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论文编号：	6067
作者编号：	2120112526
上传时间：	2013/12/18 15:31:45
中文题目：	华晨宝马提产引发总装车间的运营管理变革研究
英文题目：	Research to Operation Innovations in Assembly Shop
指导老师：	张金成
中文关键字：	汽车制造 维修管理变革 现场管理 产能提升 组织结构变革
英文关键字：	Automobile manufacturing; Organization innovation; Maintenance management innovation; Onsite management innovation, Production capacity increasing
中文摘要：	汽车工业被誉为“万业之业”。随着我国经济的稳步快速增长，汽车工业的发展速度不断加快，汽车工业发展的同时，带动了许多相关行业的快速发展，如钢铁、橡胶、玻璃、化工、电子等等，国家和地方越来越关注汽车工业。汽车工业的先进技术和管理理念往往带动其他行业的创新。华晨宝马作为宝马集团在全球最大的生产基地，不断整合先进的生产技术和管理思路，优化企业的价值链，在近十年的发展历程中创造了一个又一个的销售奇迹。本文研究的主体，从华晨宝马总装车间为应对不断增长的市场需求，利用现有的产房设备，在不增加人员的基础上，产能提升超过10%（日产能300—340）所引发的运营管理变革研究，对整车厂，尤其是总装车间的运营管理有着一定的指导意义。本文针对公司提产战略所引发的总装车间一系列变革，运用理论进行细致的分析和归纳，提出了变革带来的三个主要问题即维修管理、工艺规划、组织结构。针对提产对设备综合利用率要求的提升，从影响设备利用率的停线事故和设备的状态做研究，加强了预检有效性和TPM的推行；在提产过程中节拍时间逐渐缩短的过程中，通过科学的线平衡及对员工操作动作的细化，最终推出了标准化操作顺序指导（OSC）；提产同样面临员工工作量的增加和一线段长管理能力的挑战，如何在员工工作量不断增加的情况下，保证标准化操作的正确执行，问题解决的过程更加顺利有效，在借鉴了一些成功整车厂的组织结构的经验结合本地实际情况下，针对总装车间组织结构进行了一次大的调整，定义了新组织结构（NWS）并在总装车间推行，同时在提高段长领导力的培训过程中贯彻了“开放”、“信任”、“关爱”、“激励”、“超越”领导力五要素。总结这些问题解决，实际是推行一套完善的VPS（Value-added Production Process System）增值生产系统。从为客户（内部和外部）创造最大的价值增值理念出发，找出浪费，消除浪费，持续改进，最终满足提产的各项指标的要求。让所有华晨宝马的员工又一次看到了变革带来希望。
英文摘要：	As is known to all, automotive manufacturing is named as the core of the industry. With the steadily development of the economy in China, auto industry increases with very high speed and thus some correlated business speed up rapidly. The nations pay more and more attention to automotive industries. The advanced techniques and management concepts always push the innovations to different industry. BBA (BMW-Brilliance Auto), as the largest production plant of BMW group, build sales miracles one after another by integrated its production techniques and management mode, optimizing it is design and value chain. The main part of this dissertation is to research the operation innovations on account of availability increasing, from daily vehicle output 300 to 340, over 10%, without any headcount increase in assembly shop. It has instructive meaning to the vehicle plant especially to the assembly shops. In this dissertation, we focus on how to deal with the changes, after analyzing the changes arose from capacity increase, we got 3 dominantly problems, which are maintenance management, process planning and organization. Capacity increasing needs stable OEE, after analyzing the causes of line stop and the status of the equipments in assembly which may influence OEE, we promote effective PM and TPM; during the reducing cycle time, we make scientific and ergonomics line balance and finally we build OSC on site which instruct all associates operation standard; capacity increasing means higher workload than before and a new management challenge to the section leaders which is how to guarantee the standardize operation among all operators and how to solve the problems effectively; after study the organization innovations form succeed auto industries, we promote new working structures in assembly shop, at the same time, we trained section leaders how to improve their leadership go with 5 key values of “open”, “trust”, “care”, “inspire”, and “go beyond” original in BBA. The whole process of fixing these changes oriented from capacity increasing, the fact is the new VPS, Value-added Production Process System, promotion, which means all sections build value-add for his customers, eliminating waste, continuous improving and all in all, meet all the target the assembly shop needs, encouraged the associates a lot.
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