基于约束理论的S公司精装书生产系统改善研究
发布时间：2018-10-09 14:59
【摘要】：我国的印刷行业经过了20多年的高速扩张之后，盲目建设和重复建设带来的资源浪费和市场恶性竞争使得印刷行业由早期的“暴利行业”转变成为如今的“微利行业”。印刷企业要想在这种激烈和残酷的竞争环境中继续生存，以往简单的通过压低材料价格，增加设备，增加技术投入来扩大市场占有率的方法已经不再适用了。S公司与众多印刷企业一样都面临着如何既不增加成本投入，又能持续地满足市场需求，维护既有订单并赢得更多订单的现实问题。对企业内部生产系统进行改善及提升已成为当前印刷行业应对市场竞争的一种趋势。 约束理论是立足于企业的现实条件和约束因素，面向增加企业的有效产出，用有限的资源提供最大的有效产出，从而有效地降低企业的运营成本，实现企业的最终目标的管理方法，而非简单地减少成本或提高效率，与S公司目前的生产系统改善需求不谋而合。 本文以S公司的精装书生产系统的实际改善为研究对象，运用约束理论思想及“TP思维方法”、“TOC持续改进五步法”等约束理论应用工具，针对精装书生产系统目前存在的生产瓶颈问题，研究如何识别和消除S公司精装书生产系统瓶颈，实现精装书生产系统的综合运营效率的提升，最终达到增加企业利润的目的。首先，，对精装书生产系统的生产流程和现状进行描述，确定改善的方向和目标。其次，通过对各工序生产能力的分析，找出精装书生产系统中存在的瓶颈约束，通过分析约束产生的原因制定对策对瓶颈资源进行挖潜，提升其利用率。再次，还要使非瓶颈工序服从与配合于瓶颈工序，建立了推动TOC改善的MSBB业绩衡量指标体系。最后，建立持续改进的TOC改善机制，防止新的瓶颈的产生。 本文通过S公司精装书生产系统的实际改善案例验证了TOC改善在印刷企业不但可行而且非常有效：精装书生产系统的订单准时交货率由原来的25%提升至83.67%，存货周转天数由原来的97.56天下降至63.24天，生产效率提升34.7%。对于S公司的其他生产系统的改善及其他印刷企业提供了良好的借鉴和经验支持，为书刊印刷行业的管理改革与转型提供了一个新的思路。
[Abstract]:After more than 20 years of rapid expansion of printing industry in our country, the waste of resources brought by blind construction and repeated construction and the vicious competition in the market make the printing industry change from the early "profiteering industry" to the "micro-profit industry". If printing enterprises want to survive in this fierce and cruel competitive environment, they used to simply increase equipment by lowering the price of materials. The method of increasing technology investment to expand market share is no longer applicable. Like many printing companies, the company is faced with how to meet the market demand without increasing the cost investment. Maintain the reality of existing orders and win more orders. Improving and upgrading the internal production system has become a trend for the printing industry to cope with the market competition. The constraint theory is based on the actual conditions and constraints of the enterprise, facing to increasing the effective output of the enterprise, providing the maximum effective output with the limited resources, thus effectively reducing the operating cost of the enterprise. Instead of simply reducing costs or improving efficiency, the management method to achieve the ultimate goal of the enterprise coincides with the demand for improvement in the current production system of S Company. This paper takes the actual improvement of hardcover book production system of S Company as the research object, applies the constraint theory thought and "TP thinking method", "TOC continuous improvement five-step method" and other constraint theory application tools, etc. In view of the bottleneck problem existing in the hardcover book production system at present, this paper studies how to identify and eliminate the bottleneck of the hardcover book production system in S Company, so as to improve the comprehensive operating efficiency of the hardcover book production system, and finally achieve the purpose of increasing the profit of the enterprise. First, describe the production process and current situation of hardcover book production system, and determine the direction and goal of improvement. Secondly, through the analysis of the production capacity of each working procedure, we find out the bottleneck constraints existing in the hardcover book production system, and through the analysis of the reasons for the constraints, formulate countermeasures to tap the potential of the bottleneck resources and improve their utilization ratio. Thirdly, we set up the MSBB performance measurement index system to promote the improvement of TOC by making the non-bottleneck process follow and cooperate with the bottleneck procedure. Finally, a continuous improved TOC improvement mechanism is established to prevent the emergence of new bottlenecks. This paper proves that TOC improvement is not only feasible but also very effective in printing enterprises through the actual improvement case of S Company hardcover book production system: the order on time delivery rate of hardcover book production system has been raised from 25% to 83.67%, inventory week. The number of days changed from 97.56 days to 63.24 days. The efficiency of production was increased by 34.7. It provides a good reference and experience support for the improvement of other production systems of S Company and other printing enterprises, and provides a new way of thinking for the management reform and transformation of the book printing industry.
【学位授予单位】：北京工业大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.84
本文编号：2259762
[Abstract]:After more than 20 years of rapid expansion of printing industry in our country, the waste of resources brought by blind construction and repeated construction and the vicious competition in the market make the printing industry change from the early "profiteering industry" to the "micro-profit industry". If printing enterprises want to survive in this fierce and cruel competitive environment, they used to simply increase equipment by lowering the price of materials. The method of increasing technology investment to expand market share is no longer applicable. Like many printing companies, the company is faced with how to meet the market demand without increasing the cost investment. Maintain the reality of existing orders and win more orders. Improving and upgrading the internal production system has become a trend for the printing industry to cope with the market competition. The constraint theory is based on the actual conditions and constraints of the enterprise, facing to increasing the effective output of the enterprise, providing the maximum effective output with the limited resources, thus effectively reducing the operating cost of the enterprise. Instead of simply reducing costs or improving efficiency, the management method to achieve the ultimate goal of the enterprise coincides with the demand for improvement in the current production system of S Company. This paper takes the actual improvement of hardcover book production system of S Company as the research object, applies the constraint theory thought and "TP thinking method", "TOC continuous improvement five-step method" and other constraint theory application tools, etc. In view of the bottleneck problem existing in the hardcover book production system at present, this paper studies how to identify and eliminate the bottleneck of the hardcover book production system in S Company, so as to improve the comprehensive operating efficiency of the hardcover book production system, and finally achieve the purpose of increasing the profit of the enterprise. First, describe the production process and current situation of hardcover book production system, and determine the direction and goal of improvement. Secondly, through the analysis of the production capacity of each working procedure, we find out the bottleneck constraints existing in the hardcover book production system, and through the analysis of the reasons for the constraints, formulate countermeasures to tap the potential of the bottleneck resources and improve their utilization ratio. Thirdly, we set up the MSBB performance measurement index system to promote the improvement of TOC by making the non-bottleneck process follow and cooperate with the bottleneck procedure. Finally, a continuous improved TOC improvement mechanism is established to prevent the emergence of new bottlenecks. This paper proves that TOC improvement is not only feasible but also very effective in printing enterprises through the actual improvement case of S Company hardcover book production system: the order on time delivery rate of hardcover book production system has been raised from 25% to 83.67%, inventory week. The number of days changed from 97.56 days to 63.24 days. The efficiency of production was increased by 34.7. It provides a good reference and experience support for the improvement of other production systems of S Company and other printing enterprises, and provides a new way of thinking for the management reform and transformation of the book printing industry.
【学位授予单位】：北京工业大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.84
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