基于价值流的注塑企业精益改善研究
发布时间:2018-07-06 20:43
本文选题:精益生产 + 价值流图析 ; 参考:《上海交通大学》2013年硕士论文
【摘要】:随着中国制造成本的不断增加,劳动密集型的中小企业利润也越来越低。如何去除浪费,进一步降低生产成本成为企业的当务之急。精益生产作为当前工业界最佳的一种生产组织体系和方式,它是以客户需求拉动,,及时制造,消灭浪费和不断改善,并运用多种现代管理方法来去除生产过程中的各种浪费,从而缩短生产周期,降低成本,提高经济效益。 本文以劳动密集型注塑企业BT公司为精益生产研究案例,运用价值流图析技术,选择工具箱产品系列,绘制价值流现状图,对其生产过程存在的问题依据精益生产的七大浪费进行分析,找出关键问题点,制定改善方案和未来价值流规划。本文改善方案主要运用设备布局改造优化生产物流;用工业工程的流程程序分析方法对生产流程进行改造,从而缩短生产周期;用瓶颈管理方法对瓶颈工序注塑成型工序进行改进,提高整体产能;通过调整组织架构加强物料的控制,改变物料供货方式,从而减少原材料库存;运用快速换模方法减少塑料模具换模时间,提高设备利用率。 通过上述改善,工具箱系列产品交货周期从原先的55.84天缩短到27.76天,提升50.3%;物流距离从原先的155米减少到25米,提升83.87%;取消了在制品进入半成品仓库储存的动作,在制品数量减少了78.3%;整体产能提升了28.8%;换模时间减少了63分钟,提升了36.8%。这些结果表明,运用价值流图析对工具箱进行的精益改善取得了不错的效果。BT公司将保持持续改善,在不断改进中找出适合自己的精益生产方式。
[Abstract]:As China's manufacturing costs continue to increase, labor-intensive small and medium-sized enterprises profit is also getting lower and lower. How to eliminate waste and further reduce production cost has become an urgent task for enterprises. Lean production, as the best production organization system and method in current industry, is based on customer demand, timely manufacturing, elimination of waste and continuous improvement, and the use of a variety of modern management methods to eliminate all kinds of waste in the production process. Thus shortens the production cycle, reduces the cost, enhances the economic efficiency. This paper takes BT Company, a labor-intensive injection molding company, as a case study of lean production, applies value flow graph analysis technology, selects toolbox product series, and draws value flow status map. The problems in the production process are analyzed according to the seven waste of lean production, the key problems are found out, the improvement scheme and the future value flow planning are worked out. This paper mainly uses the equipment layout transformation to optimize the production logistics, uses the process program analysis method of the industrial engineering to transform the production process, thus shortens the production cycle. The bottleneck management method is used to improve the injection molding process of the bottleneck process, to improve the overall production capacity, to strengthen the control of materials by adjusting the organizational structure, and to change the supply mode of materials so as to reduce the stock of raw materials. The method of rapid mold changing is used to reduce the time of plastic mould changing and to improve the utilization rate of equipment. Through the above improvements, the delivery cycle of the toolbox series products was shortened from 55.84 days to 27.76 days, with an increase of 50.3 days; the logistics distance was reduced from 155 meters to 25 meters, and the increase of 83.87 meters; and the movement of in-process products entering semi-finished goods warehouse storage was cancelled. The number of in-process products was reduced by 78.3 percent; the overall production capacity was increased by 28.8; and the exchange time was reduced by 63 minutes, resulting in an increase of 36.8 percent. These results show that the lean improvement of toolbox by value flow graph analysis has achieved good results. BT company will maintain continuous improvement and find out the Lean production mode which is suitable for itself in the process of continuous improvement.
【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】:F426.72;F273
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