摘要
摘 要
近年来，受中美贸易战等的影响，国际上不稳定因素增加。 2019年爆发的
新冠疫情对于我国制造业的发展造成了严重的冲击。国内外严峻的形势使我国
制造型企业的发展面临双重困境，对我国制造型企业传统的生产管理模式提出
了挑战。我国制造型企业亟需改进和优化传统的生产管理模式。
本文尝试以汽车零部件企业 HP公司为例，结合精益生产理论，总结其生
产管理体系现状，指出其生产管理体系中存在的不足及背后的原因。经过现场
调研发现，HP公司在生产过程中引入自动化生产线和生产报表系统，提高了企
业生产的智能化水平。但其在生产过程中仍存在现场管理混乱、产品及时交付
率低、产品不合格率高和库存管理不合理等问题。通过深入分析，发现造成这
些问题的原因在于员工意识、设备利用、生产线老旧和库存管理不精细等多方
面原因。
在此基础上，本文利用精益生产的工具，针对性的提出运用现场 6S管理、
看板管理、全面质量管理和库存优化管理等措施对HP公司的生产管理体系进
行优化。为保证精益优化方案的顺利实施，本文提出从组织、资源、制度和文
化等角制定保障措施。通过本文的研究，以期为HP公司进行精益生产优化提
供理论指导，为精益理论在我国制造型企业的运用和实施提供借鉴和参考。
关键词：制造型企业精益生产生产管理体系
I
Abastract
Abstract
In recent years, under the influence of the Sino US trade war and the Russia
Ukraine war, the factors of international instability have increased. The outbreak of
COVID-19in 2019hada seriousimpactonthe developmentofChina's
manufacturing industry.The severe situationat home andabroad makes the
development of Chinese manufacturing enterprises face double difficulties, which
challenges the traditional production management mode of Chinese manufacturing
enterprises. Chinese manufacturing enterprises urgently need to improve and optimize
the traditional production management mode.
This paper attempts to take HP Company, an automobile parts enterprise, as an
example, combined with the lean production theory, to summarizethe current
situation of its production management system, and point out the shortcomings in its
production managementsystem andthe reasonsbehind them.Through field
investigation, it wasfound that HP introduced automaticproduction line and
production report system in the production process, which improved the intelligent
level of enterprise production. However, there are some problems in the production
process, such as confusion of on-site management, low rate of timely delivery of
products, high rate of unqualified products and unreasonable inventory management.
Through in-depth analysis, it is found that the causes of these problems lie in
employee awareness, equipment utilization, old production lines and poor inventory
management.
On this basis, this paper uses the tools of lean production to propose targeted
measures suchas on-site 6S management,Kanban management, totalquality
management and inventory optimization management to optimize HP's production
management system. In order to ensure the smooth implementation of the lean
optimization program,this paperproposes toformulate safeguardsfrom the
perspective of organization, resources, system and culture. Through this study, it is
expected to provide theoretical guidance for HP to optimize lean production, and
provide reference for the application and implementation of lean theory in Chinese
manufacturing enterprises..
Key words: Manufacturing Lean production Production management system
II
目录
摘
要........I
ABSTRACT......II
第一章绪论...........1
第一节研究背景.....1
第二节研究目的及意义......1
一、研究目的.......1
二、研究意义.......2
第三节国内外研究现状......3
第四节研究内容与方法......5
一、研究内容.......5
二、研究方法.......7
第五节创新之处.....7
第二章精益生产理论与应用案例.......9
第一节精益生产理论的形成.........9
第二节精益生产理论的内容.........9
一、精益生产理论内涵......9
二、精益生产实施工具.....12
三、精益生产应用案例.....13
第三章HP公司生产管理体系现状、问题及原因分析....18
第一节HP公司生产管理现状........18
一、公司简介......18
二、主要产品及工艺.......19
三、HP公司生产管理体系现状......22
第二节HP公司生产管理体系中存在的问题及成因分析.......24
一、现场管理存在的问题及成因分析.......24
III