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| 论文编号： | 3838 | |
| 作者编号： | 2120092746 | |
| 上传时间： | 2011/11/28 19:27:24 | |
| 中文题目： | 可视化管理在HPS公司运营系统中的应用研究 | |
| 英文题目： | The Application Research on Visual Management Based on Operating System of HPS Company | |
| 指导老师： | 杨坤 | |
| 中文关键字： | 可视化管理，运营系统，5S，丰田生产方式 | |
| 英文关键字： | Visual Management,Operating System,5S,Toyota Production Management | |
| 中文摘要： | 可视化工具的名目种类繁多，不同国家、不同企业对特定理论工具的理解也不尽相同，如何将可视化管理进一步的完善与体系化成为摆在众多大型制造型企业面前的难题。 HPS公司是具有一套完备运营系统的世界级企业，其运营系统实际上是一系列诸如标准化作业、看板、一件流、内建质量、知识共享等管理工具的有机整合，可视化管理工具作为这些管理工具的输出端，在公司的运营系统中发挥着重要的作用。然而在可视化管理的实际运作当中总会出现一些误区，导致企业无法将其效用发挥到最大。为了解决以上问题，本文分析了可视化管理在欧美和中国企业中的应用现状及拓展，并进一步系统地介绍了HPS公司可视化管理导入的背景及导入内容，提出了公司在实施过程中遇到的误区，进而给出了公司针对这些误区和问题而进行的可视化系统的重组与构建流程，最后介绍了其导入可视化管理后所引发的改善，并针对运营管理系统5P要素进行了分类。本文将更多的篇幅放在可视化管理在具体企业的实际运用中，强调可视化管理应以育人为本，提高员工综合素质以持续改善，强调可视化管理应与企业自身的运营系统相结合，从人、现场、物料、过程、计划与控制5个方面着手进行改善。现阶段对可视化管理的研究更多的停留在对其理论和工具的归纳和列举之上，结合具体企业运营系统实施的可视化案例鲜有所见，本文希望通过对HPS公司可视化管理改善的案例研究，能够总结出一套基于企业运营系统的可视化实施方案，绘制出明确的优化方法，对同行业的相关企业的可视化管理也起到借鉴的作用。 | |
| 英文摘要： | Visual management tools are various in categories, thus led different understanding among companies from different countries. We are now facing a tough problem on how to perfect and systemize the Visual Management theory. HPS company is a worldwide company with a complete set of operating system. Its operating system is an integration of management tools such as standard work, Kanban, one piece flow, build in quality, knowledge sharing, etc. And Visual Management tools are the output terminal of all this tools. However, many misleading implementation hinder Visual Management tools from being effective. This thesis analyses the current implementation status in US/EU and Chinese companies, then introduces the background and content of HPS company’s Visual Management usage, hence come to a conclusion of some misleading errors. Then this thesis introduces how the company reset the procedure of Visual Management implementation, and finally provides some real kaizen cases. This thesis place great importance on the practical application in real companies emphasizing the importance of educating within continuous improvement, emphasizing companies should implement Visual Management with its own operating system and keep continuous improvement from 5 elements: people, plant, parts, procedure, planning and control. Till now, research on Visual Management still has its limit and the practical experience in real companies is rarely mentioned. This thesis is tending to be used as an reference for other manufacturing companies in the same industry. | |
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