瑞信公司生产线基于精益生产的优化分析及实施
发布时间：2018-08-19 12:47
【摘要】：随着汽车配件行业的竞争日趋激烈，精益生产的重要性得到广泛的认可，企业引进精益生产的需求越来越强烈。但是怎样理解精益生产并且运用到实际是一个实践性非常强的活动。 本文首先简单介绍了精益生产的基本理论，包含精益生产方式的产生，内容体系及特点；然后，对汽车配件产业的经营环境做了深入分析；接下来，对瑞信公司的生产现状作了剖析，重点分析了瑞信公司施行精益生产外部和内部条件；在此基础上，深入分析发现了瑞信公司Latch1生产线现有的问题，结合瑞信公司的实际，提出了基于精益生产的生产线改进方案：初步建立Latch1生产线精益生产体系，改推动式生产方式为拉动式生产方式，优化生产工序，提高生产线产能，减少成品库存，改善质量业绩，提高公司5S水平。在精益生产的具体实施过程中，本文首先运用了生产线增值非增值图表对于工位进行重新设计，减少车间空间和人员的浪费；然后运用标准工作分析图表，找出生产线的瓶颈工序，并且加以改进，消除瓶颈，以满足客户订单需求；接着运用5S工具对于生产线进行整改，提高员工的5S意识，使生产线焕然一新，并且使用BOS图表对于公司的质量表现进行分析，找出根本原因并且加以根除，显著降低PPM水平；最后对于Latch1生产线初步引入看板系统，实现生产线拉动生产，并且同时降低了成品库存。本文虽聚焦于瑞信公司Latch1生产线的改进，，但改进方案和具体改进措施具有普遍意义，对于同类型的企业具有一定的参考价值。
[Abstract]:With the increasingly fierce competition in the auto parts industry, the importance of lean production has been widely recognized, and the demand for the introduction of lean production is becoming more and more intense. But how to understand lean production and apply it to practice is a very practical activity. This paper first introduces the basic theory of lean production, including the production of lean production, content system and characteristics; then, the operating environment of auto parts industry is deeply analyzed. The present production situation of Credit Suisse Company is analyzed, and the external and internal conditions of lean production of Credit Suisse Company are emphatically analyzed. On this basis, the existing problems of Latch1 production line of Credit Suisse Company are found out in depth, and combined with the actual situation of Credit Suisse Company, The improvement scheme of production line based on lean production is put forward: the lean production system of Latch1 production line is established preliminarily, the mode of production is changed into pull-type production mode, the production process is optimized, the production capacity is improved, and the inventory of finished product is reduced. Improve the quality of performance, improve the company 5 S level. In the specific implementation process of lean production, this paper first uses the production line value-added non-value-added chart to redesign the work station to reduce the waste of workshop space and personnel, and then use the standard work analysis chart. Find out the bottleneck process of the production line, and improve and eliminate the bottleneck in order to meet the customer order demand; then use the 5S tool to correct the production line, improve the awareness of 5S of the staff, make the production line take on a new look, The BOS chart is used to analyze the quality performance of the company, to find out the root cause and to eradicate it, and to reduce the level of PPM significantly. Finally, the Kanban system is introduced into the Latch1 production line initially to realize the production line pull production. And at the same time reduce the inventory of finished products. Although this paper focuses on the improvement of Latch1 production line of Credit Suisse Company, the improvement scheme and concrete improvement measures are of universal significance and have certain reference value for the same type of enterprises.
【学位授予单位】：上海外国语大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F273;F426.471
本文编号：2191692
[Abstract]:With the increasingly fierce competition in the auto parts industry, the importance of lean production has been widely recognized, and the demand for the introduction of lean production is becoming more and more intense. But how to understand lean production and apply it to practice is a very practical activity. This paper first introduces the basic theory of lean production, including the production of lean production, content system and characteristics; then, the operating environment of auto parts industry is deeply analyzed. The present production situation of Credit Suisse Company is analyzed, and the external and internal conditions of lean production of Credit Suisse Company are emphatically analyzed. On this basis, the existing problems of Latch1 production line of Credit Suisse Company are found out in depth, and combined with the actual situation of Credit Suisse Company, The improvement scheme of production line based on lean production is put forward: the lean production system of Latch1 production line is established preliminarily, the mode of production is changed into pull-type production mode, the production process is optimized, the production capacity is improved, and the inventory of finished product is reduced. Improve the quality of performance, improve the company 5 S level. In the specific implementation process of lean production, this paper first uses the production line value-added non-value-added chart to redesign the work station to reduce the waste of workshop space and personnel, and then use the standard work analysis chart. Find out the bottleneck process of the production line, and improve and eliminate the bottleneck in order to meet the customer order demand; then use the 5S tool to correct the production line, improve the awareness of 5S of the staff, make the production line take on a new look, The BOS chart is used to analyze the quality performance of the company, to find out the root cause and to eradicate it, and to reduce the level of PPM significantly. Finally, the Kanban system is introduced into the Latch1 production line initially to realize the production line pull production. And at the same time reduce the inventory of finished products. Although this paper focuses on the improvement of Latch1 production line of Credit Suisse Company, the improvement scheme and concrete improvement measures are of universal significance and have certain reference value for the same type of enterprises.
【学位授予单位】：上海外国语大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F273;F426.471
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本文编号：2191692
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