本文首先简单介绍了精益生产的基本理论，包含精益生产方式的产生，内容
体系及特点；然后，对汽车配件产业的经营环境做了深入分析；接下来，对瑞信
公司的生产现状作了剖析，重点分析了瑞信公司施行精益生产外部和内部条件；
在此基础上，深入分析发现了瑞信公司 Latch 1 生产线现有的问题，结合瑞信公
司的实际，提出了基于精益生产的生产线改进方案：初步建立 Latch 1 生产线精
益生产体系，改推动式生产方式为拉动式生产方式，优化生产工序，提高生产线
产能，减少成品库存，改善质量业绩，提高公司 5S 水平。

在精益生产的具体实施过程中，本文首先运用了生产线增值非增值图表对于工位
进行重新设计，减少车间空间和人员的浪费；然后运用标准工作分析图表，找出
生产线的瓶颈工序，并且加以改进，消除瓶颈，以满足客户订单需求；接着运用
5S 工具对于生产线进行整改，提高员工的 5S 意识，使生产线焕然一新，并且使
用 BOS 图表对于公司的质量表现进行分析，找出根本原因并且加以根除，显著降
低 PPM 水平；最后对于 Latch 1 生产线初步引入看板系统，实现生产线拉动生产，
并且同时降低了成品库存。本文虽聚焦于瑞信公司 Latch 1 生产线的改进，但改
进方案和具体改进措施具有普遍意义，对于同类型的企业具有一定的参考价值。

关键词 精益生产，增值非增值，看板系统，BOS 分析，标准工作
Abstract
Along with the automotive parts profession competition gradually vigorous, the
importance of lean manufacturing emerges with the tide of the times. More and more
companies in China have been planning to implement Lean Manufacturing to enhance
their competitive advantages. However, Lean Manufacturing is not only an academic
theory, but also a series of practical activities. This thesis introduces Lean
manufacturing origin, contents and characteristic in brief. then analyzes the current
situation of RuiXin company, propose that implements Lean manufacturing the
necessity and the inevitability. After detailed analysis, it was found that there are so
many production problems in Latch 1 line which need to solve and improve. For that,
Ruixin proposes plans and actions to improve based on lean manufacturing
knowledge. The target is to optimize work stations, increase the capacity, reduce the
inventory, improve quality performance and enhance 5S to a higher level. During the
implementation actions, firstly, draws “value added-non value added charts” to
redesign the work stations to reduce the waste of staff and space; secondly, prepare
standard work chart to identify bottleneck station and then eliminate, to satisfy
customers demands. Thirdly, make new 5S inspection table to check the work line,
meanwhile, enhance the whole employees awareness of the work environment.
Fourthly, introduce BOS chart to track the quality performance, at last, implement
Kanban system in the Latch 1 line, initially establish push system to reduce the
inventory. In the thesis, introduce the main conception of the lean manufacturing, take
the detailed actions and calculate the actual saving after implementation. This
research has high reference for the same manufacturing enterprises to implement lean
manufacturing.
Keyword Lean manufacturing Kanban system BOS chart Standard work