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论文编号：	16087
作者编号：	2320234115
上传时间：	2026/6/5 21:04:46
中文题目：	N公司汽车座椅发泡生产线 数字化生产管理优化研究
英文题目：	Research on the Optimization of Digital Production Management for N Company''''s Automotive Seat Foaming Production Line
指导老师：	张健勇
中文关键字：	生产管理优化；座椅发泡；质量追溯；流程再造；数据驱动
英文关键字：	production management optimization; seat foaming; quality traceability; process reengineering; data-driven
中文摘要：	摘要 在全球汽车产业电动化、智能化与个性化趋势推动下，汽车座椅行业正面临前所未有的转型机遇与挑战。随着消费者对驾乘舒适性、健康环保及智能交互需求的提升，汽车座椅从“单一功能件”向“第三生活空间”演变，催生了对多硬度梯度发泡、轻量化材料、智能调节系统等新需求。 本文以N公司汽车座椅发泡生产线为研究对象，发泡生产管理从“经验驱动”向“数据驱动”转型过程中，面临四方面突出问题：一是生产计划依赖手工编制，周期长，不能快速响应订单变更；二是生产计划执行进度反馈滞后，异常响应不及时；三是发泡质量过程参数记录不完整，市场索赔不能精准追溯；四是设备运维管理滞后，备件库存管理混乱，设备综合效率（OEE）低。 通过访谈调研、应用鱼骨图与因果矩阵分析与系统诊断，对上述问题的根本原因可归纳为四大系统性缺失：无自动排程系统导致计划与执行脱节；计划执行数据采集系统缺失造成信息孤岛；质量追溯体系不健全使得过程参数无法闭环；设备数字化管理工具缺乏致使维保被动。 针对上述症结，本文提出构建覆盖“计划—生产—质量—设备”全流程的发泡生产管理系统（LMS），实施策略包括：部署高级计划排程系统（APS），整合订单、模具、库存等多重约束，实现高效自动排产；优化发泡生产过程计量管控系统，提升发泡化料混合比例精度±1%以内；建立基于“一物一码”的质量追溯系统（QMS），集成原料批次、工艺参数等实现精准追溯；升级优化设备管理系统（EMS），实现预防性保养自动触发与备件ABC分类管理。同时，从组织扁平化、技术投入、人才培养与制度保障四方面构建实施支撑体系。这些策略推动发泡生产从"经验驱动"转向"数据驱动"的数字化生产管理体系。 研究结果，数字化生产管理策略实施后，N公司发泡生产线计划编制周期缩短至20分钟；生产计划进度可视化管理，生产异常管控；发泡合格率从71%提升至90%，市场索赔次数降36%；设备综合效率提升至86%，备件库存金额由580万元降至420万元，项目评价效果显著且预期经济效益乐观。本研究为汽车座椅发泡行业提供了可复制的数字化生产管理实施路径，对同类制造企业的数字化转型升级具有参考价值。
英文摘要：	Abstract Driven by the electrification, intelligentization and personalization trends of the global automotive industry, the automotive seat sector is facing unprecedented transformation opportunities and challenges. With the increasing consumer demand for riding comfort, health and environmental protection, and intelligent interaction, automotive seats have evolved from "single functional components" to "the third living space", giving rise to new demands for multi-hardness gradient foaming, lightweight materials, and intelligent adjustment systems. This thesis takes the automotive seat foaming production line of Company N as the research object. In the transformation of foaming production management from "experience-driven" to "data-driven", four prominent problems are identified: First, production planning relies on manual compilation with a long cycle, and cannot quickly respond to order changes; Second, feedback on the implementation progress of production plans lags, and abnormal response is not timely; Third, the recording of foaming quality process parameters is incomplete, and market claims cannot be accurately traced; Fourth, equipment operation and maintenance management is backward, spare parts inventory management is chaotic, and the overall equipment effectiveness (OEE) is low. Through interview surveys, fishbone diagram and causal matrix analysis, and systematic diagnosis, the root causes of the above problems can be summarized into four major systematic deficiencies: the absence of an automatic scheduling system leads to the disconnection between planning and execution; the lack of a planning execution data acquisition system results in information islands; the imperfect quality traceability system makes process parameters unable to form a closed loop; the lack of digital equipment management tools leads to passive maintenance. Aiming at the above problems, this thesis proposes to construct a foaming production Line Management System (LMS) covering the whole process of "planning-production-quality-equipment", and the implementation strategies include: deploying an Advanced Planning and Scheduling (APS) system that integrates multiple constraints such as orders, molds and inventory to achieve efficient automatic production scheduling; optimizing the metering control system for the foaming production process to improve the accuracy of the mixing ratio of foaming materials to within ±1%; establishing a Quality Management System (QMS) based on "one product one code" that integrates raw material batches and process parameters to achieve accurate traceability; upgrading and optimizing the Equipment Management System (EMS) to realize automatic triggering of preventive maintenance and ABC classification management of spare parts. Meanwhile, an implementation support system is constructed from four aspects: organizational flattening, technical investment, talent cultivation and institutional guarantee. These strategies promote the transformation of foaming production from an "experience-driven" to a "data-driven" digital production management system. The research results show that after the implementation of the research strategy, the planning cycle of N Company's foaming production line was shortened to 20 minutes; the production plan progress was visualized and managed, and production anomalies were controlled; the foaming qualification rate increased from 71% to 90%, and the number of market claims decreased by 36%; the overall equipment efficiency was increased to 86%, and the amount of spare parts inventory was reduced from 5.8 million yuan to 4.2 million yuan. The project evaluation effect was significant and the expected economic benefits were optimistic. This research provides a replicable digital production management implementation path for the automotive seat foaming industry and has reference value for the digital transformation and upgrading of similar manufacturing enterprises.
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