DAAE公司班组精益生产管理研究

发布时间：2018-11-05 07:08

【摘要】：DAAE公司成立于80年代初期，主要从事微型汽车发动机及变速器的生产制造，年产能力约30万台左右。由于成立时间较早，DAAE公司的生产经营模式基本是按照航空企业的计划经济体制管理模式来运营和管理的。随着国内汽车行业的不断进步和企业自身的不断向前发展，目前DAAE公司已经完全实现并融入了现代的市场经济体制，伴随着DAAE公司内部结构的调整，其生产管理，尤其是班组生产管理中的许多要素和细节迫切需要改变。班组是企业最小的管理单元，但是却承担着企业生产经营的重大任务，可以说班组管理水平的好与差，，直接关系到企业管理水平的高与低。通过对理论的研究，并结合DAAE公司各生产车间班组的实际生产管理状况，发现DAAE公司班组生产管理内容比较粗放，基本是计划经济体制下生产组织模式的复制，并没有随着DAAE公司组织机构合并调整而进行相应的管理变更和提升要求，同时班组的生长性、发展性较差，没有为员工发展提供应有的空间和通道，没有为员工提供相应的岗位技术技能培训，没有因为DAAE公司组织机构实行一级化管理撤消部分部门和业务室而明确相应班组日常生产管理过程中出现问题的处理流程，由此产生了班组日常生产过程中出现的设备问题、工具工装问题、质量问题、物流问题、人员短缺问题、员工技能不足问题、成本控制问题等许多问题，造成生产效率低下、成本控制困难、质量水平不稳定等后果。为了解决这些问题，DAAE公司开展班组生产精益管理工作，决定以实施班组精益管理为突破口，通过加强和强化班组管理，解决和缓解上述问题，提升企业各项管理水平。 “工欲善其事，必先利其器”。在优化研究的过程中，首先参考了许多有关精益生产及班组管理与控制方面的书籍，以得到理论依据，并结合企业实际情况在众多的理论依据中挑选出对企业实际管理最具指导意义的部分指导优化提升；其次，通过对国内多家先进企业(如：长春一汽、重庆长安汽车集团、哈尔滨汽车发动机制造公司、长安福特公司、北汽福田公司等)进行走访调研，吸取先进成熟经验，加快公司班组生产精益管理优化进程；最后，在实际执行的过程中，采取选取试验点进行试点推行的办法，通过试验推广取得验证成果后再进行由点及面的全面推行，以避免造成管理方式不正确或不适应而造成的生产秩序混乱。本文详细论述了国内许多先进企业有关班组生产精益管理的研究情况，介绍了DAAE公司班组生产精益管理优化前后情况对比实例，论述了DAAE公司班组生产精益管理过程中应该重点关注和必须改善的要素和环节，通过对各重点要素和环节的改善提升，证明班组生产管理过程中精益管理的重要性和必要性，为企业提供了提升班组管理水平的方式和方法。
[Abstract]:DAAE Company was founded in the early 1980s, mainly engaged in the production and manufacture of micro automobile engines and transmission, the annual production capacity of about 300000. Because of its early establishment, the production and management mode of DAAE Company is basically operated and managed according to the planned economic system management mode of aviation enterprises. With the continuous progress of the domestic automobile industry and the continuous development of the enterprises themselves, DAAE company has been fully realized and integrated into the modern market economy system at present. With the adjustment of the internal structure of the DAAE company, its production management, Especially, many elements and details of shift production management need to be changed urgently. The shift group is the smallest management unit of the enterprise, but it undertakes the important task of the enterprise production and management. It can be said that the management level of the shift group is good or bad, which is directly related to the high and low management level of the enterprise. Through the study of the theory and the actual production management situation of the production workshop groups in DAAE Company, it is found that the production management content of the DAAE Company is relatively extensive, which is basically a copy of the production organization model under the planned economy system. There are no corresponding management changes and promotion requirements with the merger and adjustment of DAAE organization. At the same time, the growth and development of the teams are poor, and they do not provide the proper space and channels for the staff development. Did not provide the corresponding post technical skills training for the staff, and did not clarify the process of handling the problems in the daily production management process of the corresponding shift group because of the DAAE organization implementing the first-level management and revocation of some departments and business rooms. As a result, there are many problems such as equipment problems, tooling problems, quality problems, logistics problems, personnel shortage problems, insufficient staff skills problems, cost control problems and so on, which result in low production efficiency. Difficult cost control, unstable quality level and other consequences. In order to solve these problems, DAAE Company carried out the lean management of shift production and decided to take the lean management of shift and group as a breakthrough, and to solve and alleviate the above problems by strengthening and strengthening the management of teams and groups, and to improve the management level of enterprises. If a worker wants to do well, he must first sharpen his tools. In the process of optimization research, we first refer to many books on lean production and team management and control, in order to get the theoretical basis. And combined with the actual situation of enterprises in a number of theoretical basis to select the most instructive part of the actual management of the enterprise guidance optimization; Secondly, through visiting and investigating a number of advanced domestic enterprises (such as Changchun FAW, Chongqing Changan Automobile Group, Harbin Automotive engine Manufacturing Company, Changan Ford Company, BAIC Futian Company, etc.), we can draw on advanced and mature experience. Speed up the company team production lean management optimization process; Finally, in the process of actual implementation, the method of selecting test points for pilot implementation is adopted, and the verification results are obtained through the test promotion, and then the comprehensive implementation is carried out by the points and sides. To avoid the production disorder caused by incorrect management or inadaptability. This paper discusses in detail the research situation of Lean Management of shift production in many advanced enterprises in China, and introduces a comparative example of the situation before and after the optimization of Lean Management in shift production of DAAE Company. This paper discusses the key factors and links that should be paid attention to and must be improved in the lean management of shift production in DAAE Company. Through the improvement and promotion of the key elements and links, the importance and necessity of lean management in the process of team production management are proved. For the enterprise to improve the team management level of the way and method.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F273;F426.4

【共引文献】