精益管理在G公司生产销售中的应用研究

发布时间：2018-04-27 10:23

本文选题：精益管理 + 均衡生产　；参考：《天津大学》2014年硕士论文

【摘要】：在当前世界经济充分竞争的态势下，金融危机的深刻影响已造成实体经济的疲软。G公司作为国内电梯用钢丝绳的传统老牌企业，面对日趋激烈的竞争环境和不断压缩的产品价格空间，要继续保持在业内的领先优势，巩固原有的市场份额不缩小、客户不丢失，进一步扩大在国内外市场的影响力，只有对外提升营销能力，对内优化生产组织，打通销售、生产和研发之间的信息不对称，降低生产成本，提高全流程快速反应的速度，持续改善客户的体验，才能满足客户几乎苛刻的要求，提高产品市场竞争力。本文主要围绕企业价值流，从研究制约企业发展的生产和销售方面的问题入手，以缩短公司生产周期和有效消除拉丝工序流程瓶颈为目标，运用精益生产理论制方法，依据企业积累的经验和数据，制定并推进均衡化生产计划、改善拉丝工序瓶颈、指导企业改善丝股生产衔接瓶颈、改善配股合绳瓶颈等问题；通过应用精益营销的方法，规范营销信息实现高效共享，建立大客户开发和维护流程，改善售后服务等等，使精益管理在全公司得到最大程度的应用。本文一共分为六章，其中第一章为绪论，，提出了公司发展中面临的问题并对本文的结构、研究方法等作了说明；第二章介绍了精益管理的相关理论，对精益的基本思想、14项管理原则和改善工具进行了总结；第三章和第四章，分别从生产系统和影响系统两个方面，介绍了G公司存在的一系列问题，针对这些问题制定了改善方案；第五章对整个精益改善项目的效果进行了总结评价；第六章透过G公司实施过程总结出精益改善应该注意的几个问题，并对精益管理与具体企业结合提出了下一步的建议。在对G公司的研究过程中，本文将精益管理的思想、方法，运用到每一个具体问题的改善中，通过近两年的跟踪研究，积累了适宜于企业的精益管理经验，对以后相似企业实施精益管理改善具有一定的借鉴意义。
[Abstract]:In the current situation of full competition in the world economy, the profound impact of the financial crisis has led to the weakening of the real economy. G Company is a traditional and established domestic elevator wire rope enterprise. In the face of the increasingly fierce competition environment and the continuously compressed product price space, we must continue to maintain the leading edge in the industry, consolidate the original market share not to shrink, customers do not lose, and further expand the influence in the domestic and foreign markets. Only improve marketing ability, optimize production organization internally, solve the information asymmetry between sales, production and R & D, reduce production cost, improve the speed of rapid reaction of the whole process, and continuously improve the customer's experience. In order to meet the customer's almost stringent requirements, improve the competitiveness of the product market. This paper mainly focuses on the enterprise value flow, starting with the research on the production and sales problems that restrict the development of the enterprise, aiming at shortening the production cycle and effectively eliminating the bottleneck of the drawing process flow, and using the lean production theory system method. According to the experience and data accumulated by the enterprise, we can make and promote the balanced production plan, improve the bottleneck of drawing process, guide the enterprise to improve the link bottleneck of the production of silk stock, and improve the bottleneck of the joint rope of the distribution stock, and so on; through applying the method of lean marketing, Standardization of marketing information to achieve efficient sharing, the establishment of major customer development and maintenance process, improve after-sales service and so on, so that lean management in the company to maximize the application. This paper is divided into six chapters, the first chapter is the introduction, put forward the problems faced in the development of the company and the structure of this paper, research methods, etc. The second chapter introduces the relevant theories of lean management. This paper summarizes the basic ideas of Lean and 14 management principles and improvement tools. Chapter 3 and 4 introduce a series of problems existing in G Company from two aspects of production system and influence system, respectively. The fifth chapter summarizes and evaluates the effect of the whole Lean improvement Project, and the sixth chapter summarizes several problems that should be paid attention to through the implementation process of G Company. And put forward the suggestion of the next step to the lean management and the concrete enterprise. In the research process of G Company, this paper applies the ideas and methods of lean management to the improvement of each specific problem, through the follow-up study of nearly two years, it accumulates the lean management experience suitable for the enterprise. For similar enterprises to implement Lean management improvement has certain reference significance.
【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】：F274;F426.31

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