FTL公司生产管理的改进方案研究

发布时间：2018-08-17 11:13

【摘要】：FTL公司成立已近20年,为中日合资企业,但企业管理大多仍沿续国营企业体制,受传统的计划经济体制和“官僚主义”的思想影响,大部分生产仍按旧的生产方式运营,存在效率低下、市场索赔额大、交付不及时、成本高的问题,致使企业在国内市场的竞争力日趋低下。而目前国内减振器生产市场竞争异常激烈,仅在中国的世界著名减振器独资或合资公司就达10余家,而知名的国内减振器民营企业也有几十家,其他国内小减振器公司多达几百家。随着全球汽车整体需求量的减缓以及对汽车的性能要求提升,整车厂为提高市场占有率,缩短交付期以及降价几乎成为必需措施,这个重任最终也必然由减振器供应商来承担。在全国减振器行业竞争如此激烈的环境下,要想获取优势,最重要的就是质量好、交付快、成本低,这样才能使顾客满意度提高。提高生产效率、提高产品质量、降低成本,才能有效地提高竞争力。所以针对公司目前效率低下、成本高等问题进行研究,并推行新的管理方式是必经之路。本文首先对FTL公司目前的生产管理现状进行了详细的陈述,然后针对目前存在的欠缺之处进行彻底分析,对公司生产管理、流程、工艺等方面进行全面调查,深入剖析问题的根本原因,并对症下药,引进了丰田的精益生产系统。精益生产是丰田生产方式的精髓总结,已成为全球制造业生产模式的准则,全世界大多制造业已逐步推行这种生产方式,因为丰田生产方式以精益为基础和目的,其工具及思想促使生产更加合理,效率更高,生产方式更加柔性,符合市场对制造业的要求,尤其对生产的管理、消除浪费理念,对公司发展与壮大以及对现代生产管理理论的发展也具有重要的作用。精益生产的推广需要设立精益生产目标,建立精益生产团队,采用常用的精益生产模式,如工艺精益化、5S、杜绝7种浪费、全员TPM、拉动式生产等,提出了符合目前现状的改进措施以及管理方式与理念,最后并对改进的方案在质量、交付、成本方面进行评估,确保改进行之有效,达到预期目标。
[Abstract]:FTL has been established for nearly 20 years and is a joint venture between China and Japan. However, most of the enterprise management continues along the state enterprise system. Under the influence of the traditional planned economy system and the thought of "bureaucracy", most of the production is still operated according to the old mode of production. There are some problems, such as low efficiency, large amount of market claim, untimely delivery and high cost, which makes the competitiveness of enterprises in the domestic market increasingly low. At present, competition in the domestic production market for shock absorbers is extremely fierce. In China alone, there are more than 10 world-famous wholly owned or joint-venture shock absorbers, and dozens of well-known private enterprises in China are also engaged in the production of shock absorbers. Other domestic small shock absorber companies as many as several hundred. With the slowdown of global automobile demand and the improvement of vehicle performance, it is almost necessary for vehicle manufacturers to increase market share, shorten delivery period and reduce price, which will ultimately be borne by shock absorber suppliers. In the competitive environment of the national shock absorber industry, the most important thing in order to obtain the advantage is good quality, fast delivery and low cost, so that the customer satisfaction can be improved. Improve production efficiency, improve product quality, reduce costs, can effectively improve competitiveness. Therefore, it is necessary to study the problems of low efficiency and high cost, and to carry out new management methods. In this paper, the current production management status of FTL Company is described in detail, and then the deficiencies are thoroughly analyzed, and the production management, process, process and other aspects of the company are investigated. Deeply analyze the root cause of the problem, and the right remedy, the introduction of Toyota lean production system. Lean production is the quintessence of Toyota production mode and has become the norm of global manufacturing mode. Most manufacturing industries in the world have gradually implemented this mode of production, because Toyota production mode is based on lean and its purpose. Its tools and ideas make production more reasonable, more efficient, and more flexible, in line with the requirements of the market for the manufacturing industry, especially the management of production, eliminating the idea of waste, It also plays an important role in the development and expansion of the company and the development of modern production management theory. The promotion of lean production requires the establishment of lean production objectives, the establishment of lean production teams, the use of common lean production models, such as Lean 5S, to eliminate seven kinds of waste, all-staff TPM, pull production, etc. The improvement measures and management methods and concepts in accordance with the present situation are put forward. Finally, the quality, delivery and cost aspects of the improved scheme are evaluated to ensure that the improvement is effective and achieves the expected goal.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F273;F426.471

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