价值流程图及约束理论在汽车业精益实践中的结合应用
发布时间：2019-01-06 17:22
【摘要】：本文研究的目的是结合约束理论思维流程(TP-TOC)和丰田生产方式(TPS)基本理念改进传统价值流程图(VSM)方法及其改善活动流程。本文课题的背景以帮助J公司实施大幅缩短生产提前期和提升人才思维流程水平为代表的关键转变,实现其巩固企业核心竞争力,本质性提升运营能力,重返汽车座椅行业内核心竞争力领先企业之列的目标。本文的主要方法是将VSM与TP-TOC相结合,系统性分析,衡量,识别生产系统中的本质问题、关键约束,核心冲突和未来行动中面临的障碍,并将TPS实践经验作为注入解打破系统核心冲突而实现有效转变。最终通过未来状态价值流程图,未来现实树,理想物情图,指导新工厂设施布局再设计,探索了结合关键路径法的换模要素作业连接表对缩短内部换模时间的重要作用,实现了生产提前期的大幅缩短。本文的主要发现:总结传统VSM工具在本质性提升企业运营能力实践中有效性和效率欠佳的问题,指出其未将人及其思维流程分析放在突出位置将导致生产系统中重复出现大量不良效应的问题,提出J公司过去10年中存在的核心冲突为中国汽车产业高速发展与企业精益生产人才培育速度的脱节。探讨了在新工厂布局设计中如果未能有效结合VSM(时间维度分析)和丰田式物流情报流程图(空间维度分析)将导致未来设施布局和生产系统出现失效的问题,并提出创新的改善活动流程改进了此类问题解决的有效性。本文的原创性与价值:将VSM与TP-TOC和TPS相结合探讨其发展历史、方法异同、并做出态势分析(SWOT),改善三大经典理论方法的完整性和实用性;探讨了丰田集团长期使用物情图(1990年以来沿用至今)而非精益理论中传统VSM的原因;在汽车座椅行业的两大企业中对比分析丰田生产方式及其设施布局的特点,探究支撑其超短生产提前期背后的原因。
[Abstract]:The purpose of this paper is to improve the traditional value flow chart (VSM) method and improve the activity flow by combining the basic concepts of constraint theory thinking process (TP-TOC) and Toyota production mode (TPS). The background of this paper is to help J Company to implement the key transformation, which is to shorten the production lead time and improve the level of thinking flow of talents, to consolidate the core competitiveness of the enterprise, and to enhance the operation ability. Return to the automotive seat industry within the core competitiveness of the leading enterprise goal. The main approach of this paper is to combine VSM with TP-TOC, systematically analyze, measure and identify the essential problems, key constraints, core conflicts and obstacles to future actions in the production system. The practical experience of TPS is used as the injection solution to break the core conflict of the system and realize the effective transformation. Finally, through the flow chart of the future state value, the future reality tree, the ideal material picture, the paper guides the new factory facility layout redesign, and explores the important role of the key path method combined with the key path method to shorten the internal changing time. The production lead time has been greatly shortened. The main findings of this paper are as follows: summing up the problems of the effectiveness and efficiency of the traditional VSM tools in the practice of improving the operation capability of enterprises. It is pointed out that its failure to put the analysis of human beings and its thinking process in a prominent position will lead to the repeated occurrence of a large number of adverse effects in the production system. It is pointed out that the core conflict existing in J Company in the past 10 years is the disconnection between the rapid development of China's automobile industry and the speed of lean production personnel cultivation in enterprises. This paper discusses the failure of VSM (time dimension analysis) and Toyota logistics information flow chart (spatial dimension analysis) in the layout design of new factory, which will lead to the failure of facility layout and production system in the future. And proposed the innovation to improve the activity flow to improve the effectiveness of this kind of problem-solving. The originality and value of this paper: combine VSM with TP-TOC and TPS to discuss its development history, method similarities and differences, and make the situation analysis (SWOT), to improve the integrality and practicability of the three classical theories and methods; This paper discusses the reasons for the long-term use of VSM in Toyota Group (which has been used since 1990) rather than the traditional VSM in lean theory. This paper compares and analyzes the characteristics of Toyota production mode and its facility layout in two large enterprises of automobile seat industry, and probes into the reasons behind supporting its ultra-short production lead time.
【学位授予单位】：上海交通大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：U468
本文编号：2403093
[Abstract]:The purpose of this paper is to improve the traditional value flow chart (VSM) method and improve the activity flow by combining the basic concepts of constraint theory thinking process (TP-TOC) and Toyota production mode (TPS). The background of this paper is to help J Company to implement the key transformation, which is to shorten the production lead time and improve the level of thinking flow of talents, to consolidate the core competitiveness of the enterprise, and to enhance the operation ability. Return to the automotive seat industry within the core competitiveness of the leading enterprise goal. The main approach of this paper is to combine VSM with TP-TOC, systematically analyze, measure and identify the essential problems, key constraints, core conflicts and obstacles to future actions in the production system. The practical experience of TPS is used as the injection solution to break the core conflict of the system and realize the effective transformation. Finally, through the flow chart of the future state value, the future reality tree, the ideal material picture, the paper guides the new factory facility layout redesign, and explores the important role of the key path method combined with the key path method to shorten the internal changing time. The production lead time has been greatly shortened. The main findings of this paper are as follows: summing up the problems of the effectiveness and efficiency of the traditional VSM tools in the practice of improving the operation capability of enterprises. It is pointed out that its failure to put the analysis of human beings and its thinking process in a prominent position will lead to the repeated occurrence of a large number of adverse effects in the production system. It is pointed out that the core conflict existing in J Company in the past 10 years is the disconnection between the rapid development of China's automobile industry and the speed of lean production personnel cultivation in enterprises. This paper discusses the failure of VSM (time dimension analysis) and Toyota logistics information flow chart (spatial dimension analysis) in the layout design of new factory, which will lead to the failure of facility layout and production system in the future. And proposed the innovation to improve the activity flow to improve the effectiveness of this kind of problem-solving. The originality and value of this paper: combine VSM with TP-TOC and TPS to discuss its development history, method similarities and differences, and make the situation analysis (SWOT), to improve the integrality and practicability of the three classical theories and methods; This paper discusses the reasons for the long-term use of VSM in Toyota Group (which has been used since 1990) rather than the traditional VSM in lean theory. This paper compares and analyzes the characteristics of Toyota production mode and its facility layout in two large enterprises of automobile seat industry, and probes into the reasons behind supporting its ultra-short production lead time.
【学位授予单位】：上海交通大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：U468
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