精益六西格玛在实验流程改造中的研究与应用

发布时间：2018-06-08 05:18

本文选题：流程 + 六西格玛　；参考：《上海交通大学》2013年硕士论文

【摘要】：随着轮胎制造业的发展和竞争加剧,固铂轮胎公司致力于新产品的研发以提升产品竞争力。但公司研发中心实验室存在效率和产量偏低等问题,实验订单积压,实验完成周期长达三个月,严重影响新产品的研发进度。为此,本论文研究利用精益六西格改造实验室流程,从而提高实验室的效率和产量,满足公司新产品研发的需求,缩短产品研发周期。本论文利用流程图、项目展开树等工具分析了固铂轮胎公司研发中心实验室流程,从精益的角度发现流程中的存在的物流问题,明确了流程中的问题分布在实验物料的各个阶段中,如原材料、半成品、成品。从各流程工序对物料的不同要求着手,分析各阶段导致流程效率低的因素,如原材料库存管理缺陷,造成取料效率低；实验材料半成品与成品的周转与储存不规范,造成物料丢失与混淆；实验测试品成品标识不规范,造成实验报告错误；以及缺乏与物料流动相配合的信息系统等。结合精益和物流管理的不同方法,针对各阶段的问题,分别实施改善方案,提高了整体流程效率。依照物料储备原则改造仓库布局,实施定址管理和精益包装提高取料效率。采用独立货盒储存配方材料并结合信息看板衔接前后工序,解决物料混淆丢失的问题。采用标准化物流信息来明确成品标识,将信息载体与配送设施结合,解决配送错误的问题。利用用可视化管理改善工作区域,将工具和测试品都按5S标准储备,解决测试品成品在设备端的临时储存问题。实施了实验室信息管理系统,包括原材料管理、实验订单管理、实验工作安排管理以及实验数据管理。最后,缓解了实验室订单积压状况,将实验数据的交货期缩短至10个工作日内。固铂轮胎公司研发中心实验室的精益六西格玛实施表明：针对实验室实验订单积压、效率低,交货期长的问题,通过精益六西格玛的实施,结合各种物流管理知识,能有效缩短产品实验周期,提高实验资源的利用,加快新产品研发效率,具有一定的应用价值,并为其他实验室的精益六西格玛管理提供了借鉴的经验。
[Abstract]:With the development and competition of tire manufacturing, Cooper Tire Company is committed to the development of new products to enhance product competitiveness. However, there are some problems in the lab of R & D center, such as low efficiency and low output, the backlog of experimental orders and the completion period of the experiment for up to three months, which seriously affect the research and development progress of new products. Therefore, this paper uses Lean six Sigma to transform the laboratory process, so as to improve the efficiency and output of the laboratory, meet the needs of the company's new product research and development, and shorten the product development cycle. The project deployment tree and other tools analyze the laboratory flow in the R & D center of Cooper Tire Company, discover the logistics problems in the process from the lean point of view, and make clear that the problems in the process are distributed in all stages of the experimental materials, such as raw materials. A finished product. Starting from the different requirements for materials in each process, this paper analyzes the factors that lead to the low efficiency of the process, such as the defects in the inventory management of raw materials, the low efficiency of material collection, the nonstandard turnover and storage of semi-finished and finished products of experimental materials, It results in material loss and confusion; the nonstandard label of the finished product of the test product, which results in the error of the report of the experiment; and the lack of information system to coordinate with the material flow. According to the different methods of lean and logistics management, the improvement scheme is implemented to improve the efficiency of the whole process. Reform warehouse layout according to material reserve principle, implement location management and Lean packing to improve material collection efficiency. In order to solve the problem of material confusion loss, the formula material is stored in an independent cargo box and the information Kanban is used to connect the process before and after. The standardized logistics information is used to identify the finished product and combine the information carrier with the distribution facilities to solve the problem of distribution errors. Using visual management to improve the work area, the tools and test products are stored according to the 5S standard to solve the problem of temporary storage of the test products at the equipment end. The laboratory information management system is implemented, including raw material management, experimental order management, experimental work arrangement management and experimental data management. Finally, the backlog of laboratory orders is alleviated, and the delivery time of the experimental data is shortened to 10 workdays. The Lean six Sigma implementation at the R & D Center Laboratory of Cooper Tire Company shows that the backlog of laboratory experimental orders is inefficient. The problem of long delivery period, through the implementation of Lean six Sigma and various knowledge of logistics management, can effectively shorten the period of product experiment, improve the utilization of experimental resources, accelerate the efficiency of new product research and development, and have certain application value. It also provides reference experience for Lean six Sigma management in other laboratories.
【学位授予单位】：上海交通大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F252;F416.72

【参考文献】