精益生产在大连富士刀具生产车间现场改善的应用研究

发布时间：2018-08-13 19:38

【摘要】：改革开放30多年以来中国制造业得到长足发展,然而伴随着2008年金融危机,中国制造业黄金时期已过,正面临着窘境。“中国制造”所代表的廉价成本和优惠政策时代一去不返,真正进入了微利时代。失去了成本优势,制造业的利润普遍只有10%甚至更低,面对一系列的挑战,精益生产的推行势在必行。本文在对精益生产理论体系进行阐述的基础上,针对大连富士工具有限公司的刀具车间生产现场存在的主要问题,应用精益生产的相关理论方法进行现状分析、问题查找、改善方案制定并开展现场改善活动,包括“7S”管理,工艺流程优化,生产设备布局规划,生产线平衡等,取得一定成效。通过分析车间当前情况,绘制设备布局图和物料流向图,直观表现刀具车间目前的现场动态,反映出设备布局与物流运输之间存在的巨大矛盾,并且分析车间环境、现场管理、人员配置、设备维护等方面的现状,列举刀具车间存在的缺陷。针对刀具车间存在的问题,本文的主要内容包括以下几个方面：首先,阐述了在市场竞争日益激烈的前提下,以多品种、小批量为生产模式的制造型企业所面临的巨大挑战,即生产效率低下、生产成本偏高。为了应对这一现象,越来越多的企业将精益生产的思想应用到企业管理中。介绍了国内外学者对于精益生产理论与应用的研究情况。分析介绍在车间现场改善中用到的工具与方法。其次,介绍大连富士工具有限公司现状与形式,确定以刀具车间为研究对象,分析车间现场存在的问题。针对各项问题,逐一改善。使用“7S”管理方法,对现场环境彻底整理、整顿,并开展员工培训,目的就是保证“7S”深入贯彻与长久实施；逐条分析现有工艺流程,从下料到入库,每一环节是否存在缺陷,对所提出的问题进行改进；使用SLP方法,将车间的各个机群的相对位置进行分析、重排,得出可行方案,运用加权因素评价法,确定最优布局；计算生产节拍,找出车间现存的瓶颈工序,进行工作研究,得出改进后的时间和生产率,从而缩短生产周期。最后,对改进前后的生产车间各项指标进行对比,以物料运输距离、生产周期、生产线平衡率为重点,明确精益生产对于车间现场管理应用的可行性与实用性。本文注重理论与实际的结合,通过大量阅读文献,掌握精益生产的历史背景与发展变革,掌握精益生产方法在制造型企业的应用现状,针对自己实习的企业,应用理论方法,发现问题,解决问题,实现精益思想在企业的深入应用。本文中所有方法与思想的应用,都具有普遍通用性,对于以后企业的精益化改革,可以提供参考。
[Abstract]:China's manufacturing industry has been developing rapidly since the reform and opening up for more than 30 years. However, with the financial crisis of 2008, the golden period of China's manufacturing industry has passed and is facing a dilemma. The era of cheap costs and preferential policies represented by "made in China" is gone and has really entered the era of small profits. Loss of cost advantage, manufacturing profit is generally only 10% or less, faced with a series of challenges, lean production is imperative. On the basis of expatiating the theory system of lean production, aiming at the main problems existing in the cutting tool workshop of Dalian Fuji tools Co., Ltd., this paper applies the relevant theory and methods of lean production to analyze the present situation and find out the problems. Make and carry out site improvement activities, including "7s" management, process optimization, production equipment layout planning, production line balance and so on, and achieve certain results. By analyzing the current situation of the workshop, drawing the layout diagram of the equipment and the flow chart of the materials, the paper intuitively shows the present field dynamics of the tool shop, reflects the huge contradiction between the layout of the equipment and the transportation of the logistics, and analyzes the workshop environment and the field management. Staffing, equipment maintenance and other aspects of the current situation, enumerating the defects of the tool workshop. The main contents of this paper include the following aspects: first of all, under the premise of the increasingly fierce competition in the market, there are many varieties. Small batch is a great challenge for manufacturing enterprises in production mode, that is, low production efficiency and high production cost. In order to deal with this phenomenon, more and more enterprises apply the idea of lean production to enterprise management. This paper introduces the research of lean production theory and application at home and abroad. The tools and methods used in the improvement of workshop site are analyzed and introduced. Secondly, the paper introduces the present situation and form of Dalian Fuji tools Co., Ltd. Aim at each problem, improve one by one. By using the "7s" management method, the site environment is thoroughly sorted out, rectified, and staff training is carried out in order to ensure that "7S" is thoroughly carried out and implemented for a long time. Whether there are defects in each link, the proposed problems are improved, and the relative position of each cluster in the workshop is analyzed and rearranged by using SLP method, and the feasible scheme is obtained, and the optimal layout is determined by using the weighted factor evaluation method. In order to shorten the production cycle, the production rhythm is calculated, the existing bottle-neck processes are found out, the work is studied, and the improved time and productivity are obtained. Finally, by comparing the indexes of the workshop before and after the improvement, the feasibility and practicability of lean production for the field management of the workshop are determined by focusing on the material transportation distance, production cycle and production line balance rate. This paper pays attention to the combination of theory and practice, through reading a lot of literature, grasp the historical background and development of lean production, grasp the current situation of lean production in manufacturing enterprises, and apply theory and method to the enterprises in which they practice. Discover the problem, solve the problem, realize the deep application of the lean thought in the enterprise. The application of all the methods and ideas in this paper is universal and can be used as a reference for the lean reform of enterprises in the future.
【学位授予单位】：东北农业大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：TH186

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