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论文编号：	14355
作者编号：	2320213798
上传时间：	2023/12/12 13:41:00
中文题目：	G公司设备综合效率（OEE）提升研究
英文题目：	Research on the Improvement of Overall Equipment Effectiveness (OEE) in G Company
指导老师：	李亚
中文关键字：	设备综合效率（OEE）；TPM；全面质量管理
英文关键字：	Overall Equipment Effectiveness (OEE)；TPM；Total Quality Management
中文摘要：	近年来，因新冠疫情和区域局势不稳定等因素的影响，全球经济增长乏力。锂电池行业受此影响，特别是2022年以来，上游原材料，特别是碳酸锂价格大幅上涨，导致锂电池行业承受着巨大的成本压力。 G公司深耕锂电池行业多年，近几年快速发展，规模不断扩大，管理短板逐渐显现，设备综合效率水平低下，部分产线只有不到65%的水平，成为制约公司进一步发展的核心因素之一。因此G公司立足当下，把提升设备综合效率（OEE）作为工作重点，探索一条一般性的OEE提升方法，也为行业其他企业提供参考。 本文结合OEE国内外的研究现状，采用文献研究法、案例分析法、现场调查法等研究方法对G公司电芯生产线进行研究。首先通过数据统计和分析，对当前的OEE水平进行摸底；其次是对整个产线各个工序的OEE水平进行分析比较，确定瓶颈工序，根据约束理论，重点解决瓶颈工序的制约因素；最后是根据OEE理论要素分类，从三个方面分别进行提升和改善。其中时间稼动率主要采用快速换模理论SMED优化产线价值流，再结合基层小组进行关键问题项目改善推进，最终达到提升时间稼动率的目标；性能稼动率在5S的基础上，采用全面推行TPM，辅以清洁度等项目，最终达到提升性能稼动率的目标；合格率采用推行全面质量管理的方法，借助精益六西格玛DMAIC（定义、测量、分析、改进、控制）流程开展改善活动，对生产线合格率瓶颈工序进行测量、数据统计分析，针对性改善，从而优化消除瓶颈问题。综合时间稼动率、性能稼动率、合格率的改善提升，最终有望使G公司的OEE水平达到设定的阶段性目标75%。 本文将理论与实际相结合，提炼出一套有效的OEE提升方法，为G公司的降本增效和提升竞争力提供方法支撑，同时也为其他公司提供了参考案例。
英文摘要：	In recent years, global economic growth has been weak due to the COVID-19 epidemic and regional instability. The lithium battery industry is affected by this, especially since 2022, the price of upstream raw materials, especially lithium carbonate, has risen sharply, which has caused the lithium battery industry to bear huge cost pressure. G company has been deeply involved in the lithium battery industry for many years. In recent years, it has developed rapidly, the scale has been expanding, the management shortcomings have gradually emerged, and the comprehensive efficiency of equipment is low. Some production lines are less than 65%, which has become one of the core factors restricting the company's further development. Therefore, based on the current situation, G Company takes improving the Overall Equipment Effectiveness (OEE) as its work focus, and explores a general OEE improvement method, which also provides reference for other enterprises in the industry. Based on the research status of OEE at home and abroad, this paper studies the battery production line of G company by means of literature research, case analysis and field investigation. Firstly, through data statistics and analysis, the current OEE level is found out; Secondly, the OEE level of each process in the whole production line is analyzed and compared, and the bottleneck process is determined. According to the constraint theory, the restrictive factors of the bottleneck process are mainly solved. Finally, according to the classification of OEE theory elements, it is upgraded and improved from three aspects. Among them, the time productivity mainly adopts SMED, the theory of rapid die change, to optimize the value stream of production line, and then combines with grass-roots groups to improve and promote key projects, and finally achieves the goal of improving the time productivity; On the basis of 5S, the performance productivity is improved by implementing TPM in an all-round way, supplemented by cleanliness and other projects. The qualified rate adopts the method of implementing total quality management, carries out improvement activities with the help of lean Six Sigma DMAIC (definition, measurement, analysis, improvement and control) process, measures and statistically analyzes the bottleneck process of the qualified rate of the production line, and makes targeted improvement, so as to optimize and eliminate the bottleneck problem. With the improvement of comprehensive time productivity, performance productivity and qualified rate, it is expected that the OEE level of G Company will finally reach the set stage target of 75%. Combining theory with practice, this paper refines a set of effective OEE promotion methods, which provides method support for G company to reduce costs and increase efficiency and enhance competitiveness, and also provides reference cases for other companies.
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