基于精益生产S公司阀门生产线的改善研究

发布时间：2018-04-19 11:53

本文选题：工业工程 + 精益生产　；参考：《华东理工大学》2017年硕士论文

【摘要】：S公司是一家生产流体设备的专业制造商,经过100多年的发展,公司的生产规模和知名度在行业内排名前五。公司业务已经遍及全世界,产品广泛应用于食品加工、饮料、啤酒、乳品等行业。面对着越来越激烈的市场竞争,通过精益改善来消除浪费,降低成本,提高产品的竞争力和服务水平具有重大的战略意义。本文综合运用了运营管理知识、工业工程和现代管理等理论和方法,结合S公司核心业务阀门生产线的实际运营情况,对公司阀门生产线的生产效率低、生产周期长、中间库存多,以及返工和报废等问题展开研究。首先,通过分析得知,该公司的生产方式不符合多品种少批量的特点,存在生产线布局和工艺流程设置不合理、库存设置缺乏系统性分析、工程创新不足等原因。然后运用鱼骨图和价值流程图等相关工具和方法分析导致上述问题的原因。最后,针对上述的原因,运用相关的工具进行精益改善,并通过生产布局、供应商优化、工艺合并和消除、工装辅具的改进、工程创新等手法来消除生产过程中不必要的不增值活动。最大化地实现流动性和柔性化的生产模式。通过实施精益生产流程改善方案,产品运营管理的相关绩效指标得到了提升：例如：产品准时交货率从85.32%提高到96.07%。气动头的生产工时减少了6.58%,蝶阀生产线的效率提高了6.88%左右,阀门的原材料和在制品的库存较少了206.15万元左右,生产周期缩短3.5天,产品的一次合格率和质量稳定性的提升具有积极的意义。
[Abstract]:S company is a professional manufacturer of fluid equipment, after more than 100 years of development, the company's production scale and visibility in the industry ranked top five.The company's business has spread all over the world, products are widely used in food processing, beverages, beer, dairy and other industries.In the face of more and more fierce market competition, it is of great strategic significance to eliminate waste, reduce cost and improve the competitiveness and service level of products through lean improvement.Based on the theory and method of operation management, industrial engineering and modern management, combined with the actual operation of valve production line in S Company, the production efficiency of valve production line is low and the production period is long.Middle inventory, as well as rework and scrap and other issues to carry out research.First of all, through the analysis, we know that the production mode of the company does not accord with the characteristics of more varieties and less batch, there are unreasonable layout of production line and technological process, lack of systematic analysis of inventory setting, insufficient engineering innovation and so on.Then use the fish bone chart and value flow chart and other relevant tools and methods to analyze the causes of the above problems.Finally, in view of the above reasons, using relevant tools for lean improvement, and through production layout, supplier optimization, process consolidation and elimination, tooling improvement,Engineering innovation and other techniques to eliminate unnecessary value-added activities in the production process.Maximize the flow and flexibility of the production model.Through the implementation of lean production process improvement program, the related performance indicators of product operation management have been improved: for example, the product on time delivery rate increased from 85.32% to 96.0770%.The production hours of the pneumatic head have been reduced by 6.58 percent, the efficiency of the butterfly valve production line has increased by about 6.88 percent, the inventory of raw materials and in-process products of the valve has been reduced by about 2.0615 million yuan, and the production cycle has been shortened by 3.5 days.The promotion of the first pass rate and quality stability of the product is of positive significance.
【学位授予单位】：华东理工大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F273;F416.4

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