本文選題：直通率 + 六西格瑪管理��； 參考：《長春工業(yè)大學》2015年碩士論文

【摘要】：21世紀以來,隨著科學技術(shù)的蓬勃發(fā)展,電子產(chǎn)品以日新月異的面貌呈現(xiàn)在人們的眼前。電子信息制造業(yè)得到了空前的壯大與發(fā)展,產(chǎn)品之間的技術(shù)、功能差異逐漸減少,價格成為各設備廠商之間的爭奪點。在利潤=售價-成本的經(jīng)營模式下,企業(yè)經(jīng)營者要想在售價低的同時獲得更多的利潤就必須降低生產(chǎn)成本。A公司是一家電子制造服務型企業(yè),專業(yè)承接SMT貼片、DIP插件、測試、組裝電子產(chǎn)品加工等來料加工業(yè)務。然而公司某生產(chǎn)線產(chǎn)品直通率僅有96.54%,即每生產(chǎn)10000塊板就有346塊不合格,這給公司造成了巨大的浪費。A公司迫切需要提高產(chǎn)品的直通率,降低不合格品浪費帶來的成本。本文立足于A公司的實際情況,研究六西格瑪管理在A公司提高產(chǎn)品直通率的應用。首先對六西格瑪管理進行了理論介紹,綜述了六西格瑪管理的意義、流程方法及實施條件。其次,對A公司及其當前質(zhì)量管理狀況進行了分析,并對A公司推行六西格瑪管理的可行性進行論述。在完成推行六西格瑪管理的準備工作之后,按照六西格瑪管理定義、測量、分析、改進、控制流程對A公司產(chǎn)品直通率進行提高改善：為了探尋影響產(chǎn)品直通率的根本原因,本文采用了收集原因—驗證原因—快速改善表層原因—找出根本原因的工作模式,綜合應用流程分析、C＆E矩陣分析、假設檢驗、失效故障模式分析分析手法,由淺入深地剖析導致質(zhì)量問題的原因,解決了在復雜的生產(chǎn)系統(tǒng)中快速挖掘故障原因的問題。最后,應用作業(yè)分析、動作分析等基礎工業(yè)工程手法對生產(chǎn)流程進行改善優(yōu)化,解決了工藝流程混亂、工裝接觸不良等問題,將產(chǎn)品的直通率由原來的96.54%提高到97.63%,減少了生產(chǎn)過程中廢品的產(chǎn)生,節(jié)約了企業(yè)的成本。
[Abstract]:Since the 21 st century, with the vigorous development of science and technology, electronic products are presented in front of people. Electronic information manufacturing industry has been unprecedented expansion and development, the technology between products, functional differences are gradually reduced, price has become the point of contention among the equipment manufacturers. In the operating mode of profit = price-cost, if business operators want to get more profits at low price, they must reduce production cost. A company is an electronic manufacturing service enterprise, specialized in SMT patch / dip plug-in, testing. Assembly electronic products processing and other raw materials processing business. However, the pass-through rate of a product line is only 96.54, that is, there are 346 unqualified plates for every 10000 boards produced, which has caused a huge waste to the company. A company urgently needs to improve the product pass-through rate and reduce the cost brought about by the waste of nonconforming products. Based on the actual situation of A Company, this paper studies the application of six Sigma Management in A Company to improve the product pass-through rate. Firstly, six Sigma management theory is introduced, and the significance, process method and implementation condition of six sigma management are summarized. Secondly, the paper analyzes A company and its current quality management situation, and discusses the feasibility of implementing six Sigma management in A Company. After completing the preparation for the implementation of six Sigma management, according to the definition, measurement, analysis, improvement and control process of six Sigma management, the product pass rate of company A is improved: in order to find out the fundamental reason that affects the product pass rate, In this paper, the working mode of collecting cause, verifying reason, quickly improving surface layer cause, finding out the root cause, synthetically applying flow analysis, C & E matrix analysis, hypothesis test, failure mode analysis, In this paper, the causes of quality problems are analyzed, and the problem of fast mining fault in complex production system is solved. Finally, the basic industrial engineering techniques such as operation analysis and action analysis are used to improve and optimize the production process, thus solving the problems of chaotic process flow and poor contact with tooling. The straight-through rate of the product was raised from 96.54% to 97.63%, which reduced the production of waste products and saved the cost of the enterprise.
【學位授予單位】：長春工業(yè)大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F273.2;F426.6

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