DA公司汽车零部件生产线平衡优化研究

发布时间：2018-03-26 03:55

本文选题：生产线平衡优化　切入点：产能提升　出处：《吉林大学》2013年硕士论文

【摘要】：当前，受全球性金融危机、原材料价格波动、新《劳动法》实施、出口退税调整等因素的影响，中国制造业正面临前所未有的挑战。对于如何应对这些挑战，各界观点不一。不过有两点是比较一致的：一是通过技术创新，在创新中发展；二是通过管理创新，变粗放管理模式为精益生产模式。技术创新无疑是企业摆脱目前困境的最有效方法之一，但是对于中国绝大多数中小企业来说，通过建立自己的研发中心，开发具有独立知识产权的产品，既缺乏雄厚资金的支持，又无必要的人才资源依托，心有余而力不足。而通过管理创新，充分利用企业现有的资源，低成本、高质量地把产品交付到客户手中，是企业摆脱困境、在激烈的市场竞争中立于不败之地的一个行之有效的方法。 DA公司作为汽车及汽车发动机配套零部件企业主要为哈飞、东安动力、东安三菱、吉利、华泰、众泰、比亚迪、江淮等汽车企业提供相关产品的设计、制造及售后服务等。企业从80年代中期进入汽车行业以来，，在生产经营组织和物流上由于受传统计划经济的影响，所以在原材料采购、产品加工、搬运、储存、包装、发货等活动中应存在停止、等待、工序间产品大量积压等各种浪费现象。目前，面对原材料涨价、主机厂降价的两难困境，给企业的生存和发展提出了严峻考验。不断提高生产效率、消除各种浪费、降低各项成本、充分挖掘人员和设备的潜能、提高企业的综合竞争力，是目前急需解决的问题。通过借鉴和学习优秀企业的成功经验，并不断探寻行之有效的持续改善工具、方法与精益管理思想，经公司研究决定选取汽车零部件生产现场为观察分析点，研究整个生产过程的运作，并重点从生产线平衡、生产线的瓶颈环节、设施设备布局、工具工装、人员及从原材料投入到产出整个流程进行分析。通过分析，提出存在的具体问题，利用ECRS（取消、合并、重排、简化）等工艺技术以及SMED和目视管理等方法，通过工艺流程优化、设备利用率提高、员工动作改善等，对生产线平衡和优化提出了改进方案。通过对新方案的实施，消除了生产线的瓶颈工序及各种浪费，生产线产能大幅提升，产品质量稳步提高，制造成本大幅降低，满足了客户需求。生产线优化后日班产由750台提高到1200台，并创造每年节约人工成本72万元，质量损失成本16.27万元的直接经济效益。同时，为公司开展生产线产能提升和生产线平衡优化积累了经验。
[Abstract]:At present, under the influence of the global financial crisis, the fluctuation of raw material prices, the implementation of the new Labor Law and the adjustment of export tax rebates, China's manufacturing industry is facing unprecedented challenges. There are different views from all walks of life. However, there are two points of agreement: one is through technological innovation, and the other is through management innovation. Technology innovation is undoubtedly one of the most effective ways for enterprises to extricate themselves from the current predicament, but for the vast majority of small and medium-sized enterprises in China, by establishing their own R & D centers, The development of products with independent intellectual property rights is not only lack of strong capital support, but also no necessary human resources to rely on, the heart is more than enough, and through management innovation, the enterprise can make full use of the existing resources, low cost, Delivering high quality products to customers is an effective way for enterprises to get rid of difficulties and stay in an invincible position in the fierce market competition. As an automobile and automobile engine accessory parts company, DA company mainly provides the related product design for Hafei, Dongan Power, Dongan Mitsubishi, Geely, Huatai, Zhongtai, BYD, JAC, etc. Manufacturing and after-sales service, etc. Since entering the automobile industry in the mid-1980s, enterprises have been affected by the traditional planned economy in the production and operation organization and logistics, so they have been purchasing raw materials, processing products, handling, storing, packaging, etc. There should be a variety of wasteful phenomena such as stopping, waiting, and a large backlog of products between working procedures in such activities as shipping. At present, in the face of rising prices of raw materials, the mainframe factory is in a dilemma of lowering prices. It is urgent to improve the production efficiency, eliminate all kinds of waste, reduce all kinds of costs, fully tap the potential of personnel and equipment, and improve the comprehensive competitiveness of enterprises. By learning from the successful experiences of excellent enterprises and constantly exploring effective tools for continuous improvement, methods and lean management ideas, the company decided to select the automotive parts production site as the observation and analysis point. Study the operation of the whole production process, and focus on the balance of production line, the bottleneck of production line, the layout of facilities and equipment, the tools and tools, the personnel and the whole process from the input of raw materials to the output of the whole process. The existing problems are put forward, using ECRS (cancel, merge, rearrange, simplify) technology, SMED and visual management, etc., through optimizing the process flow, improving the utilization rate of equipment, improving the employee's movement, etc. Through the implementation of the new scheme, the bottleneck process and waste of the production line are eliminated, the production capacity of the production line is greatly improved, the product quality is steadily improved, and the manufacturing cost is greatly reduced. The production line optimizes the shift production from 750 to 1200, and creates direct economic benefits of saving 720000 yuan per year for labor and 162700 yuan for quality loss. For the company to develop production line capacity and production line balance optimization accumulated experience.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：U468.4

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