基于精益生产方式对B公司新产品线生产运营提高的研究

发布时间：2018-04-10 10:47

本文选题：制药行业　+ 精益生产　；参考：《天津大学》2013年硕士论文

【摘要】：B公司为了提高产能以满足在中国日益增长的业务需求，并为了符合中国药品食品总局关于大容量注射剂包材的要求，在天津工厂投资2亿5千万人民币扩建两条新产品线。本文以精益生产管理理论为基础，对B公司的生产运营体系和模式进行深入研究，使新产品线更快地给市场供货、缩短产品制造周期、更有竞争力的产品质量优势、用更低的成本、更快的存货周转率，提高工厂的生产运营水平，增加产品的市场竞争力。B公司天津厂因无菌药品的特殊要求而导致成品库存很高；因主要原材料由美国总部提供而导致采购周期长；因新产品线设计不合理而导致在制品库存高；因新产品线员工技能水品低而导致生产效率低、报废率高；由于质量管理体系复杂、流程繁琐而导致改善周期长。本文研究了影响B公司天津厂新产品线现有生产运营存在的问题，根据制药行业的特点对现有存在的问题分别从价值流分析、员工培训、新项目管理等方面进行分析，并提出解决问题方法。本文提出了将精益生产管理理念和制药行业运营特点相结合的管理手段，将精益生产工具领导者作业标准、每日责任、运筹学最优解（平行生产）、精益训练营及A3等应用于日常生产运营，改善工厂生产运营方式。B公司通过上述活动取得了显著成效，提高了生产效率，，大大降低了废弃率，降低库存水平，建立持续改进的企业文化，在不降低产品质量的前提下增加了新产品线的运营能力和整体竞争力。
[Abstract]:In order to increase production capacity to meet the growing business demand in China, and to meet the requirements of the State Administration of Medicine and Food on large volume injection packaging materials, Company B invested 250 million RMB in the Tianjin plant to expand two new product lines.On the basis of lean production management theory, this paper makes a deep research on the production and operation system and mode of B Company, so that the new product line can supply the market more quickly, shorten the product manufacturing cycle, and make the product quality more competitive.With lower cost, faster inventory turnover, improve the production and operation level of the factory, increase the market competitiveness of products. B company Tianjin factory due to the special requirements of aseptic drugs lead to high inventory of finished products;The main raw materials provided by the United States headquarters lead to a long procurement cycle; the unreasonable design of the new product line leads to the high inventory of in-process products; the production efficiency is low and the scrap rate is high because of the low skills of the staff in the new product line.Because the quality management system is complex and the process is cumbersome, the improvement period is long.This paper studies the existing problems affecting the production and operation of the new product line of Tianjin Company B Company. According to the characteristics of the pharmaceutical industry, the existing problems are analyzed from the aspects of value flow analysis, staff training, new project management and so on.And put forward the solution to the problem.This paper puts forward a management method that combines lean production management concept with the characteristics of pharmaceutical industry operation, and puts forward the standard of Lean production tool leader's daily responsibility.The optimal solution of operational research (parallel production, lean training camp and A3 etc.) is applied to daily production operation. Through the above activities, Company B has achieved remarkable results, increased production efficiency and greatly reduced the wastage rate.Reduce inventory level, establish a continuous improvement of corporate culture, without reducing product quality under the premise of increasing the new product line operation capacity and overall competitiveness.
【学位授予单位】：天津大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F426.72;F273

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