi)外學(xué)者重點(diǎn)研究?jī)?nèi)容。兩種管理方法雖然具有不同的側(cè)重點(diǎn),但其優(yōu)勢(shì)互補(bǔ)。因此兩者的結(jié)合將會(huì)有更廣闊的前景,為企業(yè)創(chuàng)造出更大的價(jià)值,贏得更強(qiáng)的競(jìng)爭(zhēng)力。本文在對(duì)精益六西格瑪方法進(jìn)行闡述的基礎(chǔ)上,針對(duì)某軍工電器制造廠(下面簡(jiǎn)稱H)當(dāng)前輪式坦克程控箱生產(chǎn)實(shí)踐中存在的問題,如生產(chǎn)周期過長(zhǎng)、報(bào)廢率及返修率高等,導(dǎo)致生產(chǎn)任務(wù)不能如期完成、交貨期拖延等現(xiàn)象對(duì)生產(chǎn)流程進(jìn)行精益六西格瑪改善。結(jié)合H企業(yè)的生產(chǎn)現(xiàn)狀,將精益六西格瑪方法運(yùn)用到H企業(yè)程控箱生產(chǎn)質(zhì)量管理中,實(shí)現(xiàn)改善生產(chǎn)線質(zhì)量現(xiàn)狀的目的。主要研究?jī)?nèi)容如下:首先,闡述了在市場(chǎng)競(jìng)爭(zhēng)日益激烈的大環(huán)境下,制造型企業(yè)面臨著巨大的挑戰(zhàn),為了在市場(chǎng)的大環(huán)境中占據(jù)主導(dǎo)地位,企業(yè)必須加強(qiáng)質(zhì)量的控制,同時(shí)完善生產(chǎn)管理系統(tǒng)。本文介紹了精益六西格瑪?shù)陌l(fā)展情況,并對(duì)精益生產(chǎn)和六西格瑪結(jié)合現(xiàn)狀做出分析。其次,運(yùn)用了DMAICⅡ的方法,與傳統(tǒng)的六西格瑪DMAIC方法相比,將精益生產(chǎn)的思想融入到其實(shí)施階段,提出了改善項(xiàng)目的實(shí)施流程。定義階段通過對(duì)大量客戶反應(yīng)的程控箱生產(chǎn)未能及時(shí)交貨及質(zhì)量缺陷,確定了“改善程控箱生產(chǎn)現(xiàn)狀”的項(xiàng)目,確保交貨的及時(shí)性。然后本文著重研究A程控箱作為改善項(xiàng)目,對(duì)A程控箱的價(jià)值流程圖進(jìn)行分析,找出增值與非增值部分,并指出A程控箱的質(zhì)量缺陷嚴(yán)重影響著生產(chǎn)效率的提高。確定了改善生產(chǎn)流程及質(zhì)量作為目標(biāo)。測(cè)量階段對(duì)程控箱生產(chǎn)過程進(jìn)行數(shù)據(jù)收集,并對(duì)實(shí)驗(yàn)數(shù)據(jù)系統(tǒng)的性能進(jìn)行研究分析。。分析階段通過對(duì)生產(chǎn)現(xiàn)狀的診斷及質(zhì)量影響因素的分析,指出改善方向。改善階段對(duì)工序進(jìn)行重組并通過試驗(yàn)設(shè)計(jì)(DOE)選取中心點(diǎn)進(jìn)行了全因子實(shí)驗(yàn)和調(diào)整,對(duì)實(shí)驗(yàn)得出的最佳組合進(jìn)行生產(chǎn)驗(yàn)證,A程控箱的合格率由87.2%提高到93.82%。顯著的提高了焊接合格率,滿足了公司設(shè)定的質(zhì)量要求。從而證明了本文所提出的精益六西格瑪?shù)膶?shí)施流程及方案是有效且實(shí)用的.最后,對(duì)精益六西格瑪?shù)陌l(fā)展進(jìn)行了分析和展望,明確了精益六西格瑪方法在今后的發(fā)展領(lǐng)域及方向。本文在理論的基礎(chǔ)上,通過自身實(shí)習(xí)的企業(yè),結(jié)合理論方法,將理論知識(shí)運(yùn)用到實(shí)踐當(dāng)中,發(fā)現(xiàn)并嘗試解決問題。
[Abstract]:Lean production and six Sigma management methods are the two most commonly used management ideas in enterprises at home and abroad, and they are also two effective management methods which have been widely practiced in domestic and foreign enterprises in recent years. The two management methods have made remarkable achievements in both management and practice. However, with the development of management science, how to integrate the two management methods into a set of systematic management methods has become the focus of domestic and foreign scholars. Although the two management methods have different emphases, they complement each other. Therefore, the combination of the two will have a broader prospect, create greater value for enterprises and win stronger competitiveness. Based on the elaboration of Lean six Sigma method, this paper aims at the problems existing in the production practice of wheeled tank program control box in a certain military electrical appliance factory (hereinafter referred to as H), such as long production cycle, high scrap rate and high rework rate. Causes the production task to be unable to complete as scheduled, the delivery time delay and so on the phenomenon carries on the Lean six Sigma to the production process to carry on the Lean six Sigma improvement. The Lean six Sigma method is applied to the production quality management of program control box in H enterprise in order to improve the quality of production line. The main research contents are as follows: first of all, under the increasingly fierce market competition, manufacturing enterprises are faced with enormous challenges. In order to occupy the leading position in the market environment, enterprises must strengthen the quality control. At the same time, improve the production management system. This paper introduces the development of Lean six Sigma and analyzes the present situation of Lean production and six Sigma combination. Secondly, compared with the traditional six Sigma DMAIC method, the method of DMAIC 鈪，

本文編號(hào)：1783257