约束理论与精益生产改善模型的构建及应用研究

发布时间：2018-05-11 18:19

本文选题：精益思想 + 约束理论　；参考：《天津大学》2013年硕士论文

【摘要】：自从美国次债危机以来，全球经济持续低迷，使得很多企业所面临的竞争更加残酷，对生产管理的水平有了更高的要求。精益思想，约束理论等先进的生产改善方法和工具越来越被企业所认可，并付诸实践，但是在成功案例的背后有着更多的失败教训。本文通过研究精益思想和约束理论的异同点，分别分析二者的优势和局限性。在实际产能无法满足客户需求的情况下，也就是约束存在于生产环节的时候，按照精益思想的五个步骤（定义价值，识别价值流，使价值流流动起来，根据客户需求拉动价值流，尽善尽美）去实施精益生产，难以取得预期效果；而约束理论的关于管理瓶颈的五步法（识别瓶颈，深挖瓶颈，迁就瓶颈，突破瓶颈，防止惰性寻找瓶颈）可以指导企业系统地将约束转移出生产环节。但是在具体实施的过程中，约束理论缺乏针对生产改善的实用的工具和方法，效果同样不理想；而精益思想可以为深挖瓶颈和突破瓶颈提供了大量的现实的改善工具和方法。接下来，构建约束理论与精益思想相结合的改善模型。在这个模型中始终以满足客户需求为第一要务，当不能满足客户需求时，宏观上以约束理论管理生产环节的瓶颈，微观上以精益思想去指导具体的针对性改善；当可以满足客户需求时，坚持精益思想，以价值流图分析为基本工具，实施持续改善。最后，，本文介绍了约束理论与精益思想相结合的模型在C公司生产改善中的应用，解决了困扰C公司的难以准时交货的问题和在制品库存居高不下的问题。
[Abstract]:Since the subprime crisis in the United States, the global economy has been in a downturn, making the competition that many companies face more brutal and demanding higher levels of production management. Lean thinking, constraint theory and other advanced production improvement methods and tools are increasingly recognized by enterprises and put into practice, but there are more and more failures behind successful cases. By studying the similarities and differences between lean thought and constraint theory, this paper analyzes their advantages and limitations. When the actual production capacity cannot meet the customer's demand, that is, when the constraint exists in the production link, according to the five steps of lean thought (defining value, identifying value stream, making value stream flow), It is difficult to achieve the expected result in implementing lean production according to the customer demand to pull the value flow, and the five-step method of constraint theory about the management bottleneck (identifying bottleneck, deep digging bottleneck, accommodating bottleneck, breaking through bottleneck) is difficult to achieve the desired results. Preventing inertia from finding bottlenecks) can guide enterprises to systematically transfer constraints out of production. However, in the process of concrete implementation, the constraint theory lacks practical tools and methods for production improvement, and the effect is not ideal, while lean thought can provide a large number of practical improvement tools and methods for further digging bottlenecks and breaking through bottlenecks. Then, the improvement model of the combination of constraint theory and lean thought is constructed. In this model, the first priority is to satisfy the customer's demand. When the customer's demand can't be satisfied, the bottleneck of the production link is managed by the theory of constraint on the macro level, and the specific pertinence improvement is guided by the lean thought in the micro level. When customer needs can be met, adhere to lean thinking, value flow graph analysis as a basic tool, the implementation of continuous improvement. Finally, this paper introduces the application of the model of the combination of constraint theory and lean thought in the production improvement of C Company, which solves the problem of hard to deliver on time and the high inventory of in-process products.
【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】：F273;F416.6

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