进入 21 世纪以来，企业面对了更多的挑战，特别是最近几年面临着巨大的环保压 力，经济形势不容乐观。企业必须寻求突破，力求在管理上改善运营流程，提高过程 能力。六西格玛管理法是一种在最大范围内消灭企业生产活动中的不利活动与影响的 流程管理方式，它是以提高客户满意度为核心，围绕降低企业运营成本而展开的一系 列活动规范，它采用统计学原理与产品品质改进策略，从流程中组织精细治理化管理， 为企业降低成本、降低缺陷率、缩短生产周期、从而从根源上取得市场占有率增加、 顾客满意度提高、投资回报率提高等绩效。 精益六西格玛是精益生产与六西格玛管理的结合，其本质是消除浪费和降低变异。 精益六西格玛管理的目的是通过整合精益生产与六西格玛管理，吸收两种生产模式的 优点，弥补单个生产模式的不足，达到更佳的管理效果。精益六西格玛不是精益生产 和六西格玛的简单相加，而是二者的互相补充、有机结合。 S 公司是一家以持续创新为导向的公司，是行业内的龙头企业。在亚洲、美洲、欧 洲均设有生产设施，为客户提供独特和一致的优质产品和服务。聚合物产品线是 S 公 司早期的产品线，生产的聚合物牌号已经商品化多年，市场上面临很多的竞争对手， 面临价格和质量方面压力大。 同时 S 公司生产线一直满负荷运行，不能满足日益增长 的销售需求；公司在该产品线标准生产周期时间较长，产品的颜色较市场同类产品高。 本项的目的是希望能够在亚洲工厂引入精益六西格玛管理方法，应用 DMAIC 的方 法手段，运用流程图分析法、根本原因分析法和因果矩阵分析法，对生产周期时间长 的原因进行分析，运用精益生产、实验的方法来改善生产周期时间，从而让公司在生 产效率、能量消耗、产品质量、生产成本等方面有所改善，让公司的聚合物产品能够 在市场上重新焕发青春。 关键词：生产周期；设备利用率；精益生产；六西格玛II Abstract Since the 21st century, enterprises have faced more challenges, especially environmental pressure, pessimistic economic situation in recent years. Enterprises must seek opportunities to reform in management, strive to improve operation management and process capability. Six Sigma is a process management methodology to eliminate the unfavorable activities and disadvantage impacts in large scope. It is a related strand of activity focusing on customer satisfaction improvement, devoting to reducing operation cost, utilizing principle of statistics and method of continuous improvement, so as to reduce costs, lower defect rate, shorten cycle time, increase market share, satisfy customer and return to investors. Lean Six Sigma is combination of Lean Production and six sigma management. Its spirit is to eliminate waste and reduce variation. The purpose of Lean Six Sigma management is to integrate Lean Production and six sigma management, to compromises the merits of both method, to cover the shortcomings of each method, and achieve better performance. Lean Six Sigma is not a simple addition of Lean Production and Six Sigma, but a complementary to each other and combination. S company is a company oriented by continuous innovation and leading enterprise in the industry. We have production facilities in Asia, America and Europe, provide consistent customized high-quality products and services. Oligomer product is elder product in S company, it has been commercialized for many years. There are many competitors in the market, facing great pressure on price and quality. At the same time, S company's oligomer production line has been running at full capacity, which can’t meet the growing demand. Long cycle time of oligomer production and high product color, both need to be improved urgently. The purpose of this project is introducing lean six sigma management method into Asian plant, utilizing DMAIC method, process mapping tools, root cause analysis and cause and effect matrix, to find out root cause of long production cycle time. Applying lean production methods, and experiment design, shorten production cycle tome. Finally, enterprise could improve in production efficiency, energy saving, product quality, production cost, etc., so that oligomer product can regain their leading position in the market. Keywords: Cycle time; Overall Equipment Efficiency; Lean Production; Six SigmaIII 目 录 摘要............................................................................................................................................I Abstract ..................................................................................................................................... II 目 录.........................................................................................................................................III 图表清单...................................................................................................................................V 第一章 绪论...............................................................................................................................1 1.1 研究背景及意义..............................................................................................................1 1.2 国内外的发展状况..........................................................................................................2 1.3 研究内容及思路框架......................................................................................................4 1.3.1 研究内容....................................................................................................................4 1.3.2 思路框架....................................................................................................................4 第二章 公司生产现状分析及存在问题...................................................................................6 2.1 公司内外部状况..............................................................................................................6 2.1.1 行业面临的挑战........................................................................................................6 2.1.2 公司发展现状............................................................................................................7 2.2 公司战略与组织介绍......................................................................................................9 2.3 CN 产品生产工艺说明..................................................................................................10 2.4 客户的关键需求............................................................................................................12 2.5 CN 产品生产存在的问题..............................................................................................13 2.6 本章小结........................................................................................................................15 第三章 生产周期长的原因分析.............................................................................................16 3.1 生产流程分析................................................................................................................16 3.1.1 宏观流程分析..........................................................................................................16 3.1.2 详细流程分析..........................................................................................................17 3.2 生产数据收集与处理....................................................................................................18 3.3 生产周期影响因素的整体分析....................................................................................20 3.4 生产周期主要影响因素的细化分析............................................................................22 3.5 本章小结........................................................................................................................24 第四章 生产周期长的应对策略及改善措施.........................................................................26IV 4.1 计划冲突的改善措施....................................................................................................26 4.2 人手短缺的改善措施....................................................................................................28 4.3 测试偏差的改善措施....................................................................................................28 4.4 操作员操作误差的改善措施............................