优利康达公司基于精益生产方式下的管理模式优化研究

发布时间：2018-03-02 03:09

本文关键词： 精益生产生产计划制定 Borda序值法现场管理看板管理　出处：《天津大学》2014年硕士论文　论文类型：学位论文

【摘要】：本文通过对优利康达公司当前生产管理模式的深入研究,以精益生产角度审视该公司生产管理模式存在的问题。为了更有效的运用分层、分步的方式去实施精益生产管理模式,文章使用专家打分法及Borda序值法定量的评价出各个问题对优利康达公司发展的影响程度。结果显示,计划管理问题、现场管理问题及生产线管理问题影响程度较大,物流管理问题、产品销售管理问题以及产品研发管理问题影响程度较小。因此文中采取分两步走的方式,对重点问题进行优先解决,剩余问题待一阶段管理方案落实到位、运转稳定后再处理。方案中总生产计划采用精益生产方式中的“拉动式”方法进行制定,根据公司销售部门提供的历史数据进行需求预测,制定较为准确合理的总生产计划。并选用试算法对不同计划方案的成本进行核算,优化出最合理的生产方案为自身生产与外包相结合。在总生产计划的指导下,计算相应的主生产计划值。以机舱罩装配为例进行作业计划制定,将作业分配到各工序上,通过优化排序,得到成本最小的指派。现场管理选取先进的5S管理模式,给出相应的实施方案。生产线按照加工工序来排列设备,将生产线设置为U形,实现被加工产品的单件流动,工序间节拍时间一致,避免孤岛设备。物流管理中对各部门位置进行重新规划。优化调整后,通过考量每周各部门间的运输费用均有减少。同时将销售看作为生产的起点,实行按照订单需求组织生产的销售策略。最后以新产品开发周期“八阶段”理论为基础,结合优利康达公司具体实例,采取分步式开发新产品的方式,逐步形成健全、完善的研发管理模式。通过从以上六方面对生产管理模式优化,实现了优利康达公司从传统生产管理模式向精益生产管理模式的转变,提高了企业的生产效率及利润空间,有效的增强了企业的核心竞争力。
[Abstract]:In this paper, through the in-depth study of the current production management model of Yourikanda Company, the problems in the production management mode of the company are examined from the lean production angle. In order to implement the lean production management mode in a more effective and hierarchical and step-by-step manner, this paper analyzes the existing problems of the production management mode of the company from the perspective of lean production. In this paper, the expert scoring method and Borda order value method are used to evaluate the influence of each problem on the development of Yourikanda Company. The results show that the planning management problem, the field management problem and the production line management problem have great influence on the development of the company. Logistics management problems, product sales management problems and product R & D management problems have less influence. Therefore, the paper adopts a two-step approach to give priority to key issues, and the remaining problems are implemented in one stage of management. The overall production plan is formulated by the "pull" method in lean production, and the demand is predicted according to the historical data provided by the sales department of the company. Make a more accurate and reasonable total production plan. Select the trial algorithm to calculate the cost of different plan, optimize the most reasonable production plan for the combination of their own production and outsourcing. Under the guidance of the total production plan, Calculate the corresponding main production plan value. Take the engine room cover assembly as an example to make the operation plan, assign the work to every working procedure, get the assignment with the lowest cost by optimizing the order, select the advanced 5S management mode in the field management, The corresponding implementation scheme is given. The production line arranges the equipment according to the processing procedure, sets the production line to U shape, realizes the single piece flow of the processed product, and the rhythm time between the processes is the same. Avoid islanding equipment. In logistics management, the location of each department should be replanned. After optimization and adjustment, the cost of transportation between departments will be reduced by considering the weekly cost of transportation. At the same time, sales will be regarded as the starting point of production. Finally, based on the "eight stages" theory of the new product development cycle and combined with the concrete example of Youlikanda Company, the sales strategy of organizing the production according to the order demand is adopted step by step to develop the new product step by step so as to form and perfect gradually. Perfect R & D management mode. By optimizing the production management model from the above six aspects, the company has realized the transformation from traditional production management mode to lean production management mode, and has improved the production efficiency and profit space of the enterprise. Effectively enhance the core competitiveness of enterprises.
【学位授予单位】：天津大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.61;F273

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