基于精益生产的南岳公司总装生产管理改进策略研究

发布时间：2018-04-24 00:20

本文选题：精益生产 + 总装生产　；参考：《湖南大学》2013年硕士论文

【摘要】：精益生产就是及时制造、消灭故障，消除一切浪费，向零缺陷和零库存进军。通常来说，以日本丰田汽车公司为代表的的生产方式是最适用于现代制造企业的生产组织管理方式，也称这种生产方式为精益生产方式。与传统的生产方式相比较而言，精益生产的优越性主要表现在以下几个方面：1、所需人力资源和传统的大量生产方式相比较而言，能最多减少50%。2、生产的产品库存量可减少至传统的大量生产方式的25%。3、新产品的开发周期可以缩短一半左右。4、能够将工厂占用空间最多降低50%。精益生产是追求生产的合理性和高效性，能够灵活地生产适应各种需求的高质量产品的生产技术。因此，适时地引入精益生产的理念，并且从本公司的实际情况出发，将两者通过实际的工业生产相结合，使之成为一个有机的整体，最大限度地减少浪费，并保证产品的零缺陷。南岳公司主要从事于柴油机高压喷油泵的生产，公司的综合实力在全国同类企业中，位居前2位，总装车间主要负责喷油泵的装配、性能调试以及总成包装等。但是，随着全球制造技术的不断进步和管理水平的不断提高，使得市场份额的竞争日趋白热化。在市场需求趋于个性化和多样化、企业间竞争日趋激烈的环境下，只有改变现有落后的生产方式，实施先进的精益生产方式是必然选择，才能使企业在激烈市场竞争中获取一席之地乃至长远发展。因此，引入精益生产的理念，整合企业现有资源，对当前车间的现状进行现代化改造，显得势在必行。本文首先，简要介绍了南岳公司总装车间推进精益生产的研究背景和研究目的；其次，通过分析和诊断总装车间内部的现状，把精益生产的基本原理与生产实践有机结合，研究实施总装车间的精益改善方案；论文最后对南岳公司总装车间今后精益生产的推进重点提出了自己的建议，希望能对南岳公司总装车间和其它企业的精益生产推进有所借鉴。本文以南岳公司总装车间生产的亲身经历，以及与精益生产的基本原理的结合为基础，提出了对总装车间的改造方案，并在实际生产中进行了验证。其结果表明：从总装车间自身的特点出发，并且结合精益生产理念为指导的管理策略，能够在一定程度上改善当前的生产状况，，提高生产效率、减少产品库存量。通过对调速器装配线、泵体总成装配线、泵体总成包装线的实际装配工艺流程的测试，利用精益生产管理体系中的工序均衡化原理，对工序中的各个工步进行重新调整，使调速器装配线的生产效率由70.66%提高到了94.23%，提高了23.57%，每台调速器总成生产周期由243.57秒缩短到211.56秒；泵体总成生产效率由74.32%提高到了91.23%，提升了16.81%，每台泵体总成装配的生产周期由988.41秒缩短到929.50秒；泵体总成包装线的生产效率由68.66%提高到了95.7%，提高了27.04%，每台泵体总成包装的生产周期由921秒缩短到754秒。调速器装配线的设备故障停机率由2.56%降低到0.67%；泵体总成装配线的设备故障停机率由2.56%降低到0.67%；泵体总成包装线的设备故障停机率由4.17%降低到0.24%。
[Abstract]:in comparison with that traditional production mode , the production method is the most suitable for the production organization management mode of the modern manufacturing enterprise , and the production mode is the lean production mode .

The company is mainly engaged in the production of high pressure fuel injection pump of diesel engine , the comprehensive strength of the company is in the first 2 of the same kind of enterprises in the country , the general assembly workshop is mainly responsible for the assembly , performance adjustment and assembly packaging of fuel injection pump . However , with the continuous improvement of global manufacturing technology and the improvement of management level , the competition of market share is becoming more and more intense .
Secondly , by analyzing and diagnosing the present situation of the interior of the general assembly workshop , the basic principle of lean production and the production practice are combined organically , so as to study the lean improvement scheme of the general assembly workshop ;
At last , the paper puts forward its own suggestions to the future lean production of the general assembly workshop of Nanyue Company , and hopes that it can be used for reference for the lean production of the general assembly workshop and other enterprises of the Nanyue Company .

Based on the experience of the production of the general assembly workshop of Nanyue Company and the combination of the basic principle of lean production , this paper puts forward an improvement scheme for the general assembly workshop and verifies the actual production . The results show that the production efficiency of the governor assembly line is increased from 70.66 % to 94.23 % and 23.57 % , and the production cycle of the governor assembly is shortened from 243.57 seconds to 211.56 seconds .
The production efficiency of the pump assembly increased from 74.32 % to 91.23 % and 16.81 % , and the production cycle of each pump assembly assembly decreased from 988.41 seconds to 929.50 seconds ;
The production efficiency of the packing line of the pump body assembly is increased from 68.66 % to 95.7 % , the increase of 27.04 % , the production cycle of each pump body assembly is shortened from 921 seconds to 754 seconds . The equipment failure shutdown rate of the governor assembly line is reduced from 2.56 % to 0.67 % ;
The equipment failure rate of the assembly line of the pump body is reduced from 2.56 % to 0.67 % ;
The equipment failure shutdown rate of the packing line of the pump body assembly is reduced from 4.17 % to 0.24 % .

【学位授予单位】：湖南大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F273;F426.4

【参考文献】