一汽G公司宝来总装车间生产物流管理改进研究

发布时间：2018-01-23 04:41

本文关键词： 丰田生产方式 3P-Workshop 标准作业表员工操作流程表 Milk-run取货物流成本　出处：《吉林大学》2017年硕士论文　论文类型：学位论文

【摘要】：随着市场环境的不断变化和全球经济一体化的快速发展,企业之间的竞争愈演愈烈,交货期的缩短、产品质量的提高、降低成本和改进服务等压力与日俱增,原来的单个企业生产已经无法适应并满足消费者需求,处于供应链上的各个企业逐渐意识到,只有与其他企业联合起来,实行优势互补,各自发挥企业的核心竞争力,才能适应新的竞争环境,处于不败之地。G公司作为中国第一汽车集团公司的子公司,主要为各汽车公司提供物流配送业务,相当于连接各地汽车零件生产商与整车制造厂的物料中转站。由于汽车零部件种类繁多,数量巨大,故汽车零部件的库存管理和物料配送十分复杂。传统的物流管理强调与制造、采购、销售等职能部门的连接,造成部门主义,难以形成一个优化的整体供应链。新的时代背景下由于主机厂的业务越来越细化,部门间的业务交叉越来越多,且供应商与主机厂对于产品的合作远大于对物流环节的合作。而一种更加高效的合作方式——3P-Workshop方法,能够将产品生产制造所涉及到的接口部门集合到一起,对各部门的需求加以讨论与论证,在降低整个制造环节的生产成本的基础上,最大化满足各部门的需求。创新改善与标准化是企业提升自身生产管理水平的两大车轮。改善创新是推动企业不断发展的动力,标准化则是维持企业高效生产的动力。没有标准化,企业不可能维持高效生产。标准化作业是现场目视管理的前提条件,是现场不断改善的基础和凭据。标准作业是现场有效地提高生产率的基础,是监督人员管理自己所管理工序的依据,也是进行改进操作方案的基础。要实现“3个W”即在需要的时间(When)把需要的东西(What)送到需要的地点(Where),必须有一个明确严格的标准化制度过程来保证其实现,否则,杜绝浪费,提高生产效率也只能是一纸空谈了。标准化作业,是做到“3个W”的保障,也是树立企业良好服务形象的保证。因此制定合理有效的标准作业,对提高企业生产效率,降低生产成本有着至关重要的意义。本文基于丰田生产方式的管理理念,运用3P-Workshop的方法,结合宝来总装车间331车型工艺方案,对其生产物流方案进行规划分析、改进,并对其改善效果进行了量化分析。制作出标准作业表及员工操作流程表(JOB卡),规范员工操作,改进跟踪物流规划方案。采用Milk-run取货方式,解决集中要货的难题,切实保证生产线的正常运转。一系列方法、理念的实施及改进,实现物流供应的平衡,提高机械和人员的工作效率,降低物流成本。
[Abstract]:With the continuous changes of market environment and the rapid development of global economic integration, the competition between enterprises is becoming more and more intense, the delivery time is shortened, the quality of products is improved, and the pressure of reducing costs and improving services is increasing day by day. The original single enterprise production has been unable to adapt to and meet the needs of consumers, each enterprise in the supply chain gradually realized that only combined with other enterprises, the implementation of complementary advantages. In order to adapt to the new competition environment, as the subsidiary of the first Automobile Group Company of China, the company can mainly provide logistics and distribution business for the automobile companies. It is equivalent to a material transfer station connecting the manufacturers of automobile parts to the whole car factory. Because of the wide variety of automobile parts, the quantity is huge. Therefore, the inventory management and material distribution of automobile parts are very complicated. Traditional logistics management emphasizes the connection with manufacturing, purchasing, sales and other functional departments, resulting in secularism. It is difficult to form an optimized supply chain. In the new era, as the business of the mainframe factory becomes more and more detailed, there are more and more business intersections. Moreover, the cooperation between supplier and host factory for products is far greater than that for logistics link, and a more efficient way of cooperation is 3P-Workshop method. The interface departments involved in the production and manufacture of products can be gathered together to discuss and demonstrate the requirements of each department, on the basis of reducing the production cost of the whole manufacturing link. Innovation improvement and standardization are the two major wheels for enterprises to improve their own production management level. Improving innovation is the driving force to promote the continuous development of enterprises. Standardization is the motive force to maintain efficient production. Without standardization, it is impossible for enterprises to maintain efficient production. Standardized operation is a prerequisite for visual management on the spot. It is the basis and evidence of continuous improvement on site. Standard operation is the basis of improving productivity effectively on the spot, and is the basis for supervisors to manage their own processes. This is also the basis for an improved operational plan. To achieve "3 W", that is, to send what you need to where you need it at the time you need to go to where you need it. There must be a clear and strict standardization system to ensure its realization, otherwise, to put an end to waste, improve production efficiency can only be a piece of empty talk. Standardized operation, is to achieve the "three W" guarantee. It is also the guarantee to set up a good service image of the enterprise. Therefore, the establishment of reasonable and effective standard operation will improve the production efficiency of the enterprise. It is very important to reduce the production cost. Based on the management concept of Toyota production mode, this paper uses 3P-Workshop method and combines with the technology scheme of 331 vehicle model in Bora assembly workshop. Planning and analysis of its production logistics scheme, improvement, and quantitative analysis of its improvement effect. The standard operating table and employee operation flow table are made to standardize the staff operation. Improve and track logistics planning plan. Adopt Milk-run to collect goods, solve the problem of centralized delivery, ensure the normal operation of production line. A series of methods, concept implementation and improvement. Achieve logistics supply balance, improve the efficiency of machinery and personnel, reduce logistics costs.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：U468

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