泰克公司看板管理系统的设计与应用研究

发布时间：2018-05-24 23:35

本文选题：看板管理 + 拉动式生产　；参考：《上海交通大学》2014年硕士论文

【摘要】：看板管理是丰田生产模式中的重要概念,它是实现精益生产的可视化工具。在一般情况下,看板适用于平稳的生产环境和需求起伏不大的生产模式,对于多品种小批量生产模式下施行看板系统是一个很大的挑战,要求考虑到生产过程的变动性和需求的不稳定性带来的影响,需要有特殊机制进行补偿。本文结合了泰克公司最新导入的精益化生产模式,综合国内外最新的科学管理理论,对看板管理系统进行了一定程度的研究。首先阐述了看板管理产生的背景,基本原理和看板实行的前提和基本原则,并对泰克公司目前现状和存在的问题进行了剖析。针对于泰克公司的实际生产实践情况,建立了一套结合当前使用的ERP系统Oracle EBS和精益生产模式并适应多品种小批量生产模式特点的看板管理系统。这套系统不仅适用于正常看板物料的控制,同时也有针对于需求的不稳定性和特殊情况下的看板物料控制机制,如采用合理的安全库存、引入临时突发需求卡及涉及工程变更物料的处理。最后详细分析了泰克公司实行物料看板管理模式带来的成效以及存在的各种问题并提出了改进的策略,主要分为强化看板相关培训、加强看板部门的考核和优化供应商等几个方面。泰克公司通过看板管理系统的实施,实现了降低库存水平,提高准时交货率和提升生产均衡性等目标。本项目的实施和改善方法为同类制造企业实行看板管理提供了一定的借鉴意义。
[Abstract]:Kanban management is an important concept in Toyota production mode. It is a visual tool to realize lean production. In general, kanban is suitable for stable production environment and production mode with little fluctuation of demand. It is a great challenge to implement Kanban system in multi-variety and small-batch production mode. Special mechanisms are required to compensate for the effects of variability in the production process and instability of demand. This paper combines the Lean production model introduced by Teke Company, synthesizes the latest scientific management theory at home and abroad, and studies the Kanban management system to a certain extent. Firstly, the background of Kanban management, the basic principle, the premise and principle of Kanban implementation are expounded, and the present situation and existing problems of Taike Company are analyzed. According to the actual production practice of Teke Company, a Kanban management system which combines the current ERP system Oracle EBS and lean production mode and adapts to the characteristics of multi-variety and small-batch production mode is established. This system not only applies to the control of the normal Kanban material, but also has the Kanban material control mechanism in view of the instability of the demand and the special circumstances, such as adopting reasonable safety stock, Introduction of temporary emergency demand cards and the handling of materials involved in engineering changes. At last, the paper analyzes the effect and problems brought by Teke's material Kanban management mode and puts forward the improvement strategy, which is divided into two parts: strengthen Kanban related training. Strengthen the examination of Kanban department and optimize suppliers and other aspects. Through the implementation of Kanban management system, Teke has achieved the goals of reducing inventory level, improving on-time delivery rate and improving production balance. The implementation and improvement of this project provide reference for similar manufacturing enterprises to implement Kanban management.
【学位授予单位】：上海交通大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：TB497;TP311.52

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