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论文编号：	8669
作者编号：	2120142632
上传时间：	2016/12/6 23:22:18
中文题目：	基于精益六西格玛的OTIS公司非标产品流程改进案例研究
英文题目：	A Case Study on the Improvement of Non-standard Product Process in OTIS Company based on Lean Six Sigma
指导老师：	李季
中文关键字：	非标流程改进；精益六西格玛；六西格玛；价值流程图；品质管理
英文关键字：	non-standard process improvement; Lean Six Sigma; Six Sigma; VSM; quality control
中文摘要：	随着个性化与定制化需求的发展，非标准产品在市场上受到欢迎。在电梯领域，非标电梯产品的设计与生产成为电梯行业内的热点话题。对非标产品处理流程的改进与优化有利于增强企业市场竞争力，具有重要的研究意义。同时，精益六西格玛理论是生产管理中占有重要地位的管理理论，广泛应用于企业流程改进的实践中。基于精益六西格玛理论进行的流程改进研究对企业流程改进具有典型的指导意义。 本文在精益六西格玛理论回顾的基础上，选取跨国电梯公司OTIS公司作为研究对象，采用单案例研究的方法对其非标电梯产品的流程改进展开探讨。通过对访谈、内部报告收集、实地观察的手段掌握的数据资料进行相互验证，运用精益六西格玛的DMAIC模型和VSM价值流图两种理论方法，辅以QC工具，分别对非标电梯处理流程进行质量与交付率两方面的研究分析，提出了富有针对性的改进措施和新的流程与组织架构，总结和归纳了生产型企业非标流程改进的关键因素和优化方式以及改进的路径方法。 在企业践行精益六西格玛流程改进的实践时，所分析到的现存问题的根源，正是企业流程改进的关键因素所在。对于生产型企业的非标流程来讲，需重点关注的方面有：流程中的操作人员是否具有足够的相关经验；流程中的工作内容的标准化程度；组织的架构是否高效，信息能否完全有效地传递；操作系统足够先进还是存在结构缺陷，流程的自动化程度如何；流程是否高效，是否存在不为客户增加价值的浪费，必要工序的结构安排是否合理，是否有可能进一步优化。在生产型企业非标流程的改进中，精益工具、六西格玛模型以及品质管理工具的协同作用共同推动了流程的改进。于是经过案例研究我们提出，生产型企业非标流程改进的路径方法是以精益理念作为主导，六西格玛管理和品质管理作为两个从属分支的一种整合。
英文摘要：	As the development of personalized and customized demand, non-standard products are welcome in the market. In the elevator field, the design and production of non-standard elevator products become a hot topic in the elevator industry. It is advantageous to improve the market competitiveness of the enterprise and of great significance to improve and optimize the process of non-standard products. At the same time, Lean Six Sigma theory is an important management theory in the production management, which is widely used in the practice of enterprise process improvement. The research of process improvement based on Lean Six Sigma has a typical guiding significance for enterprise process improvement. On the basis of Lean Six Sigma theory, this thesis chooses company OTIS as the research object, and adopts single case study method to discuss the process improvement of the non-standard elevator products. On the basis of Lean Six Sigma theory review, choosing multinational elevator company OTIS as the research sample, we use single case study method to discuss the process improvement of the non-standard elevator products. Through mutually verifying the data grasped by the means consist of interviews, internal report collection and field observation, using Lean Six Sigma DMAIC model and the VSM value stream map two theoretical methods, combined with QC analysis tools, respectively study on the two aspects, quality and delivery rate, of non-standard elevator processing, and puts forward the improvement measures, new process and organization structure, and summarizes key elements, optimization and path method of non-standard process improvement of manufacturing enterprises. In the practice of Lean Six Sigma process improvement, the found root cause of the existing problems is the key factor of enterprise process improvement. For the non-standard process of productive enterprises, the focus is: whether the operating personnel in the process with relevant experience enough; the degree of standard work in the process; is the organizational structure efficient or not, and can information completely and effectively transfer; is operating system advanced enough or existing of structural defects, how about process automation; is the process efficient, and is there the existence of non-value added waste for customers, and is the structure arrangement of necessary process reasonable, whether it is possible to further optimization or not. In the improvement of non-standard process of production-oriented enterprise, Lean tools, Six Sigma model and quality control tools synergistically promote the process improvement. Through the case study we propose that the path method for non-standard process improvement of production-oriented enterprises is an integration of lean concept as the dominant, the Six Sigma management and quality control as two subordinate branches.
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