精益生产管理在Car-O-Liner公司的应用研究

发布时间：2018-11-19 09:37

【摘要】：工业生产活动中,在追求产品差异化和生产低成本的时候往往会产生成本矛盾。对于产品制造商而言,经营和管理的难度随着矛盾地激化而不断增加。Car-O-Liner公司于2004年进入中国汽修汽保行业,主要客户以高端品牌汽车主机厂和4s店居多。客户需求多以小批量、多品种为主。为了满足客户的不断提升的需求和适应中国市场日益激烈的竞争,Car-O-Liner公司不得不突破现有的生产模式,找寻一种既能满足产品差异化要求而又尽可能降低成本的生产方式,因而引人了精益生产管理方式。本文研究过程中,选择COT装配生产线为研究对象,通过绘制现值价值流程图法找出生产线中存在的主要问题;并绘制未来价值流程图和建立“U”型生产线来改进生产环节,减少增值时间;通过作业测定方法和节拍计算,消除生产线中的瓶颈环节和浪费工序,实现生产线的平衡,得出节拍时间;通过引入看板管理,实现拉动式生产方式,使生产与订单需求紧密结合;通过引入5S管理工具和TPM管理工具,保证精益生产的顺利实施。通过实施效果评估,精益生产管理在Car-O-Liner公司COT装配生产线中取得了成效。增值时间缩短14分钟,解决了瓶颈环节,生产线的平衡率提高了29.2%,按时交货率达到90%以上。与此同时,采用精益生产管理后也大大地减少了浪费,降低了生产成本,缩短了交货周期,提升了生产管理水平和企业竞争力。精益生产管理在COT装配生产线中的成功应用,将为该方法在Car-O-Liner公司地全面推广奠定坚实的基础。
[Abstract]:In the industrial production activities, the cost contradiction often occurs when pursuing product differentiation and low production cost. For product manufacturers, the difficulty of management and management has increased with the intensification of contradictions. Car-O-Liner entered the auto maintenance industry in China in 2004, the main customers are high-end brand auto mainframe factory and 4s shop. Customer demand to small-volume, multi-variety-based. In order to meet the increasing needs of customers and adapt to the increasingly fierce competition in the Chinese market, Car-O-Liner has to break through the existing production model. To find a mode of production which can not only meet the requirements of product differentiation but also reduce the cost as much as possible, thus lead to lean production management. In the course of the research, COT assembly line is chosen as the research object, and the main problems in the production line are found by drawing the flow chart of present value. And draw the future value flow chart and establish "U" production line to improve the production link, reduce value-added time; Through the method of measuring the work and the calculation of the beat, the bottleneck link and the wasteful working procedure in the production line are eliminated, the balance of the production line is realized, and the beat time is obtained. Through the introduction of Kanban management, the pull production mode is realized, and the production is closely combined with the order demand, and the 5S management tool and the TPM management tool are introduced to ensure the smooth implementation of lean production. Through effect evaluation, lean production management has been achieved in COT assembly line of Car-O-Liner Company. The increment time is shortened by 14 minutes, and the bottleneck is solved. The balance rate of the production line is increased by 29.2%, and the delivery rate on time is more than 90%. At the same time, the lean production management greatly reduces the waste, reduces the production cost, shortens the delivery period, improves the level of production management and the competitiveness of enterprises. The successful application of lean production management in COT assembly line will lay a solid foundation for the comprehensive popularization of this method in Car-O-Liner Company.
【学位授予单位】：北京工业大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：TB497

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