D发电设备制造公司生产现场管理问题分析与对策研究

发布时间：2018-05-23 18:20

本文选题：内部挖潜 + 发电设备制造　；参考：《西南交通大学》2014年硕士论文

【摘要】：本文通过对D公司的背景分析,找出了这样的传统国企所面临的员工思想动态,利用马斯洛的需求层次理论对其不同年龄阶段的人群做以梳理分析。在目前国家对国有企业大的政策引领下,公司有效的利用现有人力资源以及有效的设计员工的职业规划是重要突破口。文章重点放在了生产现场管理的问题分析和对策研究上。生产现场管理是综合性的管理管控,通过对生产组织模式管控的案例分析,发现了公司对出口机组杰瑞项目的管控水平还是较高的,但聚集资源较多,行政命令已经替代了正常的生产组织,很难复制,不能成为常规生产管控的模式。对现行生产管理系统采用的ERP和看板管理的矛盾分析,发现了D公司系统重叠浪费较大,各部门本位意识较强,在单项目组织上成效较大,但对于多项目同时推进时,显得力不从心,配套能力弱,现场管控难度大,效能低下。解决生产现场管理的对策一定是综合性的,以目前ERP系统为基础,增添了对供应商的管控,做到组织管理系统的优化,提前预警机制。积极建立人才库模式,跟随快节奏的市场进程,人才培养和调用,不能“拍脑袋”,建立一个科学流动的人才库。以核心产品的关键工序为代表建立关键工序质量控制点,带动各个层面找出本部门的核心产品以及关键工序作为管控龙头。对于安全生产现场充分利用精益理念,进行有效的定置管理,划区域负责制,对于重点区域如参观路线上的生产作业区域,建立固定产品类型管理模块方式。生产现场管理提升是持续不断的,做好人、物、场的管控,有效理清它们之间的关系,建立和谐匹配三者纽带的意义重大。
[Abstract]:Based on the background analysis of D Company, this paper finds out the employees' ideological dynamics faced by the traditional state-owned enterprises, and analyzes the different age groups by using Maslow's theory of demand hierarchy. Under the guidance of the current state policy on state-owned enterprises, the effective use of existing human resources and the effective design of staff career planning is an important breakthrough. This paper focuses on the problem analysis and countermeasure research of production site management. Production site management is a comprehensive management and control system. Through the case study on the management of production organization mode, we find that the company has a higher level of control over the Jerry project of export units, but it has more resources gathered. Executive orders have replaced normal production organizations and are difficult to replicate and cannot be used as a conventional mode of production control. By analyzing the contradiction between ERP and Kanban management used in current production management system, it is found that company D has a large overlap and waste, a strong sense of standard in each department, and great results in the organization of a single project, but for the multi-project at the same time, It'seems that the ability of supporting is weak, the field control is difficult and the efficiency is low. The countermeasures to solve the production site management must be comprehensive. Based on the current ERP system, the management of suppliers is added to optimize the organization management system and advance warning mechanism. We should actively establish the talent pool model, follow the fast-paced market process, train and transfer talents, and not "beat our heads", and establish a scientific flowing talent pool. The key processes of the core products are taken as the representative to establish the key process quality control points, leading to find out the core products and key processes of the department as the management and control leader at all levels. To make full use of the lean idea, to set up the management effectively, to draw the area responsibility system, to establish the fixed product type management module for the key area such as the production work area on the tour route. The improvement of production site management is continuous. It is of great significance to do well the control of people, objects and fields, to effectively clarify the relationship between them, and to establish a harmonious match between the three ties.
【学位授予单位】：西南交通大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F273;F426.6

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