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论文编号：	7299
作者编号：	2120132950
上传时间：	2015/6/4 19:41:53
中文题目：	国网天津检修公司精益管理实施研究
英文题目：	Research on Lean Management Implementation in State Grid Maintenance Company of Tianjin
指导老师：	林润辉
中文关键字：	变压器、准时化生产、精益生产、全面质量管理
英文关键字：	Transformer, JIT，Lean Production, Total Quality Management
中文摘要：	变压器工厂化检修，是国网天津检修公司为适应国家电网公司“大检修”体系建设，以可靠高效的轮换方式代替传统的现场停电检修方式，实现供电可靠性提高和检修专业化，而探索实行的一种新型检修模式。 在推进这一项目的过程中，公司既获得了厂房、设备等硬件设施的提升带来的效率提高，但同时随着检修工作量的迅速增加，检修专业化对人员素质、设备操作、管理制度要求的不断提高，旧有的长期现场检修形成的观念做法，出现了越来越多不适应的问题。 本论文研究的主要内容就是如何实施精益管理就是要运用“精益思维”，以最小的资源投入，包括人力、设备、资金、材料、时间和空间，创造出更多的检修量，满足适应国家电网公司华北区域对工厂化检修的需求量。 在经过认真研究以日本丰田汽车公司为代表的一些国内外先进企业实施精益生产所取得的巨大成功后公司领导层决定实施精益管理。在实施之前，公司认真研究了丰田生产模式到精益生产再到精益管理的发展过程，从一大规模批量生产到精益生产的具体细节提升及理论依据。 本论文通过价值流图分析法对公司生产流程价值流进行了分析，剖析了生产过程中存在的各种浪费，导致浪费的企业生产管理过程中存在的各种问题。分析讨论了如何在检修公司变压器检修过程中引入拉动式生产、准时化生产、看板管理、6S管理。 制定了具体的实施步骤并最终实施，以拉动式生产带动了生产计划的制定与生产排产安排，优化了生产厂房的布局与组织结构，以IS09001和IS014001质量体系认证为核心推行全面质量管理，通过设置生产标识、信息技术手段等推行了可视化管理，通过制度化、看板化实施现场6S现场管理，使企业在生产成本、生产质量、市场份额等方面得到了一定的提升，公司管理意识与精益氛围得到了巨大提升，增强了企业竞争力。
英文摘要：	Transformer factory maintenance, is a new mode of maintain which is to adapt “overhaul” system, with a reliable and efficient way to replace the traditional rotation spot outage maintenance, to achieve supply reliability improvement and maintenance of specialization. In the process of promoting this project, our company improved work efficiency a lot through upgrading hardware facilities which included factory workshop, equipment. But as the fast increasing of working hours, current working environment cannot match the requirement of maintenance profession. Lean management is to use "lean thinking", with a minimum investment of resources, including human source, equipment, funds, materials, time and space, creating more maintenance efficiency, in order to meet the demand of factory overhaul in Northern area. After a deeply study of great success such as Toyota Motor Corporation, which represented by some of the advanced enterprises to implement lean production, the management of our company decided to follow this method. Before that, we made a lot of research which included the Toyota production model, the development of lean production and lean management, enhance and theoretical basis from a large-scale production of the specific details of lean production. To analyze the value of production processes by using value steam charter. To analyze a variety of waste in the existed production process, resulting to waste through various problems in the process of management. By introducing some methods such as pull production, JIT, Sign-board and 6S management, to implement lean management though enterprise management and production process, company made a huge improvement of economic benefits and management awareness, thus improving the competition of company.
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