SX电子工厂福特产品线精益改善研究

发布时间：2018-01-10 08:04

本文关键词：SX电子工厂福特产品线精益改善研究　出处：《天津大学》2015年硕士论文　论文类型：学位论文

更多相关文章： 价值流 增值效率 连续流 拉动 准时生产

【摘要】：随着市场的需求步入了多样化的新阶段,中国制造业的生存和发展面临着非常严峻的挑战。而目前中国多数生产企业的生产效率和利润处于低水平,和世界先进的制造企业比较,生产成本高、效率低下、生产资源损耗大等问题普遍存在。学习和实践精益生产方式、提高生产运作效率、减少运营中各种浪费,从而不断的提升企业的核心竞争力,成为企业在激烈的市场角逐中获得有利地位的首要方式。本论文以SX制造公司作为实践精益的对象,从价值流的理念出发,系统阐述了从顾客角度审视企业的生产运作和物流过程,识别整个流程中的增值活动和各种浪费,并通系统的改善,消除流程中的非增值活动,最终实现顾客需求的最有效满足。本论文提出了阶梯性的精益生产导入策略,由点、线、面、链多层次全方位推进过程,并着重分析了“线”的改善。首先对SX公司标杆产品的线瓶颈点、设备换型长、质量等工序问题进行改善,使流程趋于稳定。然后使标杆线工艺流程尽可能连续,减少孤岛式的布局,降低制品库存,并在断流的工序间实施拉动系统,最终达到准时生产的目的。在未来价值流图的设计的过程中,论文根据价值流优化的7个重要步骤,把标杆线流程划分为3个环节,详细阐述了各个价值流环出现的问题,以及针对这些问题,采取了有效的解决方法。描述项目改善的过程中,尽可能利用SX电子公司实施过程中的布局图、流程、表格,用大量数据阐述问题并对改善前后的效果进行对比.最后,论文阐述了SX公司精益中长期规划,一方面维持当前的成果,稳固第二阶段。另一方面把成果横向复制到所有产品线,让别的生产线向标杆看齐,逐渐变成“面的改善”,从而完成精益之旅的第三阶段。
[Abstract]:With the market demand has entered a new stage of diversification, the survival and development of China's manufacturing industry is facing a very serious challenge. At present, the production efficiency and profits of most Chinese manufacturing enterprises are at a low level. Compared with the advanced manufacturing enterprises in the world, the problems such as high production cost, low efficiency, large loss of production resources and so on are common. Study and practice lean production mode, improve the efficiency of production and operation, reduce all kinds of waste in operation. In order to continuously improve the core competitiveness of enterprises, become the first way for enterprises to gain a favorable position in the fierce market competition. This paper takes SX Manufacturing Company as the practice of lean object. Starting from the concept of value flow, this paper systematically discusses the production operation and logistics process of the enterprise from the customer's point of view, identifies the value-added activities and various kinds of waste in the whole process, and the improvement of the system. Eliminate the non-value-added activities in the process, and ultimately achieve the most effective customer demand. This paper proposes a step by step lean production introduction strategy, from point, line, surface, chain multi-level all-directional process. The improvement of "line" is analyzed. Firstly, the problems of line bottleneck point, equipment change length and quality of SX benchmarking products are improved. Make the process tend to be stable. Then make the benchmarking process as continuous as possible, reduce the island layout, reduce the inventory of products, and implement the pull system between the broken processes. In the design process of the future value flow graph, according to the seven important steps of value flow optimization, the benchmarking process is divided into three links. In this paper, the problems of each value flow ring are described in detail, and effective solutions are adopted to solve these problems. In the process of project improvement, the layout diagram of SX Electronics Company is used as far as possible. Process, tables, using a large number of data to explain the problem and improve the results before and after the comparison. Finally, the paper describes the SX lean medium and long-term planning, on the one hand, to maintain the current results. On the other hand, copy the results horizontally to all product lines, so that other production lines are aligned with the benchmark and gradually become "surface improvement", thus completing the third stage of the lean journey.
【学位授予单位】：天津大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F273;F426.6

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