在当今工业发展的时代，制造业从高速发展向高质量发展快速迈进。在制造 业发展的过程中，精益生产发挥着举足轻重的作用。制造型企业要实现工业 4.0 和 数字化以及智能制造，其基础一定是精益生产，而且这个基础一定要扎实，只有 这样才能有助于企业实现其工业 4.0 和数字化以及智能制造。 除此之外，随着全球数字化和智能化的实施，以及中国制造 2025 的提出，许 多企业纷纷寻找落地的方法，然而在这个过程中，精益生产模式仍然是这座大厦 的基础，只有将基础夯实方可谈及数字化和智能制造的落地实施。操之过急万万 不可。 本轮文从精益案例角度切入，全面回顾了西门子天津工厂精益实施的动因以 及精益体系构建的全过程。高度概括了精益生产的概念、起源、特点以及当今的 发展趋势，同时对于精益生产进行全面阐述。尽管当今的制造业进入了数字化和 智能制造的时代，但是精益生产仍然是基础，是实现精益运营的必要手段。 论文阐述了精益体制的建立方式。作者从第一视角，以企业精益部门负责人 的角色阐述了企业建立精益体系的全过程。展现了精益生产体系从无到有，从有 到强的整个过程。同时，论文从技术角度全面详细的介绍了西门子传动有限公司 精益实施过程中成功的要素，以及典型的精益工具如 VSM、TPM 和 5S 在工厂从 最初的建立到成功实施的全过程。通过经典要素的典型案例的详细分享，将实施 过程中的经验和教训进行了详尽的描述，为相关企业的精益实施提供了十分宝贵 的参考价值。 除此之外，论文详细的展现了西门子天津工厂独有的精益体系的构架，从战 略的高度切入，到公司的精益支柱。如“产品生命周期管理”、“客户关系管理” “供应链管理”“目标和绩效管理”以及精益中最为基础的“以人文本，持续改 善”的根本宗旨都进行了详细的描述和展现。围绕着以上的精益核心思想，论文 以案例的方式全面呈现了精益项目实施的全部过程和科学的评价方法。分别从交 货期，生产周期以及设备的综合使用效率描述了精益实施的显著成果。 同时，作者详细描述了企业在精益之路上所遇到的困难以及相应的解决方法。 在精益的道路上，一些典型的困难和难点都在论文中得到了体现，而应对的方法 也被作者描述的淋漓尽致。论文的结尾，作者依然对精益体制的未来走向和发展 趋势进行了阐述，供大家参考和借鉴。II 关键词：精益生产；价值流；供应链；准时化生产；西门子生产系统（SPS）III Abstract In today's era of industrial development, the manufacturing industry from high-speed development to high-quality rapid development. Lean production plays a decisive role in the development of manufacturing industry. For manufacturing enterprises to realize industry 4.0, digitalization and intelligent manufacturing, the foundation must be lean production, and this foundation must be solid. Only in this way can the enterprise realize industry 4.0, digitalization and intelligent manufacturing. In addition, with the implementation of global digitization and intelligence and the proposal of Made in China 2025, many enterprises have been looking for landing methods. However, in this process, the lean production mode is still the foundation of this building. Only when the foundation is consolidated can the implementation of digital and intelligent manufacturing be discussed. Never jump the gun. Starting from the Angle of lean case, this paper comprehensively reviews the motivation of lean implementation and the whole process of lean system construction in Siemens Tianjin plant. It highly summarizes the concept, origin, characteristics and current development trend of lean production, and comprehensively expounds lean production. Although today's manufacturing industry has entered the era of digital and intelligent manufacturing, lean production is still the foundation and the necessary means to realize lean operation. The paper expounds the establishment way of lean system. From the first perspective, the author expatiates the whole process of establishing lean system by taking the role of lean department head. It shows the whole process of lean production system from nothing to existence and from existence to strength. At the same time, the paper comprehensively and detailed introduces the successful elements in the lean implementation process of Siemens Transmission Co., Ltd. and the whole process from the initial establishment to the successful implementation of typical lean tools such as VSM, TPM and 5S in the factory through the detailed sharing of typical cases of classic elements, the experience and lessons in the implementation process are described in detail, which provides a very valuable reference value for the lean implementation of relevant enterprises. In addition, this paper presents in detail the unique lean system architecture ofIV Siemens' Tianjin plant, from the strategic height to the lean pillar of the company.For example, "product life cycle management", "customer relationship management", "supply chain management", "objective and performance management" and the most basic "human text, continuous improvement" fundamental tenet of lean are described and demonstrated in detailed. Centering on the above lean core ideas, this paper presents the whole process of lean project implementation and scientific evaluation methods in the form of case studies. The significant effects of lean implementation are described in terms of lead time, production cycle and equipment efficiency. At the same time, the author describes in detail the difficulties encountered by enterprises on the lean road and the corresponding solutions. In the lean road, some typical difficulties and difficulties are reflected in the paper, and the coping methods are also described incisively and vividly by the author. At the end of the paper, the author still elaborated the future trend and development trend of lean system for your reference and reference. Key Words: Lean production system; Value stream; Supply chain; Just in time; Siemens production systemV 目录 摘要.................................................................................................................I Abstract.........................................................................................................III 第一章 绪论................................................................................................ 1 1.1 论文研究的背景...............................................................................................1 1.2 论文研究的目的与意义...................................................................................1 1.3 论文研究的内容...............................................................................................3 1.4 研究方法...........................................................................................................3 第二章 相关理论概述................................................................................4 2.1 精益思想的特点...............................................................................................4 2.1.1 精益思想的内涵........................................................................................................ 4 2.1.2 精益管理常用工具及概念........................................................................................6 2.2 精益的基本概念...............................................................................................8 2.2.1 精益的起源.................................................................................................................8 2.2.2 精益的定义.................................................................................................................9 2.2.3 精益的发展过程........................................................................................................ 9 2.3 精益管理相关研究状况.................................................................................10 2.3.1 国外研究现状...........................................................................................................10 2.3.2 国内研究现状...........................................................................................................11 2.3.3 精益管理模式的发展趋势...................................................................................... 12 第三章 西门子传动有限公司的基本状况..............................................14 3.1 西门子传动有限公司基本情况概述及产品特性.........................................14 3.1.1 西门子公司基本情况概述...................................................................................... 14 3.1.2 西门子公司产品特点.............................................................................................. 15 3.1.3 西门子公司导入精益体系的动因..........................................................................16VI 3.2 减速机相关行业概述.....................................................................................17 3.2.1 减速机发展状况...................................................................................................... 17 3.2.2 减速机国产化趋势.................................................................................................. 18 第四章 西门子公司精益管理体系构建..................................................19 4.1 精益管理体系构建的指导思想.....................................................................19 4.2 精益管理体系的总体概括.............................................................................20 4.2.1 精益自我评估...........................................................................................................20 4.2.2 精益评估体系的目的.............................................................................................. 21 4.3 精益管理体系的构建过程.............................................................................22 4.3.1 设立精益体系推进部门.......................................................................................... 22 4.3.2 制定精益战略目标.................................................................................................. 24 4.3.3 制定精益战略目标的实施计划和关键路径..........................................................26 4.3.4 精益体系构建中的典型工具..................................................................................28 第五章 精益体系构建与实施的经验总结..............................................34 5.1 精益体系在西门子企业构建的成功要素分析.............................................34 5.1.1 多维度精益体系的落地实施..................................................................................34 5.1.2 精益 TPM 的成功落地实施....................................................................................36 5.1.3 精益 5S 的成功实施................................................................................................38 5.2 精益体系实施中的问题及解决方案.............................................................40 5.2.1 精益体系实施中遇到的问题..................................................................................40 5.2.2 精益体系实施中问题的解决..................................................................................41 5.3 西门子精益体系未来尚需完善的问题.........................................................42 第六章 结论与未来展望..........................................................................43 6.1 研究结论.........................................................................................................43 6.1.1 精益推进的根本方法.............................................................................................. 43 6.1.2 精益实施的着眼点.................................................................................................. 43 6.2 未来展望.........................................................................................................44 6.2.1 精益的重要地位...................................................................................................... 44 6.2.2 精益思想与数字化的结合发展..............................................................................46VII。。。。。。以下内容略