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论文编号：	7340
作者编号：	2120123009
上传时间：	2015/6/6 9:40:16
中文题目：	D葡萄酒公司精益生产研究
英文题目：	Research on Lean Production of D Winery
指导老师：	王志红
中文关键字：	葡萄酒；精益生产；持续改善
英文关键字：	wine; lean production; continuous improvement
中文摘要：	长期以来面对市场上不成熟的消费者，国内葡萄酒采取高定价策略，D公司作为国内葡萄酒行业翘楚获得了丰厚的利润回报。然而近年来，外部环境发生了很大的变化，宏观经济增速放缓，“限酒令”的颁布，国外葡萄酒大量涌入以及国内消费者日益成熟起来。在以上因素的共同影响下，葡萄酒价格日趋向理性回归，国产葡萄酒销量大幅下滑，中国葡萄酒产业正在遭受前所未有的冲击。目前行业普遍的共识是未来中国葡萄酒消费增长将主要依靠大众消费，而非高端消费。大众消费追求的是高性价比，因此D公司若想在竞争中获得优势必须有强大的生产管理能力做后盾。 D公司自1980年成立以来，一直凭借品牌和质量优势获得竞争优势，但在生产管理上一直采取较为粗放的管理方式。2011年以来，在外部环境发生剧烈变化后，D公司仍然凭借惯性在运营，毛利率下降至20%。作者认为通过实施精益化生产管理可以有效解决D公司正在面临的困境，因此进行了较为深入的探讨。 本文首先对精益思想、精益生产和持续改善理论进行了综述。其次介绍了D公司生产管理的现状以及存在的问题，主要问题为缺乏生产管理持续改善与反馈机制；存在库存浪费；缺乏产品体系规划；存在不合格品浪费；存在等待浪费。再次重点论述精益生产管理在D公司的实施。第一步，论述了在D公司实施推行精益生产管理的必要性和可行性。第二步，建议D公司在正式实施精益生产之前完成组建精益团队、宣传精益生产、进行精益培训和推行5S四项基础性工作。第三步，精益生产管理在D公司正式实施，包括建立生产管理持续改善与反馈机制；提高销售计划准确性；建立产品生命周期管理机制；加强质量控制；减少设备故障；减少工位冗余；消除工位瓶颈；加强流程管理。最后对推行精益生产管理后取得的效果进行了预期。
英文摘要：	For a long time, facing the immature consumers of the market, Chinese wine manufacturers usually take high pricing strategy. D company made a lot of money as one of the most famous wine manufacturers in China. However, the external environment has changed dramatically in recent years, including four aspects: the increase of macro-economy is slowing down; recreational activities using public funds are strictly banned; the competition between local wines and imported wines is intensifying; domestic consumers become more mature than ever before. Influenced by above factors, the price and sales quantity of local wines are both decreasing sharply. The industry of domestic wine is suffering a hard time. Chinese wine manufacturers come to an agreement that the further development mainly relies on mass consumers, rather than high-end consumers. The high performance to price ratio is the most important consideration for mass consumers, thus outstanding performance on production management is the key point to win the competition. D company was built in 1980. D company has advantage on band recognition and production quality, while disadvantage on production management. In 2011, when the external environment changed radically, D company still operated as before and gross margin fell to 20%. The conditions have not improved in recent years. The author believes that through the implementation of lean production management, the existing problems will be solved effectively. Thus, the author makes further discussion. Firstly, the paper reviews the theories of lean thinking, lean production and continuous improvement. Secondly, the paper introduces the current status and existing problems of production management in D company. The main problems are summarized as follows: lack of continuous improvement system and feedback system; lack of product planning; waste of excess inventory; waste of correction; waste of waiting. Thirdly, the paper discusses the steps of implementing lean production management in D company. The author demonstrates the necessity and feasibility of implementing lean production management in D company. The author suggests preparation should be done, including team building, publicizing, training, 5S promoting. Implementing lean production management in D company, the emphases are summarized as follows: establishing continuous improvement mechanism and feedback mechanism; improving the accuracy of sales plan; establishing the mechanism of product life-cycle management; paying more attention to quality control; reducing equipment failure; eliminating the phenomenon of staff redundancy and station bottleneck; paying more attention to process management. The author predicts the achievement through adopting above measures.
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