iii 摘要 中国是汽车需求和生产大国，2018年中国汽车厂已有120多家，其中有30家 轿车厂。冲压车间为汽车提供冲压件生产，冲压车间设备众多，管理和规划复杂， 如果能把模块及模块化管理引入冲压车间的设备管理，将减少管理成本、减少投 资规划人力、财力的投入，对各汽车厂及其整个汽车行业都非常重要。 冲压零件在汽车上被广泛使用，是汽车内外覆盖件及承重件的首要零件。通 用汽车、大众汽车、长安汽车、吉利汽车、长城汽车等每个汽车厂已建有至少10 条冲压生产线，且还在计划扩张产能中。在国家政策引导和汽车动力能源的转型 下，一些新能源汽车厂，如恒大汽车、宝能汽车等也在筹划建设冲压生产车间。 冲压车间的设备总体来说偏重大型设备，资本投入大，设备普遍寿命长，因此， 科学决策、科学管理冲压车间的设备，对于提高冲压车间生产效率、降低冲压零 件成本，提高汽车厂家的投资经济效益，具有重要意义。 汽车冲压车间是典型的大批量轮番生产组织方式，生产基本都是采用批量化 生产、重复性强、工艺复杂。因此，冲压车间的设备投资和规划管理，涉及技术 因素广泛且复杂，零件制造的成本分析则更是因素繁多，给管理和投资决策带来 不便。模块化是一种应用模块思维解决复杂问题的方法，是一个把研究对象从复 杂到简单、从顶层到下层划分成多个子模块的过程，非常适合复杂事物的简化管 理。 本文把模块化思维方式引入冲压车间规划管理，建立通俗直观的冲压车间设 备模块模型，以引导管理人员系统性掌握规划要领，并快速做出设备投资选择和 决策，加快车间规划车间建设，提前投产，提前创造生产价值，提高车间和设备 的经济作用。研究方法采用了文献研究、比较法和案例分析等方法。 本文研究结论： （1）根据组成部分的功能不同，把冲压车间分成基本生产模块、辅助生产模 块及辅助存放区模块等，不同的客户，可以根据自身工艺和产品需求情况把这些 模块自由组合，快速规划车间布局。 （2）对冲压车间核心生产线模块进行平均单车制造成本分析，比较不同方案 对投资回报周期和效益影响。 （3）大型车间设备模块化管理可减少规划人员投入、减少非标设备、同时根 据设备模块间的接口标准化，可实现生产线间互换，以及不同汽车厂间资源互享， 减少行业内资源浪费。 关键词：冲压生产线；设备模块化管理；平均单车制造成本； 北京交通大学硕士专业学位论文 ABSTRACT iv ABSTRACT China have huge demand in automobile and also have big capability in automobile`s manufacture. China have 120 automobile factories in 2018 already, including 30 passenger car`s factories. The stamping shop provides the stamping parts for the automobile factory. The stamping shop has a large number of equipment, and the management and planning for the equipment are complicated. If the module and modular management can be introduced into the equipment management of the stamping shop, it will reduce the management cost, reduce the input of manpower and investment cost in planning, which is very important for the automobile factories and the whole automobile industry. General Motors Company, Volkswagen AG, ChangAn Automobile Company, Geely Automobile Company and Great Wall Automobile Company have all built at least 10 stamping production lines and they are still planning to expand production capacity. According to the national policy and the energy transformation factor, the new energy automobile factory such as Evergrande Automobile Company, Baoneng Automobile Company are also in the planning process. Stamping parts are widely used in the automobile, they are the primary parts for car inside and outside cover piece and bearing piece. The equipment investment of the stamping workshop generally favors large equipment, large capital investment, equipment generally has long service life, therefore, scientific decision making and scientific management of stamping workshop equipment are of great significance to improve the production efficiency of stamping workshop, reduce the cost of stamping parts, and improve the economic benefits of investment of automobile manufacturers. Automobile stamping workshop is in typical mass production in turn organization mode, production is basically adopted mass production, high repeatability and complex process. Therefore, the equipment investment and planning management of the stamping workshop involve a wide range of technical factors and complex, and the cost analysis of the parts manufacturing involves more factors, which brings inconvenience to the management and investment decision. Modularity is a method of applying modular thinking to solve complex problems, it is a process of dividing the research object into several sub-modules from complex to simple and from top to bottom, it is ideal for simplified management of complex matters. 北京交通大学硕士专业学位论文 ABSTRACT v This article introduces the modularity thinking mode into the management &planning of stamping shop, armed to build an simple and easier `s management modle for stamp shop, guide the management to systematically grasp the key points of planning, and quickly make equipment investment choices and decisions. create the production value in advance, improve the economic role of workshop and equipment.The research methods include literature research, comparative method and case analysis,etc. The important conclusions as following: (1)According to the different function of each component, the stamping workshop is divided into basic production module, auxiliary production module and auxiliary storage area module etc., different customers can freely combine these modules according to their own process and product requirements to quickly plan the layout of the workshop. (2) By carrying average single vehicle manufacturing cost analysis on stamping workshop core production line module, compare the impact of different solution on investment return cycle and benefit. For large stamping workshop, it should choose fast production line. On the one hand, it can shorten the return cycle. (3) Modular management of large workshop equipment can reduce the input of planners, reduce non-standard equipment, and standardization according to the interface between equipment modules, interchangeability between production lines can be realized, and the sharing of resources between different automobile factories, to reduce resource waste in the industry. KEYWORDS：Stamping production line; Equipment Modularization Management; Average single vehicle manufacturing cost 北京交通大学硕士专业学位论文 目录 vi 目录 摘要 ................ III ABSTRACT ......... IV 1 绪论 ........ 1 1.1 选题背景与研究意义 ........ 1 1.1.1 中国汽车产业高速发展 .......................... 1 1.1.2 中国建线需求量大而规划人少 ............... 3 1.1.3 冲压车间引入模块化设计的目的 ........... 4 1.1.4 冲压车间模块化设计的意义 ................... 5 1.2 论文思路与框架 ................ 6 1.2.1 论文思路 .................. 6 1.2.2 论文框架 .................. 7 1.3 研究方法 ........................... 8 1.4 论文的创新之处 ................ 9 2 基础理论与文献综述........... 10 2.1 基础理论研究 ................. 10 2.1.1 模块及模块化 ........ 10 2.1.2 SLP系统布局规划理论:......................... 11 2.1.3 二维作业成本法： . 12 2.2 模块化文献综述 .............. 13 2.2.1 国外模块化研究综述 ............................ 13 2.2.2 国内模块化研究综述 ............................ 15 2.3 单车制造成本研究综述 .. 18 2.4 本章小结 ......................... 19 3 冲压车间模块化分析........... 20 3.1 冲压设备模块化概念 ...... 20 3.2 冲压车间和零件生产工艺分析 ...................... 21 3.3 冲压车间设备特性分析 .. 22 3.4 冲压车间设备模块分类 .. 23 3.4.1 基本生产模块 ........ 25 北京交通大学硕士专业学位论文 目录 vii 3.4.2 辅助生产模块 ........ 27 3.4.3 辅助存放区模块..... 28 3.5 冲压车间模块间的关联性分析 ...................... 29 3.6 基于设备模块规划车间布局 .......................... 31 3.6.1 车间布局设计理论 . 31 3.6.2 冲压设备物流强度等级设计 ................. 32 3.6.3 设备模块区域间关系图 ........................ 33 3.7 本章小结 ......................... 34 4 冲压生产线模块方案优选 ... 35 4.1 冲压生产线设备模块方案评估指标 .............. 35 4.2 固定资产对平均单车制造成本的影响........... 36 4.2.1 固定资产-厂房 ....... 36 4.2.2 固定资产-模具 ....... 38 4.2.3 固定资产-冲压线 ... 39 4.3 生产制造过程费用对平均单车制造成本的影响 .......................... 42 4.4 平均单车制造成本的其他影响因素 .............. 42 4.4.1 设备平均SPM ........ 42 4.4.2