摘 要
向阳公司是一
管理以及雄厚的技术积淀使该企业在国内工艺装备制造行业中一直处于领先地位。但是面对日益激烈的市场竞争，不断上涨的原材料、能源、人力成本，其传统的“批量与排队”的生产方式已经越来越不能满足顾客对价格、交付期、质量、产品多样化等方面的需求。特别是公司下属分厂夹具分厂，其多品种、小批量的生产特点亟需引入一种新的生产模式，以达到较少库存，降低成本，缩短制造周期等目标。而发源自丰田汽车，以减少浪费、降低成本为基本目标，以准时化和自动化为两大支柱的一种全新的管理哲学--精益生产方式，特别适用于向阳公司夹具分厂这种从事多品种小批量生产的企业。
本文首先通过对精益生产方式相关理论及发展进行了论述，得出精益生产方式运行模型，并对该模式在向阳公司夹具分厂的适用性进行了分析论证。其后，从精益理论的角度对向阳公司夹具分厂组织形式、生产方式、典型产品生产过程进行精益分析，从宏观和微观两个层次剖析了该分厂在生产经营中存在的问题及矛盾。然后针对这些矛盾及问题，利用精益生产运行模型及单元化生产理论对夹具分厂开展精益设计：首先优化工艺布局、设计生产单元等方式以减少搬运及工序不合理产生的浪费，其次通过引入拉动式准时化生产实现“零”库存的单件流生产，同时利用现场6S及改善理念保证精益生产模式在分厂持续、有效运行，同时梳理分厂的组织结构和人力资源管理模式为精益生产提供保障。
经过对比研究向阳公司夹具分厂现行生产模式和精益生产模式，精益生产模式的引入将缩短交货期2/3以上，同时仓储、搬运、人力等生产成本也将大大降低，此外生产现场的6S管理及全员质量管理也将大大提研到在新形势下提研关键词 精益生产 单元化生产 实践应用。
Abstract
Xiangyang is a mechanical processing company with 50 years of history. The perfectmanufacturing system, strict quality management and strong technical accumulation ofXiangyang company make it to be the leadership in domestic equipment manufacturingindustry. With the fierce market competition and increasing of raw material, energy and laborcosts, the traditional mode of production is unable to meet customer's demands of price,delivery time, quality, product diversification, etc.In particular, the fixtures factory withmulti-item and small-lot settings product mode, a branch of Xiangyang, needs to introduce anew mode of production urgently to reduce the inventory and costs and to shorten themanufacturing cycle. The lean production system, originated form Toyota, aims to reducewaste and lower costs. It can be applied in the fixtures factory with multi-item and small-lotsettings product mode.
Firstly, this essay discussed the related theory about lean production and lean productionevolution. After discussion, lean production operation model was found. And then this essayanalyze whether lean production operation model can be applied in the fixtures factory.
Secondly, this essay analyze the organization, production methods and typical productionprocess of Xiangyang in the perspective of Lean production theory. And it also analyze theproblems and conflicts during the Xiangyang operation from the macro and micro aspects.
Regarding the problems and conflicts, this essay designed its own production method refer tothe lean production operation model and unitized production theory: Firstly, it reduces thewaste handling and process unreasonable produce by optimizing process layout anddesigning production unit. And then introduce the pull production and just in Time to achieve“zero” inventory of single-piece flow production. Taking advantage of the 6S ensure theconcept of lean production model continuous and effective operation in the plant. Andmeanwhile, organizational structure and human resource management model should bearranged to make sure the lean production operation.
After comparing with the current production model of Xiangyang fixture factory andlean production model, the results shows that delivery time shortens more than two thirds,meanwhile the storage, handling, labor and other production costs will be greatly reduced. Inaddition to, the 6S Management at production field and Total Quality Management will alsogreatly enhance the efficiency and quality control to achieve improvement of the productcompetitiveness and development of enterprises steady in the new situation.
Keywords Lean production Cell production Application
目 录
1 绪论……1
1.1 研究目的和意义……1
1.2 研究文献综述……1
1.2.1精益生产方式的起源……1
1.2.2精益生产方式的发展……1
1.2.3精益生产方式的国内研究和应用现状……2
1.3 研究方法……2
1.4 本文的主要结构和创新点……3
1.4.1研究的主要内容结构……3
1.4.2创新点……4
2 精益生产方式理论评述……5
2.1 核心思想……5
2.2 终极目标……6
2.3构成体系……6
2.3.1持续推进现场环境维持的6S活动是实施精益生产的基础……7
2.3.2 以减少浪费为目的的持续现场改善是实施精益生产的核心理念……8
2.3.3拉动式准时化生产是精益生产的重要支柱……8
3 基于精益的向阳公司夹具分厂现状及问题分析……11
3.1 向阳公司夹具分厂组织结构及产品工艺过程……12
3.1.1夹具分厂的组织结构分析……12
3.1.2主要产品及生产工艺流程……13
3.1.3 生产中体现的矛盾现象……13
3.2典型型号产品的现有生产过程剖析……15
3.2.1 从订单到出库的工作处理流程……15
3.2.2 工艺过程及设备布局……16
3.3 产品生产过程的问题与原因诊断……18
3.3.1生产运营中存在的浪费……18
3.3.2人员的浪费……19
4 构建精益生产方式及保障措施……21
4.1优化工艺实现精益布局……21
4.1.1 优化工艺路线减少工序流转……21
4.1.2设计单元化生产的设备布局……22
4.2 引入拉动式准时化单件流生产……24
4.3 6S与改善保障精益生产持续运行……26
4.3.1. 全面推广实施6S是精益生产的基础……26
4.3.2 持续改善推动精益生产稳健发展……28
4.3.3实行全面质量管理达到顾客满意……28
4.4 调整组织结构及人力资源管理提研 ……29
4.4.1建立适合精益生产的组织结构……29
4.4.2 培养多能工适应拉动式准时制单元化生产方式……30
5 总结及展望……31
5.1效益的提 ……31
5.2促进分厂整体管理水平持续提 ……32
5.3展望……32
参考文献……33
致谢……35
