【摘要】：從我國加入了WTO起,隨著經(jīng)濟全球化步伐的加快,國內(nèi)的裝備制造業(yè)面臨越來越嚴(yán)峻和復(fù)雜的競爭,從競爭特點和發(fā)展趨勢看,全球化和國際化是其的特色,在很大程度上也影響到機械制造行業(yè)的利潤情況,出現(xiàn)較大幅度波動,同時,還有很多實力較弱的廠家被競爭淘汰。就當(dāng)前的市場經(jīng)濟環(huán)境來說,決定機械制造企業(yè)的核心競爭力優(yōu)勢的途徑之一源于產(chǎn)品生產(chǎn)制造過程的管理水平高低。這是決定企業(yè)產(chǎn)品質(zhì)量、數(shù)量和制造成本、利潤率高低的重要因素。中國現(xiàn)今的部分機械制造企業(yè)近年來由于中國勞動力成本上升,環(huán)保壓力增大等等宏觀條件的形勢變化,使得中國制造企業(yè)的低成本競爭優(yōu)勢無法持續(xù)保持,這勢必迫使中國機械制造企業(yè)的經(jīng)營管理者尋求新的途徑---加強制造過程現(xiàn)場管理來達到降低成本,提高效率,形成新的核心競爭力的方法。6S管理模式是以“整理、整頓、清掃、清潔、素養(yǎng)、安全”的理念規(guī)范工業(yè)制造企業(yè)的生產(chǎn)的一種現(xiàn)場管理模式,是提升企業(yè)現(xiàn)場管理水平的有效手段。本文以HJ倉儲裝備公司應(yīng)用實施6S管理模式的過程為例,應(yīng)用SMART原則、PDCA循環(huán)改善等現(xiàn)代管理理論和方法,研討分析了該企業(yè)在推行6S管理過程中出現(xiàn)的各種問題和困難,在此基礎(chǔ)上,提出了適用于該企業(yè)實際情況的具有持續(xù)改善特色的6S管理實際操作模式,通過實施管控,保障了6S管理模式在該企業(yè)的順利實施,并取得了良好的效果,從而在提升6S管理模式在該企業(yè)的實際應(yīng)用效果。并且該經(jīng)驗對其他類似企業(yè)具有一定借鑒作用。
[Abstract]:Since China joined WTO, with the acceleration of economic globalization, domestic equipment manufacturing industry is facing more and more severe and complex competition. From the point of view of competition characteristics and development trend, globalization and internationalization are its characteristics. To a large extent, it also affects the profits of the machinery industry, which fluctuates by a large margin. At the same time, many weak manufacturers are eliminated by competition. As far as the current market economy environment is concerned, one of the ways to determine the core competitive advantage of mechanical manufacturing enterprises is the level of management in the process of production and manufacture of products. This is the enterprise product quality, quantity and manufacturing cost, profit margin is an important factor. In recent years, some machinery manufacturing enterprises in China have been unable to maintain their low cost competitive advantage due to changes in macro conditions such as rising labor costs, increasing environmental pressure, and so on. This is bound to force the managers of Chinese machinery manufacturing enterprises to seek new ways to strengthen the on-site management of manufacturing processes in order to reduce costs, improve efficiency, and form new core competitiveness. The concept of rectifying, cleaning, literacy and safety is an effective means to improve the level of on-site management of industrial manufacturing enterprises. Taking the application of 6S management mode in HJ storage and equipment company as an example, applying modern management theories and methods such as SMART principle and PDCA cycle improvement, this paper discusses and analyzes various problems and difficulties in the process of implementing 6S management in this enterprise. On this basis, the practical operation mode of 6S management with continuous improvement is put forward, which is suitable for the actual situation of the enterprise. Through the implementation of management and control, the successful implementation of 6S management mode in the enterprise is ensured, and good results are obtained. In order to enhance the 6 S management model in the actual application of the enterprise. And this experience has certain reference to other similar enterprises.
【學(xué)位授予單位】：陜西師范大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F426.4;F273

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