ERP环境下制造型企业精益生产模式研究

发布时间：2018-08-26 12:03

【摘要】：随着经济快速发展,市场环境瞬息万变,制造型企业,特别是多品种小批量生产的制造型企业竞争越来越激烈,很多企业想通过先进的管理方法与工具来增加企业的竞争力,如建立ERP系统或推进精益生产方式,能达到预期的效果的并不多。也有些企业同时推行这两种模式,但是很少企业能将二者有效地整合起来运用。通过上马ERP系统可以得到及时、准确的信息,但是缺乏对生产现场的有效管理；推行精益生产模式可以使企业以最少的投入得到最多的产出,但是缺少公司级的模块,若将二者有效整合,更能够快速提升企业的整体运营效率,达到效益最大化。本文结合制造型企业R公司的运营状况,运用工业工程理论和工业工程技术来探讨制造型企业如何基于ERP管理模式合理推进精益生产模式。分析R公司整体运营模式,对组织结构进行变革；针对企业自身情况,设计推拉结合的ERP-精益生产模式体系；使用精益管理工具：6S管理、全员设备维护TPM、标准作业SW、快速换模SMED等工具对生产现场进行改善；设计可视化的信息看板拉动生产线准时生产JIT,使生产线生产水平趋于同步化和均衡化；通过精益物料、采购和供应商管理,消除原材料和外购件的库存与及时供给；利用质量管理与控制、ERP参数优化及员工管理改善等优化方案改善生产过程管理。然后对R公司实施ERP和精益推拉结合系统后进行效益分析,分别从运营效率、主生产计划准确率、质量合格率及生产现场等方面作分析。本文论述的方法得以成功实践,不仅为R公司带来明显的收益,同时给其他同类型公司起到重要的借鉴作用。
[Abstract]:With the rapid development of economy and the ever-changing market environment, manufacturing enterprises, especially manufacturing enterprises with multiple varieties and small batch production, are becoming more and more competitive. Many enterprises want to increase their competitiveness through advanced management methods and tools. Such as the establishment of ERP systems or the promotion of lean production, can achieve the desired results are few. Some enterprises carry out these two models at the same time, but few enterprises can effectively integrate the two models. Through ERP system, we can get timely and accurate information, but lack of effective management on the production site. The lean production model can make the enterprise get the most output with the least input, but the lack of the company level module, the implementation of the Lean production model can make the enterprise get the most output with the least input, but the lack of the company level module, If the two can be effectively integrated, it can quickly improve the overall operational efficiency of the enterprise and achieve maximum benefit. Based on the operation of R Company, a manufacturing enterprise, this paper discusses how to promote the lean production model based on ERP management mode by using industrial engineering theory and industrial engineering technology. Analyze R Company's overall operating mode, reform the organizational structure, design the ERP- lean production model system based on the enterprise's own situation, use lean management tool, use the lean management tool, Full equipment maintenance TPM, standard operation SW, rapid mold change SMED and other tools to improve the production site; design visual information Kanban to pull the production line on time JIT, production line production level tends to synchronize and equalize; lean materials, Purchasing and supplier management to eliminate inventory and timely supply of raw materials and outsourced parts; improve production process management by optimizing ERP parameters and employee management through quality management and control. Then the benefit analysis is carried out after the implementation of ERP and Lean push-pull system in R Company, respectively from the aspects of operation efficiency, accuracy of master production plan, qualified rate of quality and production site, etc. The successful practice of the method discussed in this paper not only brings obvious profit to R Company, but also plays an important role in reference to other similar companies.
【学位授予单位】：安徽理工大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：TB497

【参考文献】