TS公司作为铁路装备制造企业，面对优质的市场，不断提升自身能力，为轨道交 通产业做强做优，做出新的更大的贡献。面对不断壮大的企业，精益生产显得刻不容 缓。TS公司从2018年引进精益生产以来虽有效提高了管理竞争力，提升了效率、效 益和品质，但整体运营效果并不理想，生产计划基本都是靠人海战术、月度攻坚、拖 班延时完成，这都暴露了TS公司在生产技术准备、物料供应、生产均衡上都还存在诸 多问题。 本文以精益生产的理论为指导，研究公司在精益生产实施现场管理方面以及物流 配送方面存在的问题，力求完善总组装车间精益线和精益物流建设。以公司总组装车 间为对象，结合TS公司的精益实施情况，采取理论与实际相结合的方法，深入研究并 梳理TS公司现行精益理论。通过实地调研法、专家研讨法、数据对比分析，利用 鱼骨图分析TS公司精益生产的具体问题，利用从至表法设计研究物流配送合理 路径，利用PDCA闭环管理控制精益生产质量管控。收集客观、主观数据，在精 益思维的基础上，结合经验和数据分析存在的问题，并提出相应的改进方案。论 文还对具体实施过程中的保障措施进行了研究，从组织机构，文化建设，制度保障三 个方面保障方案的实施。希望通过对当前企业精益生产的现状进行分析，找出企业面 临的主要问题，并加以研究，从而寻找解决改善TS公司精益生产的难题，推动企业实 现精益管理，摆脱企业目前的实施困境，指导企业发展。论文的研究结论还对其他企 业的精益生产，精益管理实施具有一定的指导和借鉴意义。 关键词：精益生产；精益线；精益物流；仓储管理 西南交通的大学硕士研究生学位论文第II页 Abstract Asarailwayequipmentmanufacturingenterprise,TScompanyshouldcontinuously improveitsabilityinthefaceofhigh-qualitymarket,andmakenewandgreater contributionstotherailtransitindustry.Facingthegrowingenterprises,leanproductionis necessary.SinceTSintroducedleanproductionin2018,ithaseffectivelyimproved managementcompetitiveness,efficiencyandquality.However,theoveralloperationeffect ofTScompanyisnotideal,andtheproductionplanisbasicallycompletedbycrowdtactics, monthlyattackanddelay,whichrevealsthatTScompanystillhasmanyproblemsin productiontechnologypreparation,materialsupplyandproductionbalance. Thispaper,guidedbythetheoryofleanproduction,studiesthecompany'sproblemsin theimplementationofleanproductionsitemanagementandlogisticsdistribution,andstrives toimprovetheoverallassemblyworkshopleanlineandleanlogisticsconstruction.Taking thegeneralassemblyworkshopofthecompanyastheobjectandcombiningtheactuallean implementationofTScompany,thispaperadoptsthemethodofcombiningtheorywith practicetodeeplystudyandsortoutTScompany'scurrentleantheory.Throughfield researchmethod,expertseminarmethodandcomparativeanalysisofdata,thespecific problemsofTSleanproductionwereanalyzedwithfishbonediagram,therationallogistics distributionpathwasdesignedandstudiedwiththetop-downtablemethod,andthelean productionqualitycontrolwascontrolledbyPDCAclosed-loopmanagement.Collect objectiveandsubjectivedata,onthebasisofleanthinking,combineexperienceanddatato analyzetheexistingproblems,andputforwardthecorrespondingimprovementplan.The paperalsostudiesthesafeguardmeasuresinthespecificimplementationprocess,fromthe organizationalstructure,culturalconstruction,systemguaranteethreeaspectsguaranteethe implementationoftheprogram.Itishopedthatbyanalyzingthecurrentsituationof enterpriseleanproduction,themainproblemsfacedbytheenterprisecanbefoundoutand studied,soastofindsolutionstoimprovetheleanproductionofTScompany,promotethe realizationofleanmanagement,getridofthecurrentimplementationdilemmaofthe enterprise,andguidethedevelopmentoftheenterprise.Theresearchconclusionofthispaper alsohascertainguidanceandreferencesignificanceforleanproductionandlean managementimplementationofotherenterprises. Keywords:Leanproduction；Leanline;Leanlogistics；Warehousemanagement 西南交通的大学硕士研究生学位论文第III页 目录 第1章绪论...........................................................................................................................1 1.1选题背景....................................................................................................................1 1.2研究目的及意义........................................................................................................1 1.3研究内容及研究思路................................................................................................2 1.3.1研究内容.........................................................................................................2 1.3.2研究基本理论.................................................................................................2 1.3.3研究方法.........................................................................................................5 1.3.4研究思路及基本结构.....................................................................................5 第2章TS公司精益生产现状及分析....................................................................................7 2.1TS公司简介...............................................................................................................7 2.2TS公司精益生产概况...............................................................................................7 2.2.1TS公司精益生产现状....................................................................................7 2.2.2TS公司精益生产基本理念............................................................................8 2.3TS公司精益生产主要问题分析.............................................................................10 2.3.1精益线、精益生产部门建设未落地............................................................11 2.3.2物流配送方案不合理....................................................................................11 2.3.3精益工具应用不深入....................................................................................11 2.3.4精益生产基础工作待加强............................................................................13 第3章TS公司总组装精益线建设分析设计......................................................................15 3.1TS公司精益生产推行目标及原则.........................................................................15 3.2TS公司总组装精益线现状.....................................................................................16 3.3总组装精益线设计方案总体规划..........................................................................17 3.4生产规划模块分析..................................................................................................18 3.5质量模块分析设计..................................................................................................23 3.6全员生产维护模块分析设计..................................................................................25 第4章TS公司物流配送改善方案设计..............................................................................27 4.1仓储管理设计..........................................................................................................27 4.2配送管理设计..........................................................................................................28 西南交通的大学硕士研究生学位论文第IV页 4.3物料拆包原则..........................................................................................................32 4.4资源配置设计..........................................................................................................32 4.5储运一体化工装应用..............................................................................................37 4.6物流改善分析..........................................................................................................37 第5章TS公司精益生产实施及保障措施..........................................................................40 5.1组织机构保障...........................................................................................................42 5.2构建精益管理文化...................................................................................................42 5.2.1提升精益意识................................................................................................42 5.2.2加强人员培养................................................................................................44 5.3保障制度建设...........................