20 世纪末，全球各大企业开始着力打造适应自身需要的精益体系。21 世纪的今天市场
竞争愈演愈烈，越来越多的企业认识到精益理念及体系的建立将成为企业立于不败的
法宝
中国商用车市场的竞争日益白热化。国家出台新的政策来加强对排放的管理。商
用车必须由国三全面向国四升级。升级过程大幅的提高了成本，致使升级后的国四轻
型卡车较国三轻型卡车售价上涨 20%-30%。整个轻型卡车市场销售持续低迷
中国第一汽车集团有限公司与通用汽车(中国)投资有限公司于 2009 年 7 月 27 日
成立一汽通用轻型商用汽车有限公司。一汽哈尔滨轻型汽车有限公司(以下简称“哈轻
公司”)是一汽通用轻型商用汽车有限公司的全资子公司。哈轻公司主要产品为 L130
解放轻卡低端系列产品、S230 解放轻卡中端系列产品以及 F330 解放轻卡高端系列
哈轻公司在外部市场的竞争压力及通用汽车公司加入后组织内部变革的驱动力的
推动下，开始逐步认识到精益体系建设势在必行。本文阐述了精益体系产生及发展的
历程，分析了哈轻公司生产运营中存在的问题，指出哈轻公司是如何通过精益理念及
工具来解决现存问题，并逐步建立适应公司需要的精益体系。最终对精益体系建设的
经验及不足做了总结，并展望了未来发展。对于存在相似问题的公司的问题解决具有
理论与实践的借鉴意义，并对于以后生产运营管理研究的学者可以有所帮助
关键词：
精益思想，生产运营，改进研究III
Abstract
Research on Production Operation Management Improvement of
YQHQ Based on Lean Manufacturing Concept
Research on Production Operation Management Improvement of FAW Harbin Light
Duty Vehicle Company Limited Based on Lean Manufacturing Concept
Products competitiveness is based on manufacturing process and operation management.
After the industrial revolution, mass production operation becomes the sign of advanced
production operation, and gets popular in America, which enabled America take the position
of global manufacturing center. After World War II, Japan vigorously promote lean
production, and the world has witnessed lean productions contributed for manufacturing
shifting to Japan. It is recognized that lean production would definitely replace mass
production as main trend since Toyota’s net profits in quarter 4 of 2004 is far more than the
total net profits of Ford and General Motors. This also declares mass production era has
passed. By then end of 20th century, giant companies globally have started to establish lean
system to adapt to their needs. And market competition is getting increasingly fiercer, and it
is known by more and more companies that establishing lean awareness and lean system will
enable them to succeed the competition. Competition is getting increasingly fierce in China
commercial vehicles market. China has released new policy to strengthen the emission
management. Commercial vehicles are required to upgrade from National III to National IV
which increase the cost tremendously. In return, the sales prices has gone up by 20%-30%.
Light duty commercial vehicles sales is continuously low in the whole commercial vehicles
market.
China FAW Group Corporation and General Motors (China) Investment Company
Limited has established a joint venture FAW-GM Light Duty Commercial Vehicle Company
Limited on July 7th 2009. FAW Harbin Light Duty Vehicles Company Limited (Hereinafter
referred to as Harbin Company) is its wholly-owned subsidiary. Harbin Company products
covers low end products L130 series, mid end products S230 series and high end products
F330 series.
Harbin Company starts to recognize building lean operation system is a must driven by
external fierce competition pressure and internal change promotion after General Motors
Company become business partners. This paper presents the evolution journey of leanIV
operation system, analyzes issues in Harbin Company’s operation process, describes how
Harbin Company used lean concepts and tools to fix the issues, and gradually establish lean
operation system. In the end, it summarizes the experiences and lessons learned, and shows
development outlook in the future. This paper provides theory and practices reference for the
companies of similar issues to solve, and gives help to researchers on production operation
management for further understanding.
Keywords:
Lean Concept, Production Operation, Improvement ResearchV
目 录
第 1 章 绪论......1
1.1 研究背景..1
1.2 主要研究内容与论文结构..........2
1.3 主要研究方法与技术路线..........2
第 2 章 精益理论基础综述......4
2.1 精益理论的发展历程......4
2.2 精益思想的益处..6
2.3 精益思想的五个指导原则..........6
2.3.1 顾客确定价值6
2.3.2 识别价值流....7
2.2.3 价值流动........8
2.2.4 需求拉动........8
2.2.5 尽善尽美........9
第 3 章 一汽哈尔滨轻型汽车有限公司生产运营的现状及问题分析.......10
3.1 公司简介10
3.2 采购物流体系现状与问题分析10
3.3 生产现场现状与问题分析........11
3.3.1 生产现场信息传递及响应问题......11
3.3.2 工作场所布置问题..11
3.3.3 生产拉动系统问题..12
3.3.4 员工质量意识与过程失效模式分析问题 .12
第 4 章 基于精益思想的一汽哈尔滨轻型汽车有限公司生产运营改进...14
4.1 精益体系建设的基本思路........14VI
4.2 将物流中心改善作为精益样板线 .......14
4.3 基于精益理念的生产现场改善实践 ...21
4.3.1 暗灯使用改善..........21
4.3.2 目视化管理和标准化作业提升 .....22
4.3.3 按需拉动......23
4.3.4 造入质量与防错应用 .........24
4.3.5 基于精益理念进行库存改善 .........25
第 5 章 精益思想在一汽哈尔滨轻型汽车有限公司发展的保障...27
5.1 建立业务计划部署........27
5.2 明确组织结构....28
5.3 发挥领导职能....29
5.4 循环往复的培训与实践 ........
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