本文的研究对象为S公司装配部门,结合S公司当前的生产管理模式、产品和
工艺特点以及行业环境进行了分析,以此为基础,根据企业特点将精益生产理论
体系和相关技术方法在企业内部推进展开,逐步建立起与企业特质相符合的精益
生产体系。本论文首先提出了研究的背景和意义,在研究和总结精益生产在国内
外的研究和应用状况的基础上,阐述了精益生产的内涵、特点;讨论了作为国内
中小企业缩影的s公司实行精益生产的必要性和可行性。
本文在对s公司装配部门生产运作的现状进行了深入细致的分析后,提出了
其在生产线布局,工艺规划、物流系统以及生产计划等方面的问题和成因。通过
导入精益思想和实施技术方法,逐步形成和完善了s公司精益生产体系。通过应
用精益工具,如价值流程图、标准工作、看板等工具,对装配线布局进行改造改、
实施标准工作、建立看板拉动体系、改进库存管理方式,使企业在产品品质改善、
加工周期、准时交付率、生产效率、库存资金周转率、工序平衡等方面得到明显
改善。通过上述案例表明精益生产在中小企业实施同样有着具有可行性和巨大的
优势。同时,论文还阐述了相关方案实施过程所必要的保障机制,即如何建立持
续改善体系、强化5S与目视管理、开展日常管理等相关实施工作。
关键词:精益生产,价值流程图,标准工作,看板系统
Abstract
With the obvious trend of economic globalization, China&39;s manufacturing industry
is facing a severe challenge after thirty years of high speed of development. How to
compete and get more and more intense with tiie competitors in quality, cost,product
innovation and service, which is many domestic small and medium-sized enterprises
must face the problem. As a modern production management model,Lean Production
has been recognizing and implementing in more and more famous companies all over
the world. The purpose of lean production is how to eliminate waste and non-value
process, improve quality level, reduce cost and Make production system more flexible.
These should be help enterprise to enhance the competition ability in the market.
This thesis deals with the lean production in the assembly workshop of S
company. A proper lean production proposal has been introduced to S assembly
workshop after analyzing the current production model, the characteristic of product
and process and industry environment in S company. According to the characteristics
of the enterprise system is the theory of lean production and related technical methods
to promote the development in the enterprise. At the beginning, the connotation and
features of lean production are expounded on the basis of research and application of
domestic and overseas lean production systems. To discuss the necessity and
feasibility of lean production in S company as a microcosm of domestic small and
medium-sized enterprises.
On basis of analysis of S company assembly workshop, points out some
problems in process routing, logistics and production planning. According to the lean
thinking and solution,the lean production system was established in S company. By
the lean tools application,such as VSM,Standard work and Kanban system, the
production line changed, set up standard work and pull system, reducing the inventory.
S company has been significantly improved in quality management, processing lead
time, on time delivery, productivity, inventory turns and line balance. The actual
example in the article indicates the practicability and great advantage of lean
production in microcosm of domestic small and medium-sized enterprises. Meanwhile,
the paper also describes the support and assurance program during tiie lean production
implementation, such as how to establish the kaizen system, optimize 5S and visual
management, implement the daily management and other related work.
Key words: Lean Production, VSM,Standard Work, Kanban System
第一章绪论
一、选题背景
2013年3月5日,温家宝总理在《政府工作报告》中提到‘‘中国制造业规模跃居
全球首位,高技术制造业增加值年均增长13.4%,成为国民经济重要先导性、支柱性产
业,,。2010年,中国GDP总量超过日本,居世界第二位;进出口总额达29,728亿
美元,跃居世界第二 1。中国也成为了名副其实的“世界工厂”。制造业作为国民
经济的物质基础和工业化的产业主体,是社会发展进步与强国富民之本。但随着
全球经济一体化进程的加快,中国制造业也正面临前所未有的严峻挑战。
■面对多品种、小批量市场状况缺乏有力对策,尚未形成高效的生产模式;
■交货能力较差,生产周期长,经常延期交货;
■库存太高,积压资金;
生产成本不断上升;
质量无法满足客户要求;
设备管理粗放,维护保养不足,经常出现设备故障影响生产;
研发能力薄弱,量产时浮现大量问题;
■供应商无法准时、保质、保量交货;
就当前外部环境而言,全球500强企业中的400多家已进入中国,使得原本
激烈的市场竞争更趋于白热化;顾客不但对产品多样性和独特性的要求越来越
高,并对质量、成本和服务的要求也不断提高。从内部而言,中国制造业技术含
量较低,产品附加值不高,获利能力不强,管理方式粗放,资源严重浪费,生产
效率偏低,企业类型多为劳动密集、低端产品加工为主。虽然中国在进行了大约
三十年的经济改革后,已发展成举世公认的世界制造业大国,但中国的劳动生产
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