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论文编号：	8803
作者编号：	2120142846
上传时间：	2016/12/8 17:30:36
中文题目：	VS发电公司价值流程改善策略与实施研究
英文题目：	Research on the strategy and implementation of VS power generation company''s value flow improvement
指导老师：	牛建波
中文关键字：	精益生产；增值；非增值；价值流程图
英文关键字：	Lean Production; Value Adding; None Value Adding; Value Stream Mapping
中文摘要：	随着全球经济一体化进程的加快以及中国市场的进一步开放，越来越多的跨国公司涌入中国，而公司与公司之间的全方位竞争也愈演愈烈。那么提高企业自身的核心竞争力以适应这个高速发展且瞬息万变的市场从而成为行业的带头人，这也成为每一个现代企业孜孜以求的终极目标。VS公司是世界风电行业的巨无霸，其也看中了中国的发展环境，2006年在天津建厂生产。但由于行业的技术门槛并不是很高，面对国际竞争对手歌美飒、通用、苏斯兰以及国内的风电行业的冲击下，在日常管理中怎样挖掘“金矿”节约生产成本，怎样相对于竞争对手更快速的保质保量按时交货于客户就成了公司要解决的问题。而解决这个问题的方式方法唯有实施精益生产理念于整条供应链。本文所研究的主题是VS风力发电机工厂精益改善带来的一系列成果，研究的价值对象是2MW风力发电电机。研究目的是帮助企业寻求生产运营过程中的改善爆炸点，也就是我们所说的“金矿”，降低运营成本，提升效率。这样，就有助于企业提高自身在市场中的竞争力，增强自身抵御风险的能力。本文运用价值流的图析工具，在确定整个价值链后，通过对整个价值流的现场观察，区分出增值（VA）和非增值（NVA）过程，找出改善（KAIZEN）点，绘制出未来价值流程图。在这个达标过程中，企业需要指定价值流改善计划，提出布局优化、物流优化、设备优化（OEE）、快速换模（SMED）、质量改善（6sigma），看板拉动式管理等改善方案，进行实地实验、模拟、标准化，最终建立基于精益思想的标准化流程，节拍时间（TAKT TIME）由6小时缩短到3小时。这一提高所带来的效应有：生产线的工艺流程平衡率进一步提高，单件产品使用天车次数减少60%，产品一次通过率（FPY）达到100%，扩大了一倍产能，节约了生产用地，提高了生产效率，提高了物料周转率（DOH），降低了在制品库存等等。本文描述了一个真实的以精益思想为核心的生产流程优化的过程分析及实施。具有本思想常规改善的普遍特点和意义，但又不失本行业的特殊性。这个典型事例符合现代精益管理思想在企业的发展需求，也印证了精益思想越来越会成为企业发展的基石。同时，本文也结合了案例企业自身的一些特点，融会贯通，进行适当的变通，最终取得了实质性的改善效果。非常希望本文能够给那些致力于整条供应链优化的企业以帮助和指导。也殷切的寄托著者对精益思想的深化改革之情。
英文摘要：	With the pace of integration of world economy being fast and the market of China open more and more, much more international company is entering China. The business is like a competitive activity among companies. It is very fierce and very unforgiving. Developing core competence to meet the demands of market changing, as an occupation standard, it is the target for every enterprise. As a wind energy industry big Mac, because of good investment environment in China, VS began to build factories at Tianjin in 2006. Since technology barrier is not hard, facing other wind energy company-GAMESA, GE, SUZLON and SIEMENS challenging, how to dig “gold mine” to save cost , how to give customer a faster delivery and how to keep high quality is the important issues for Vestas. While implementing Lean is the only way to the issues. The major research topic is the good result study after lean project implementation in Vestas. The object investigated is 2MW generator. The study purpose is helping factory to search the improving exploring point in order to decrease cost, improve efficiency. Thus, it is benefit to promote enterprise competitive power in market and force the ability to defense risk. To whole process observing, according to separate VA and NVA, the article presents the Kaizen points and draws value stream mapping by VSM tools. During the process, company need work out action plan according layout optimization, logistic optimization, equipment optimization(OEE), Single Minute Exchange Die, quality improvement(six sigma), Kanban Pull system and so on. The project team worked on shop floor to use lean knowledge in order to decrease TAKT TIME from 6hrs to 3hrs. The improvement give us a series of beneficial results: improving process balancing, crane using times decreasing 60%, FPY increasing to 100%, enlarging one time production capacity and saving the new workshop investment cost, improving manufacture efficiency, decreasing WIP and so on. The article described an analysis for optimizing process based on Lean thinking. All of activities are real. The theories in the article not only have universal meaning but also have the industry characteristics. The example match with modern Lean management thought development in company. It corroborates that Lean management thought is the basis for enterprise development. Meantime, the article also combines VS itself characteristics, achieving mastery through a comprehensive study of the subject, finally, it obtain good results. I hope this article could be helpful for those companies who want to use Lean management knowledge optimizing production processes.
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