随着市场竞争的日益激烈以及国际形势的巨大变化，尤其是中美贸易的 冲击，制造企业降低生产成本，实现精益生产方式是使其得以稳健发展的必 经之路。本文通过选取万机仪器（中国）有限公司（下称“万机中国”）生产 状况为研究对象，阐述了万机中国受到中国政策以及当前中美贸易摩擦的影 响，使得该市场极度萎缩，成本急速上涨，造成经营困难，利润低下的局面。 因此，降低成本，减少浪费，以高效率和高品质抢占市场成为当务之急。 为了改善万机中国上述存在的问题，本文首先分析了企业现有的生产状 况，其中包括企业概况，生产流程和管理方式，找出该生产方式下产生的弊 端，除此之外还分析了企业的基础条件。接着，针对发现的问题利用精益生 产的理论知识结合企业自身的实际情况，综合运用价值流图析，准时化生产， 单件流，零库存管理，生产线平衡，5S,全面规范化生产维护（TPM）等工具 对其现有生产方式下的现场作业，生产流程以及管理方式等方面的优化设计 出相对性的改善方案。最后，对该方案的设计提出具体的实施措施，其中包 括组织架构的搭建，具体推行时间和内容的安排以及方案实施的流程设计， 使得万机中国达到降低库存，提高生产准时交付率，减少客户投诉量和改善 生产管理这几个方面的预期，使得生产流程实现优化，生产线达到平衡，减 少浪费，有效地提升生产效率，最终实现企业利润最大化。 关键词：精益生产；生产线平衡；价值流 哈尔滨工业大学工商管理硕士学位论文 - II - Abstract With the increasingly fierce market competition and the tremendous changes in the international situation, especially the impact of Sino-US trade, manufacturing enterprises reduce production costs and realize lean production mode is the only way to make it develop steadily. By choosing the production situation of MKS Instruments (China) Co., Ltd. (MKS China) as the research object, this paper expounds that MKS China is affected by China's policy and current Sino-US trade frictions, which makes the market shrink extremely, the cost rise sharply, causing difficulties in operation and low profits. Therefore, it is imperative to reduce costs and waste and seize the market with high efficiency and quality. In order to improve the above problems in MKS China, this paper firstly analyses the current production situation of the enterprise, including the general situation of the enterprise, production process and management mode, and finds out the drawbacks of the production mode. In addition, it also analyses the basic conditions of the enterprise. Then, in view of the problems found, we use the theoretical knowledge of lean production combined with the actual situation of the enterprise itself, and comprehensively use the tools of value flow graph analysis, just-in-time production, single-piece flow, zero inventory management, production line balance, 5S, TPM and so on to carry out on-site operation and production flow under the existing production mode. The relativity improvement scheme is designed by optimizing the design of the project and the management mode. Finally, specific implementation measures are put forward for the design of the scheme, including the establishment of organizational structure, the implementation of time and content arrangement and memory scheme, and the implementation of process design to reduce inventory, improve production delivery on time, reduce customer complaints and improve production management. Expectation can optimize production process, balance production lines, reduce waste, effectively improve production efficiency, and ultimately maximize enterprise profits. Keywords: lean production, production line balancing, value stream 哈尔滨工业大学工商管理硕士学位论文 - III - 目 录 摘要 ................................................................................................................. I Abstract ............................................................................................................. II 第1章 绪论 ...................................................................................................... 1 1.1 研究的背景和意义 ................................................................................... 1 1.1.1 研究背景 ........................................................................................... 1 1.1.2 研究意义 ........................................................................................... 1 1.2 国内外研究现状 ...................................................................................... 2 1.2.1 国外研究现状 ................................................................................... 2 1.2.2 国内研究现状 ................................................................................... 4 1.2.3 国内外研究综述................................................................................ 5 1.3 研究内容及研究方法 ............................................................................... 6 1.3.1 研究内容 ........................................................................................... 6 1.3.2 研究方法与技术路线 ........................................................................ 6 1.4 论文研究理论基础 ................................................................................... 7 1.4.1 精益生产的界定................................................................................ 7 1.4.2 精益生产的工作内容 ........................................................................ 7 1.4.3 精益生产的主要工具 ........................................................................ 9 第2章 万机中国的生产状况及其管理现状分析 ........................................... 12 2.1 企业概况 ................................................................................................ 12 2.1.1 公司简介 ......................................................................................... 12 2.1.2 公司财务状况及经营情况 .............................................................. 13 2.2 企业现行生产方式 ................................................................................. 13 2.3 企业现行生产组织管理分析 ................................................................. 15 2.3.1 生产计划方法 ................................................................................. 15 2.3.2 生产线区域布局.............................................................................. 16 2.3.3 现场作业管理方式 .......................................................................... 17 2.4 企业现行生产方式的弊端 ..................................................................... 18 2.4.1 库存过剩 ......................................................................................... 18 2.4.2 生产线不平衡 ................................................................................. 20 2.4.3 现场作业管理价值流失 .................................................................. 21 哈尔滨工业大学工商管理硕士学位论文 - IV - 2.5 本章小结 ................................................................................................ 23 第3章 万机中国推行精益生产方式的前期基础准备 ................................... 24 3.1 企业管理制度 ........................................................................................ 24 3.1.1 生产管理制度 ................................................................................. 24 3.1.2 质量规范管理制度 .......................................................................... 25 3.2 产业环境分析 ........................................................................................ 27 3.2.1 外部环境分析 ................................................................................. 27 3.2.2 内部环境分析 ................................................................................. 28 3.3 企业基础支撑 ........................................................................................ 29 3.4 本章小结 ................................................................................................ 30 第4章 万机中国实施精益生产方式的推行方案制定 ................................... 32 4.1 实现一个流的看板拉动设计 ................................................................. 32 4.1.1 制定制程间看板.............................................................................. 32 4.1.2 拉动