基于精益生产的圣戈班（邯郸）公司现场改善研究

发布时间：2018-04-14 05:04

本文选题：工业工程 + 现场改善　；参考：《燕山大学》2014年硕士论文

【摘要】：生产现场是企业效益的直接来源，现场管理水平的高低直接反映企业的经营状况，以现场改善为开端提高现场管理水平是行之有效的方法。现场改善通过对生产现场各种生产要素进行合理的配置，减少生产浪费，降低生产成本，提高产品质量，对企业提高自身竞争力具有十分重要的意义。本文在精益生产思想指导下，结合工业工程技术，通过创新性的应用现场改善方法解决了圣戈班(邯郸)公司现场存在的问题，对同类制造加工企业今后的现场改善活动有重要指导意义，同时为精益生产思想在国内企业的应用提供了可借鉴的经验。首先，本文阐述了精益生产和工业工程的相关理论，在此基础上研究了现场改善的主要方法，为现场改善奠定了理论基础。其次，从现场5S、生产模式和在制品三个方面对圣戈班(邯郸)公司生产现场存在的问题进行分析，运用鱼骨图工具找出问题的主要原因和解决方法，，并分析了圣戈班(邯郸)公司实施精益生产的必要性和可行性。再次，制定了适用于圣戈班(邯郸)公司的现场改善方案，改善了现场5S管理，为后续改善活动奠定了良好的基础；根据ECRS原则优化生产流程，减少了人力和流程总时间；运用方法研究和作业测定方法，实现设备快速换模和全面生产维护，提高了设备效率；通过使用看板建立“FIFO”超市和按订单交货期安排生产两种方法创新性的结合，实现了非流水生产模式下局部工序间拉动式生产，有效减少了在制品数量，提高了准时交货率。最后，追踪方案实施效果并从定性和定量两个方面进行效果评价，指出现有改善的不足，制定进一步的改善措施，持续改善。
[Abstract]:The production site is the direct source of the enterprise benefit, and the level of the field management level directly reflects the management situation of the enterprise. It is an effective method to improve the on-site management level by taking the on-site improvement as the beginning.It is of great significance for enterprises to improve their competitiveness by reasonably allocating all kinds of production factors, reducing production waste, reducing production cost and improving product quality.Under the guidance of lean production thought and combined with industrial engineering technology, this paper solves the problems existing in Saint-Gobain (Handan) Company through innovative application of field improvement method.It has important guiding significance for the field improvement activities of similar manufacturing and processing enterprises in the future, and also provides reference experience for the application of lean production thought in domestic enterprises.Firstly, this paper describes the relevant theories of lean production and industrial engineering, and then studies the main methods of field improvement, which lays a theoretical foundation for field improvement.Secondly, the problems in the production site of Saint-Gobain (Handan) Company are analyzed from three aspects of site 5S, production mode and in-process products, and the main causes and solutions of the problems are found by using fish bone map tools.The necessity and feasibility of implementing lean production in Saint-Gobain (Handan) Company are analyzed.Thirdly, the site improvement program applied to Saint-Gobain (Handan) company was formulated, and the 5S management was improved, which laid a good foundation for the subsequent improvement activities, optimized the production process according to the ECRS principle, and reduced the manpower and total process time.By means of method research and job measurement, the equipment can be changed quickly and maintained in a comprehensive way, and the efficiency of the equipment can be improved, and the innovative combination of the two methods, the establishment of "FIFO" supermarket by using Kanban and the arrangement of production according to the due time of orders,In the non- production mode, the partial inter-process pull-out production is realized, which effectively reduces the number of in-process products and improves the on-time delivery rate.Finally, we track the effect of the scheme and evaluate it from both qualitative and quantitative aspects, and point out the shortcomings of the existing improvement, and formulate further improvement measures and continue to improve.
【学位授予单位】：燕山大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F416.4;F273

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