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论文编号：	446
作者编号：	2120062385
上传时间：	2008/6/13 14:46:06
中文题目：	精益生产方式在TM公司的应用研究
英文题目：	Study on the application of le
指导老师：	张金成
中文关键字：	精益生产;单元生产;看板管理;现<
英文关键字：	Lean Production;Cell Productio
中文摘要：	在全球的汽车制造商中，丰田公司不断提高其制造、产品开发及过程控制水平，其结果是一个令人惊讶的商业成功典范：逐渐蚕食竞争对手的市场份额，并且比竞争对手赚取更多的利润，从而成为世界范围内的行业领先者。美国学者对丰田的生产方式进行了总结和补充，命名为精益生产方式。精益生产方式虽然诞生于日本的汽车制造企业，并具有典型的日本文化特色，但其管理思想和管理方法完全可以移植到具有截然不同文化背景的海外汽车制造企业及汽车行业之外的其他制造企业。 现在中国正逐渐成为全球制造中心，越来越多的公司想使用精益生产方式，以更少的工时，更少的库存，在所有竞争者中生产出最少缺陷最高品质的产品，以保持或提高其竞争力。 本文共分为五章。第一章提出本课题研究的背景和意义，研究的思路和方法以及研究的问题和论文的框架。 当前企业的生存环境已经发生了很大的变化，从过去的大批量生产到今天的多品种、小批量生产，企业正面临着越来越多的问题，主要表现为：不断变化的市场需求使得生产能力有时不足，有时过剩；生产计划失效，生产现场茫然不知所措；在制品数量越来越多，场地不够用；交货率持续低迷，顾客怨声载道；生产率不高，工人的工作积极性得不到有效的激励。这些问题已经成为阻碍企业发展的致命因素。在这种情况下， TM公司选择了精益生产方式。通过本论文的研究，作者总结了在TM公司开展精益生产活动的方法，为公司进一步的改善活动提供基础数据，从而使精益生产活动在TM公司得到更加深入地开展。同时，也为日后相关企业实施精益生产提供参考。 第二章介绍了精益生产的概念和起源，从精益生产的理念和必须遵循的五项原则角度，对精益生产的原理进行了阐述，并把精益生产与传统的大量生产方式做了详细比较。 精益生产方式脱胎于日本的丰田生产方式，又加入了美国工业工程的一些方法，到今天已经成为一个完整的体系。精益生产的基本思想是通过实现准时生产，消除生产过程中一切不必要的浪费。它要求企业只按定单生产必需的产品，并且仅按必需的数量，在必需的时候生产出来，以满足顾客的需求。企业实施精益生产技术对于降低企业运行成本，提高经济效益是非常有益的。 精益生产方式综合了单件生产与大量生产的优点，是对大量生产方式的扬弃。它继承了大量生产方式极高的生产率，又具有较大的生产柔性，极高的产品质量，能够快速反应市场需求，更好地满足用户需要。与大量生产方式相比，企业内部的一切投入都大为减少，工厂中工作人员，生产占用的场地，设备投资，物资库存，新产品开发周期都可以减少二分之一。以上正是精益生产方式取代大量生产方式的优势和根本原因。 第三章利用精益生产的原理和方法对TM公司生产管理状况进行了分析。从整个生产流程、现场物流和现场管理三个方面入手，揭示TM公司生产管理存在的问题和不足，找出需要改善的地方，从而指明了TM公司进行精益生产变革的基础和目标。 实施精益生产，就是逐步构筑拥有完美增值系统的生产体系。改善的着眼点，则是从顾客的角度考察生产系统，从中发现问题。所以，精益生产分析问题的方法，一般是观察客户的产品，看这个产品在生产流程中有什么遭遇，从中分析价值，发现浪费。作者通过对TM公司的产品进行价值流分析，从中发现了四个改善点。 第四章介绍了单元式生产和拉动看板系统在TM公司的引进与实施，重点讲述了TM公司单元生产线的设计方法以及如何计算看板的数量，最后介绍了单元式生产及拉动看板所需要的理念创新和组织创新。 TM公司的生产活动是以机加工为主，所以构成其生产单元的主体是机器设备，其单元生产线的设计方向是在满足客户产能要求的情况下实现“一人多机”。 TM公司实行的是按订单生产，在接到客户的订单后，大多数零件都需要根据客户的要求重新设计。因此TM公司只对不需要重新设计的动环和静环建立了安全库存，其余的零部件都是接到订单后才开始投产。为了便于对动、静环的生产进行管理，TM公司在研磨车间引入了看板系统。引入看板系统的关键是正确计算看板的数量，本文详细讲述了TM公司看板数量的计算过程。 精益生产之所以能够做到尽善尽美，关键在于最大限度地把责任下放到组织的基层，并通过基层不断改善企业中存在的各种问题。小组工作法则是实现这一目标的组织基础，是精益生产方式在劳动组织体制方面的重大变革。 第五章介绍了现场物流和现场管理模式在TM公司的建立过程，主要是应用精益物流理论和5S工具对TM公司现场进行了改善，并且详细介绍了TM公司的持续改善工具——LIFE活动。 TM公司从前按工艺化原则布置设备，零部件往往需要在不同的工作区来回搬动，各工作区又相距比较远，造成了很大的浪费。通过分析发现，设备布局不合理是造成零部件往返搬动的根源，于是TM公司按照单元生产线的原理对设备重新进行了布局，提高了物流的效率。 5S运动是投资最少、原理最简单的运动，但同时又是精益生产实施的基础。由于5S理念来自国外，与我国文化存在着差异，这就难免在实施5S时会遇到种种问题。TM公司结合企业实际情况制定了恰当的措施方案，有效的解决了遇到的各种问题，并取得了较好的实施效果。
英文摘要：	In factories around the globe, Toyota consistently raises the bar for manufacturing, product development, and process excellence, the result is an amazing business success story: steadily taking market share from competitors, earning far more profit than any other automaker, and winning the praise of business leaders worldwide. American scholars named this production method from Toyota as the Lean Production. Although, Lean Production comes from Japan's automobile manufacturers and has the typical characteristics of Japanese culture, its management ideas and methods can be transplanted to overseas vehicle manufacturers of a completely different cultural background and other industries. Now China became manufacturing center of the world gradually, there are more and more company want to implement lean production to realize Fewer man-hours, less inventory, the highest quality products with fewest defects of any competing manufacturer so that they can keep their competitive strength. The whole thesis consists of 5 chapters. Chapter 1 proposes the research range, background and significance of the subject, the application state and existing problems of the Lean Production in domestic and abroad. Great changes have taken place in the current market. enterprises are faced with more and more problems, mainly as follows: the ever-changing market demand makes production capacity Sometimes inadequate and sometimes excessive; production planning failure and production at the scene at a loss what to do; not enough venues; delivery rate remains bad, so many customer complaints; productivity is not high. These problems have become the most obstacles to enterprise development factors. In this case, TM Company selected lean production methods. Through this paper, the author concluded all kinds of methods of the TM Company to share the experience of practicing the lean production. Chapter 2 introduces the concept and origin of the Lean Production, describes the principle of Lean Production from the concept of the Lean Production, and detailedly compares the Lean Production with Mass Production. Lean production is a complete system which comes from Japanese JIT and American IE. The basic idea of Lean Production is to eliminate any waste in production process and realize Just-In-Time production. It demands enterprise to produce the necessary products at the necessary time and quantity, and meet the requirement of customer. It is very helpful for enterprise to reduce cost and increase economic efficiency. Lean production has the advantage of mass production and single production. It not only inherit high productivity of mass production, but also has great flexibility, good quality, rapid response to market demand, and better meet the needs of users. Compared with the mass production methods, all inputs of enterprises are greatly reduced. This is the reason why lean production replaces mass production. Chapter 3 analyses the production management of TM Company by the principle and method of Lean Production. From production process, locale material flow to locale management, the author illuminates the existing problems and future target. The implementation of lean production, is gradually building a perfect production system with value-added capability. The improvement is to find the waste from the customer’s point. I have four place improved by value-flow analysis for TM's products. Chapter 4 introduces cell production and kanban system, especially explains how to design the cell and get the quantity of kanban. TM's production activities are mainly for processing, so machinery and equipment are the most part of its production unit. Its target is to meet customer requirements and achieve "many people per machine." Most of products need re-designed in accordance with customers’ demand, but sleeves don’t that, so only one can be stocked. TM Company controls its production by kanban system in the polishing workshop. Lean Production has been able to achieve perfection, the key lies in maximizing the decentralization of responsibilities to the grass-roots organizations, and through continuous improvement of grass-roots enterprises. Team is an innovation in organization, which is the best way to achieve that. Chapter 5 concludes that the implementation of local material flow system and 5S management method, and introduces LIFE, which is the continuous improvement scheme of TM Corporation. Labors and hours are be wasted, because TM company’ equipments are laid by the process. After rearranging the layout, this problem is solved very well. 5S activity costs little money, but it is the base of lean production. However 5S comes from abroad and there are many difference in the culture, so we have many difficulties. TM Company takes some measure to overcome it, and finally we have the success.
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