基于精益生产的C公司生产流程再造

发布时间：2018-04-24 03:29

本文选题：精益生产 + 生产流程　；参考：《厦门大学》2014年硕士论文

【摘要】：家具制造业在蓬勃发展的同时也逐步显露出诸多问题,在中国众多的家具制造企业中,大部分都是中小型民营企业,它们的发展对整个家具制造业的发展有着重要影响。本文立足于一个中小型民营家具制造企业——公司面临的问题,对其进行流程再造,有着重要的现实意义。快速变化的市场需求和激烈的竞争,使得C公司面临着经营管理的困境,生存空间受到挤压,不得不通过变革来求得生产和发展。通过SWOT分析发现,C公司生产方面的问题尤为严重,较长的生产周期是其致命的弱点。本文运用价值流程图对C公司的生产流程进行了分析和梳理,找出其生产流程中的浪费和生产车间的布局不合理、生产物流混乱等问题,并从内外部因素分析了C公司进行流程再造的必要性,认为C公司只有通过流程再造才能真正摆脱目前困境,获得新生。在进行流程再造时,考虑到C公司的规模小、资源条件和资金承受范围有限等实际情况,本文选择根据精益生产的思想和方法对其生产流程进行再造,提出了流程再造的思路和方案,并已将该方案在C公司投入实施,实施结果表明,基于精益生产的思想对C公司的生产流程进行再造是切实可行的,且己取得预期的效果。通过生产流程再造,不仅解决了C公司生产方面目前存在的问题,消除了生产流程中的浪费,合理布局了生产车间,缩短了人员行走和物料搬运的距离,优化了生产物流,缩短了生产周期,提高了生产效率,降低了生产成本。还找到了瓶颈工序和生产中需要注意的问题,为C公司的持续改进提供了方向。
[Abstract]:While the furniture manufacturing industry is booming, many problems are gradually revealed. Among the many furniture manufacturing enterprises in China, most of them are small and medium-sized private enterprises, their development has an important impact on the development of the whole furniture manufacturing industry. Based on the problems faced by a medium and small private furniture manufacturing enterprise, it is of great practical significance to reengineer the process. With the rapid change of market demand and fierce competition, C Company is faced with the dilemma of management and management, the living space is squeezed, and the production and development have to be achieved through change. Through SWOT analysis, it is found that the problems in production are especially serious, and the long production cycle is the fatal weakness. This paper analyzes and combs the production process of C Company by using the value flow chart, and finds out the waste in the production process, the unreasonable layout of the production workshop, the confusion of the production logistics, and so on. The necessity of process reengineering in C Company is analyzed from internal and external factors, and it is concluded that only through process reengineering can C Company really get out of its current predicament and get a new life. In the process reengineering, considering the small scale of C company, limited resource condition and limited capital bearing scope, this paper chooses to reengineer the production process according to the thought and method of lean production. The idea and scheme of process reengineering have been put into practice in C Company. The result shows that it is feasible to reengineer the production process of C Company based on lean production, and the expected effect has been achieved. Through the reengineering of production process, it not only solves the existing problems in the production of C Company, but also eliminates the waste in the production process, reasonably distributes the production workshop, shortens the distance between personnel walking and material handling, and optimizes the production logistics. The production cycle is shortened, the production efficiency is improved and the production cost is reduced. The bottleneck process and the problems needing attention in production are also found, which provides the direction for the continuous improvement of C Company.
【学位授予单位】：厦门大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.88;F273

【引证文献】