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论文编号：	10800
作者编号：	2120162802
上传时间：	2018/12/11 11:45:03
中文题目：	精益生产管理在京威股份公司的应用研究
英文题目：	Research on the application of lean production in Beijing WKW co., LTD
指导老师：	周建 教授
中文关键字：	精益生产管理；提出问题；分析；实施；效果评价
英文关键字：	Lean production management；Raise the question；Analysis；Implementation；Effect evaluation
中文摘要：	随着2008年全球金融危机影响的逐步消退以及中国政府对于国内汽车行业的积极支持，中国的汽车产销量在2010年之后得到了快速增长，作为国内汽车外饰件关键供应商之一的京威股份公司也经历了自身生产规模的急速扩张。但是由于公司还在采用传统的生产管理模式，在发展过程中暴露了很多的如现场管理问题，成本增加问题，设备管理问题，产品合格率不稳定的问题以及客户投诉逐年增多等一系列问题，已对公司的持续发展产生了影响。 针对上述京威股份公司发展过程的问题，本文遵循“提出问题-分析问题-解决问题-实施评价”的研究逻辑。首先从理论上列举了精益生产管理的实施工具、方法和技术，分析了精益生产管理和传统的生产管理之间的区别，并且利用理论方法对京威股份公司发展过程中所暴露的问题进行了逐条的分析，找出问题产生的原因。然后对京威股份公司推行精益生产管理的必要性和潜在的实施阻力做了阐述，有针对性地制定了本次推行精益生产管理的总体实施框架和实施目标。之后在整个精益生产管理实施过程中，按照制定的计划，采用精益生产管理方式对公司的整个生产过程进行了彻底地整改，分别在组织管理与员工管理、生产现场与布局优化、管理体系的建立以及管理规范化的推行四大方面进行精益生产管理的实施，同时克服了精益生产管理实施过程中员工抵触和执行缓慢等问题，并对实施过程中的经验进行了总结。最后在实施精益生产管理并取得初步的阶段性效果后，对实施的效果进行了专门的跟踪。不仅列举了人员和生产效率、设备与全过程合格率、半成品库存这些跟踪验证的要点，也提出了生产现场、生产流程以及生产绩效三方面的实施效果评价维度，而且陈述了本次实施存在的不足和展望，从而得出了本次的研究结论。 经过两年多的持续改进与不懈坚持，通过组织优化、现场6S管理的推进、员工标准化操作的推行、全新设备管理体系的建立等改善活动，京威股份公司精益生产管理实施取得了显著的成果，解决了公司以往的诸多生产管理问题。通过本次精益生产管理改实施活动的整体实施跟进，为生产运营管理类问题的改进提供了整体思路，对有着类似管理问题的企业推行精益生产管理有一定的指导和借鉴作用。
英文摘要：	With the impact of the global financial crisis receding in 2008 and the Chinese government's active support for the domestic auto industry, China's auto production and sales grew rapidly after 2010. As one of the key suppliers of auto parts in China, BWKW has also experienced rapid expansion of its production scale. However, as the company is still adopting the traditional production management mode, many problems such as on-site management, cost increase, equipment management, unstable product qualification rate and increasing customer complaints have been exposed in the development process, which have impacted an impact on the company's sustainable development. In view of the problems in the development process of BWKW mentioned above, this thesis follows the research logic of "raising questions - analyzing problems - solving problems - implementing evaluation". Firstly, the implement tools, methods and techniques of lean production management are listed theoretically.The differences between lean production management and traditional production management are analyzed. The problems in the development of BWKW are analyzed one by one by using theoretical method to finding out the cause of the problem. Secondly, the necessity and potential resistance of lean production management of BWKW are expounded. The overall implementation framework of lean production management and the implementation objective of quantification were developed. Thirdly, in the entire lean production management implementation process, the entire production process of the company was completely rectified through the lean production management method according to the planned and implementation steps. The implementation of lean production management is carried out in four aspects: organizational management and employee management, production site and layout optimization, management system establishment and management standardization implementation. At the same time, it overcomes the problems of staff resistance and slow execution in the implementation of lean production management. The experience in the implementation process is summarized. Finally, after implementing lean production management and achieving preliminary stage effect, the implementation effects are specially tracked. The main points of the personnel and the production efficiency, qualified rate of the equipment and process and the semi-finished products inventory these tracking verification have been listed. The work site of the production, the production process and production performance of the three performance evaluation dimensions and aspects have been put forward. Moreover, the deficiency and prospect of this implementation are stated, and the conclusion of this study is drawn. After more than two years of continuous improvement and unremitting persistence, through the organization optimization, promote the scene 6s management, standardized operation implementation, the the establishment of new equipment management system, BWKW’s lean production management implementation has obtained the remarkable result. The company has solved many production management problems in the past. Through the whole implementation and follow-up of the lean production management reform, it provides an overall idea for the improvement of production operation management problems and has a certain guiding and referential role for enterprises with similar management problems to implement lean production management.
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