萨博汽车制造有限公司生产业务流程再造研究

发布时间：2018-05-07 13:48

本文选题：精益生产 + 流程再造　；参考：《吉林大学》2017年硕士论文

【摘要】：近些年来,中国汽车行业的发展可以说是突飞猛进。伴随着机遇的来临,汽车生产企业也面临着巨大的压力。日渐增多的汽车品牌,层出不穷的各种替代产品。想要在汽车行业中生存下去,不仅要有雄厚的资金实力,还要在品牌、质量、管理、服务等各个方面都表现优秀。萨博作为一个30多年的轻型客车制造厂家,近几年的销售业绩不尽如人意,尤其是在整个轻客行业年总销量逐年增加的情况下。为了扭转局面,萨博借鉴西方的思想,想要通过流程再造的方法对企业进行一次大的变革。希望通过这次的再造,能使萨博摆脱目前的困境,并冲出重围使企业迈上一个新的台阶。本文主要基于精益生产和流程再造两大理论基础,在文章的第一章中介绍了本文的研究背景和研究意义。第二章主要介绍精益生产和流程再造理论的发展历程。第三章介绍了萨博的发展历程以及目前的经营状况,分别从生产计划流程、质量管理流程、生产车间现场管理以及生产工艺四个方面论述了目前的生产中存在的问题和不精益的方面。针对这些问题,在第四章中分别设计了新的流程,并且在原来的基础上为萨博配备了生产信息系统,实现生产的信息化管理。第五章主要对流程再造的过程进行实施保障和效果评价。本文的重点章节为第三章到第五章,针对目前流程中存在的问题制定相应的解决方案。在进行流程再造的过程中,结合了许多先进的生产理念,比如JIT、FIS、IE等。本文围绕着整个的生产流程,从多个角度多次层次进行了深层的剖析,整个过程中不仅针对生产流程进行改造,同时还对公司的组织结构、管理方式以及相应的规章制度都进行了改革,对于萨博这样的企业来说,改革是一个从上到下、从里到外的全方位改革,不单单是生产流程的改造,是整个企业的一次变革。在实际的改造中用到了多种研究方法,比如抽样调查法、访谈法、实践法等等,在改造过程中,重视总装车间的生产拉动作用,结合一线工人的反馈意见,不断的尝试、不断的改进,最终确定了新的生产流程,这中间的过程是由公司领导层、技术层和一线员工共同努力完成的。本文从2016年年末开始撰写,结合这几年所学的工业工程的知识,将理论运用到实践当中,这不仅是对所学知识的一个总结,也是我人生的一个重要的节点。通过论文的撰写,我也学到了不少新知识,切实体会到理论联系实际的重要性,在以后的日子里,我还会继续努力,争取更大的进步。
[Abstract]:In recent years, the development of China's auto industry can be said to be by leaps and bounds. With the coming of opportunity, automobile manufacturing enterprises are also facing great pressure. The increasing number of automobile brands, endless variety of alternative products. In order to survive in the auto industry, we must not only have strong financial strength, but also in the brand, quality, management, service and other aspects of excellence. Saab as a light bus manufacturer for more than 30 years, the sales performance in recent years is not satisfactory, especially in the whole light passenger industry annual total sales increased year by year. In order to reverse the situation, Saab draws lessons from the western thought, wants to carry on a big transformation to the enterprise through the process reengineering method. It is hoped that through this reengineering, Saab will get out of its current predicament and break out of the siege to take the enterprise to a new level. This paper mainly based on lean production and process reengineering theory foundation, in the first chapter of the article introduced the research background and research significance. The second chapter mainly introduces the development course of lean production and process reengineering theory. The third chapter introduces the history of Saab's development and the current business situation, respectively from the production planning process, quality management process, This paper discusses the existing problems and unrefined aspects of production in four aspects of production workshop field management and production process. To solve these problems, a new process is designed in the fourth chapter, and Saab is equipped with production information system on the basis of the original one to realize the information management of production. The fifth chapter mainly carries on the implementation safeguard and the effect appraisal to the process of process reengineering. The key chapters of this paper are the third to the fifth chapters, aiming at the existing problems in the current process to develop the corresponding solutions. In the process of process reengineering, many advanced production concepts are combined, such as JIT-FISIE and so on. This article has carried on the deep analysis from many angles and many levels around the entire production process, the entire process not only carries on the transformation to the production process, but also to the company's organization structure, The management mode and the corresponding rules and regulations have been reformed. For an enterprise like Saab, the reform is a comprehensive reform from top to bottom, from inside to outside, not only the transformation of production process, but also a change of the whole enterprise. In the actual transformation, many research methods have been used, such as sampling survey, interview, practice and so on. In the process of transformation, we attach importance to the production pull function of the assembly shop, and combine the feedback of the front-line workers, and try constantly. Continuous improvement, the final finalization of the new production process, this intermediate process by the company's leadership, technical and frontline staff efforts to complete. This paper has been written since the end of 2016, combined with the knowledge of industrial engineering in the past few years, applying theory to practice. This is not only a summary of what I have learned, but also an important node of my life. Through the writing of the paper, I also learned a lot of new knowledge, practical understanding of the importance of linking theory with practice, in the future, I will continue to strive for greater progress.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.471;F273

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