D公司热交换器生产车间现场管理优化研究

发布时间：2018-01-12 08:38

本文关键词：D公司热交换器生产车间现场管理优化研究　出处：《天津财经大学》2015年硕士论文　论文类型：学位论文

【摘要】：设施布局问题,属于设施规划领域的一个重要研究内容,是指在给定的一个空间范围内,将企业内的各种设施(设备、加工区、组装区等)按照一定的原则进行科学的安排,进而得到适合企业的最优设计方案,帮助企业达到降低成本、提高收益的目的。D公司的主要业务之一是进行热交换器的生产,热交换器生产行业在国内面临着巨大的竞争压力,这些压力既包括物流成本控制、生产效率的提升,也包括现场管理的系统化和精益化发展。本文将着重从这两方面进行阐述和分析。本文以D公司热交换器生产车间为例,考察目前热交换器生产车间现有的设施布置、生产路径、物流强度等现状,按照运营管理中的设施布置原理中的相对密切关系法对生产车间的实际进行指导,分步骤对物流因素和非物流因素进行一层层解剖分析,然后将物流因素和非物流因素进行综合考虑,筛选出目前不合理的设施单元,根据评价指标进行重新布置,提出整套的设施布置优化方案,降低物流强度、节约成本、提高生产效率,最终达到增加企业经济效益的目的。D公司作为一个典型的制造业企业,必须看清当前制造业的发展趋势,那就是精益生产方式。对于中国的制造业来说,从粗放的太规模生产到精益生产,还有很多环节要突破,这就要求中国的制造业企业、企业领导者要专注发展精益管理,只有先做到精益管理,从生产一线抓管理、提效率,才能逐步达到精益生产的目的,进而实现企业的生产效率的提升和经济利益的最大化。在精益管理的经典理论中,“5S”现场管理应用广泛,是当前最有效的精益管理方法之一,5S现场管理主要关注生产现场的环境改善、企业员工的素质培养、生产工序的科学完善、生产效率的提升等。对于D公司来说,热交换器生产车间一直以来缺乏系统的现场管理,这就要求企业首先学习现场管理理论、确定现场管理目标和任务,然后详细查看生产现场发现问题,并逐个改进,逐步建立起规范的生产秩序,提高热交换器生产车间的生产效率,最后获得稳定的生产成果。
[Abstract]:Facility layout is an important research content in the field of facility planning. It refers to the facilities (equipment, processing zones) in a given space. The assembly area, etc.) make scientific arrangement according to certain principles, and then get the optimal design scheme suitable for the enterprise, and help the enterprise to achieve the cost reduction. One of the main business of company. D is to produce heat exchanger. The heat exchanger industry is facing great competition pressure in our country. These pressures include logistics cost control. The improvement of production efficiency also includes the systematization and lean development of site management. This paper will focus on these two aspects. This paper takes D company heat exchanger production workshop as an example. The present situation of facility layout, production path, logistics intensity and so on in the production workshop of heat exchanger is investigated. According to the relative close relation method in the principle of facility layout in operation and management, the actual situation of the workshop is guided. The logistics factor and the non-logistics factor are analyzed layer by layer, then the logistics factor and the non-logistics factor are considered synthetically, and the unreasonable facility unit is screened out. According to the evaluation index to rearrange, put forward a whole set of facilities layout optimization plan, reduce the logistics intensity, save costs, improve production efficiency. Finally, to achieve the goal of increasing the economic benefits of enterprises. As a typical manufacturing enterprise, D Company must see clearly the development trend of the current manufacturing industry, that is, lean production mode, for the Chinese manufacturing industry. From extensive production to lean production, there are many links to break through, which requires Chinese manufacturing enterprises, business leaders to focus on the development of lean management, only to achieve lean management. In the classical theory of lean management, the aim of lean production can be achieved step by step by grasping the management and raising the efficiency from the production line, and then to realize the promotion of the production efficiency and the maximization of the economic benefits of the enterprise. "5S" field management is widely used, which is one of the most effective lean management methods at present. It is mainly concerned with the improvement of the environment of the production site, the quality training of the enterprise staff and the scientific perfection of the production process. For company D, the heat exchanger workshop has been lack of systematic on-site management, which requires enterprises to first learn the field management theory, determine the site management objectives and tasks. Then the problems found in the production site are examined in detail and improved one by one to establish the standard production order step by step to improve the production efficiency of the heat exchanger production workshop and finally to obtain stable production results.
【学位授予单位】：天津财经大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：TB491

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