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论文编号：	10633
作者编号：	2120162874
上传时间：	2018/12/7 16:43:48
中文题目：	卡特彼勒精益生产方式改进与实施研究
英文题目：	The Study of LEAN Production Methodology Development and Implementation in Caterpillar Company
指导老师：	李勇建
中文关键字：	精益生产;精益供应链;六西格玛;丰田生产系统
英文关键字：	Lean Production; Lean Supply Chain; Six Sigma; Toyota Production System (TPS).
中文摘要：	伴随着世界经济的飞速发展，中国改革开放也愈加深入；我们用了20年的时间，完成了发达国家近百年的发展历程，如今的中国已经成为全球第二大经济体，并在全球经济中发挥着举足轻重的作用。 回顾中国近20年来的飞速发展，之所以能如此迅速地发展壮大，其中两个主要原因是优越的政策和人口红利。但是，随着管理制度的不断完善和劳动力成本的不断攀升，原有的低效、低质的发展模式，已使我们很难在日趋激烈的市场竞争中存活下来。因此，我国近几年来一直在淘汰落后产能，更新先进技术、设备，大大提升了现代化程度。但是，硬件可以通过投资在短时间内完成升级，可企业管理这一软技能是一个积累的过程，而且不能保证有投入一定有成效，因为这些软技能与时代发展和区域文化息息相关，很多时候无法直接复制。 基于以上原因促成了本篇论文的选题。本文以工程机械制造业和其当前的龙头企业卡特彼勒公司为研究对象，主要探讨在企业发展过程中如何不断降低运营成本、增强自身核心竞争力的问题，客观地分析了卡特彼勒公司的发展历程和相关背景，及其在发展过程中遇到的一系列问题的原因。同时，本文还分析了卡特彼勒公司实施精益生产方式的发展是由最初的六西格玛，到之后的仿照丰田生产方式建立的卡特彼勒生产方式，然后才发展出其当前实施的卡特彼勒自身改进后的精益生产方式。由此提出在不同时期、不同发展规模、不同市场环境、不同产品特性的情境下，企业要深入了解自身特点并选取适当工具进行管理改善，而不能只是照搬就抄。 文章从介绍六西格玛、丰田生产方式和制造业精益生产这三个基础理论入手，随后介绍了卡特彼勒公司对这些方法论的改进和应用效果；而后重点阐述了当前还在实施过程中的卡特彼勒精益生产管理方式，通过对精益制造、精益供应链、精益物流三个领域的分析，剖析了这一管理方式的主要思路、核心思想、改进价值、实施步骤，并对三个领域各自的特性及其相关性进行了分析，解释了这一新的管理方式实施的系统性；之后简述了方案实施的整体规划、时间安排、成本因素，并通过列举部分数据体现出整体的实施成功、以及具体的实施效果；并在最后对本文的研究结论做出了总结。随着一带一路的推进与深入，我国走出去的企业越来越多，希望本文可以为这些正在拓展国内市场及开拓国际市场的企业提供基于实践的管理思路，同时为整个工程机械制造业的运营管理提供一定的借鉴。
英文摘要：	With the rapid development of the world economy, China's reform and opening-up has become more and more in-depth; it took us 20 years to complete the development process of developed countries for nearly a hundred years, and now China has become the second largest economy in the world, and plays a pivotal role in the global economy. In retrospect of China's rapid development in the past 20 years, two of the main reasons for its rapid growth are superior policies and demographic dividends. However, with the continuous improvement of the management system and rising labor costs, the original low-efficiency, low-quality development model has made it difficult for us to survive in the increasingly fierce market competition. Therefore, in recent years, China has been eliminating backward production capacity, updating advanced technology and equipment, which greatly improved the degree of the modernization; however, hardware can be upgraded in a short period of time through investment, but the soft skills of enterprise management need to be accumulated over certain time, and can’t guarantee that investment will certainly be successful, because these soft skills are closely related to the development of the times and regional culture, often can’t be directly copied. Based on the above reasons, the thesis is selected. In this paper, the construction machinery manufacturing industry and its current leading enterprise Caterpillar Inc are studied. This paper mainly discusses how to continuously reduce operating costs and enhance their core competitiveness in the process of enterprise development. This paper objectively analyzes the development history and relevant background of Caterpillar Company, and the reasons for a series of problems encountered in the development process. At the same time, this paper also analyzes that the development of the Lean Production mode implemented by Caterpillar Company is from the original Six Sigma to the later Caterpillar Production System established by imitating Toyota Production System, and then develops the current implementation of Caterpillar's own improved Lean Production mode. It is proposed that under the circumstances of different periods, different development scales, different market environments and different product characteristics, enterprises should deeply understand their own characteristics and select appropriate tools to manage and improve, instead of just copying. Starting with the introduction of the three basic theories of Six Sigma, Toyota Production System and Lean Production, this paper introduces the improvement and application effect of Caterpillar on these methodologies. Then it focuses on the current implementation process of Caterpillar Lean Production management mode, through the analysis of Lean Manufacturing, Lean Supply Chain, Lean Logistics three areas. This paper analyzes the main concepts, core ideas, improvement value and implementation steps of this management mode, and analyzes the respective characteristics and correlation of the three fields, and explains the systematicness of the implementation of this new management mode. After that, the overall planning, time arrangement and cost factors of the implementation of the scheme are briefly described, and some data are listed to show the success of the overall implementation and the concrete implementation effect. Finally, the conclusion of this study is summarized. With the development of The Belt and Road, more and more enterprises in our country started to develop the international market, it is hoped that this paper can provide practical management ideas for these enterprises which are expanding the domestic market and opening up the international market, and at the same time provide some reference for the operation management of the whole construction machinery manufacturing industry.
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