汉高公司亚太生产基地精益生产推行方式研究
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摘要
随着中国制造业的不断发展,精益生产方式在国内企业中得到了迅速和广泛的发展和应用。精益生产关注于消除企业运营中的各种浪费,利用准时化生产,产品快速切换,持续改善等精益推行策略和方法,提高对多品种,少批量产品生产的应对能力,满足客户对产品和服务日益提高的个性化需求。
论文利用精益理论从汉高亚太生产基地的价值流图进行分析,寻找价值流图中不产生增值效益的浪费,从MRP系统运行过程和实际物流过程两个方面进行分析和优化,有效降低这些无价值的消耗对生产过程的影响。通过对生产流程的研究,分析生产流程中的流动,通过对生产流程的改变使流动更加顺畅。利用精益理论的拉动生产方式配合MRP系统,对产品生产中两个完全不同工艺过程的衔接进行研究,结合看板管理和快速产品切换方法,使两个工艺过程之间达到生产均衡。
论文结合汉高亚太生产基地的平衡记分卡系统,提出精益生产方式推行效果的评价指标,并对评价指标与精益方法进行了关联,提出利用MRP系统的数据统计和分析功能对精益生产方式的推行效果进行量化评价的方法。
论文所研究的企业自身规模不大,但产品品种多,多年来为大量国际知名企业提供高附加值的产品和服务,其精益生产方式的推行过程和评价方法对国内快速发展的中小企业具有一定的指导意义和借鉴价值。
Since the continuous developing of manufacturing in China,lean manufacturing is developed & used widely & rapidly in domestic enterprise. Lean manufacturing focus on eliminating all kinds of waste exists in enterprise operation.Use the implemented strategy and method of just in time,fast exchange,continuous improvement etc.to enhance the production ability of many variety and small batch & satisfy the individual requirement of products & service from customer side.
In this thesis,used the theory of lean thinking to analyze the value stream chart of Henkel Asia/Pacific MFG,find out the waste which no value added & reduce its influence to production process from analyzing & optimizing the MRP system & actual logistic running process.Through the research of production process,analyze the work flow,change the production process make it flow more smoothly.Use pull production with MRP system running to discuss the linking of two different technic processes,combine with the tools of KANBAN & fast exchange to make them running balance.
A lean manufacturing evaluation target has been provided according to the balance scorecard of Henkel Asia/Pacific MFG & linked up to the mentioned target.The lean manufacturing effect has been evaluated by the function of statistic & analysis in MRP system.
The enterprise which discussed is not a large scale company but provide many kinds of products & high value added service for many famous enterprises in the world.Its lean manufacturing implement process & evaluation method can give some guidance & reference for the small & middle size enterprise which developing rapidly.
论文利用精益理论从汉高亚太生产基地的价值流图进行分析,寻找价值流图中不产生增值效益的浪费,从MRP系统运行过程和实际物流过程两个方面进行分析和优化,有效降低这些无价值的消耗对生产过程的影响。通过对生产流程的研究,分析生产流程中的流动,通过对生产流程的改变使流动更加顺畅。利用精益理论的拉动生产方式配合MRP系统,对产品生产中两个完全不同工艺过程的衔接进行研究,结合看板管理和快速产品切换方法,使两个工艺过程之间达到生产均衡。
论文结合汉高亚太生产基地的平衡记分卡系统,提出精益生产方式推行效果的评价指标,并对评价指标与精益方法进行了关联,提出利用MRP系统的数据统计和分析功能对精益生产方式的推行效果进行量化评价的方法。
论文所研究的企业自身规模不大,但产品品种多,多年来为大量国际知名企业提供高附加值的产品和服务,其精益生产方式的推行过程和评价方法对国内快速发展的中小企业具有一定的指导意义和借鉴价值。
Since the continuous developing of manufacturing in China,lean manufacturing is developed & used widely & rapidly in domestic enterprise. Lean manufacturing focus on eliminating all kinds of waste exists in enterprise operation.Use the implemented strategy and method of just in time,fast exchange,continuous improvement etc.to enhance the production ability of many variety and small batch & satisfy the individual requirement of products & service from customer side.
In this thesis,used the theory of lean thinking to analyze the value stream chart of Henkel Asia/Pacific MFG,find out the waste which no value added & reduce its influence to production process from analyzing & optimizing the MRP system & actual logistic running process.Through the research of production process,analyze the work flow,change the production process make it flow more smoothly.Use pull production with MRP system running to discuss the linking of two different technic processes,combine with the tools of KANBAN & fast exchange to make them running balance.
A lean manufacturing evaluation target has been provided according to the balance scorecard of Henkel Asia/Pacific MFG & linked up to the mentioned target.The lean manufacturing effect has been evaluated by the function of statistic & analysis in MRP system.
The enterprise which discussed is not a large scale company but provide many kinds of products & high value added service for many famous enterprises in the world.Its lean manufacturing implement process & evaluation method can give some guidance & reference for the small & middle size enterprise which developing rapidly.
引文
[1]James P.Womack,Daniel Roos,Daniel T.Jones.The Machine That Change the World[J].1990:25-48
[2]门田安弘,王瑞珠、李莹译.丰田生产方式[M].保定:河北教育出版社2008.07:3-18
[3]James P.Womack,Daniel T.Jones.Lean Thinking[J].Banish Waste and Creat Wealth in Your Corporation,2003.07:42-78
[4]肖智军,党新民,刘胜军.精益生产方式JIT[M],深圳:海天出版社2002.7:12-24
[5]Robert Kaplan,David Norton.The Balanced Scorecard-Measures That Drive Performance[J],Jan/Feb 1992:23-25
[6]Garth Saloner,Andrea Shepard,Joel Podoiny.Strategic Management[J],2004
[7]黄卫伟.生产与运营管理[M],济南:山东经济出版社2006.6:124-126
[8]范爱民.精细化管理[M].济南:山东经济出版社2005.8:36-37
[9]布鲁斯.A.汉德生,乔治.L.拉科:精益企业[M].北京:机械工业出版社2001.10:75-78
[10]Robert Kaplan,David Norton Putting the Balanced Scorecard to Work[J].Sept/Oct 1993,
[11]Robert Kaplan,David Norton Using the Balanced Scorecard as a Strategic Management System[J],Jan/Feb 1996
[12]Robert Kaplan,David Norton The Balanced Scorecard[J],Harvard Business School Press,1996
[13]约翰科伊尔,爱德华巴蒂.企业物流管理[M].北京:电子工业出版社,2003:7
[14]张文,聂文楚.高效率生产方式[M].深圳:深圳海天出版社.2002.2
[15]原崎郁平,西泽和夫.生产现场基本心得20条[M].深圳:深圳海天出版社.2002.2
[16]原崎郁平,西泽和夫.生产现场问题解决110[M].深圳:深圳海天出版社.2002.2
[17]张建平.企业现场管理[M].深圳:深圳海天出版社.2002.2
[18]肖智军.5S活动推行实务[M].广州:广州经济出版社2006.7
[19]Marshall L.Fisher,What is the Right Supply Chain for Your Product[J].HBR.Match-April.1997:103-115.
[20]Daniel T.Jones,Lean Logistics,International Journal of Physical Distribution & Logistics Management[J].Vol.27,No.3/4,1997:151
[21]Jerry Feingold,Bob Miller.Leading A Lean Initiative from the Ranks[J],Quality Digest 2006.12
[22]陈辉.精益生产方式在中小企业的应用[D]工程硕士,合肥工业大学,2008
[23]康杰.精益生产方式中控制策略与实现[D]博士,西安交通大学,2004
[24]简敏.精益生产体系的比较研究[D]硕士,上海交通大学,2008
[2]门田安弘,王瑞珠、李莹译.丰田生产方式[M].保定:河北教育出版社2008.07:3-18
[3]James P.Womack,Daniel T.Jones.Lean Thinking[J].Banish Waste and Creat Wealth in Your Corporation,2003.07:42-78
[4]肖智军,党新民,刘胜军.精益生产方式JIT[M],深圳:海天出版社2002.7:12-24
[5]Robert Kaplan,David Norton.The Balanced Scorecard-Measures That Drive Performance[J],Jan/Feb 1992:23-25
[6]Garth Saloner,Andrea Shepard,Joel Podoiny.Strategic Management[J],2004
[7]黄卫伟.生产与运营管理[M],济南:山东经济出版社2006.6:124-126
[8]范爱民.精细化管理[M].济南:山东经济出版社2005.8:36-37
[9]布鲁斯.A.汉德生,乔治.L.拉科:精益企业[M].北京:机械工业出版社2001.10:75-78
[10]Robert Kaplan,David Norton Putting the Balanced Scorecard to Work[J].Sept/Oct 1993,
[11]Robert Kaplan,David Norton Using the Balanced Scorecard as a Strategic Management System[J],Jan/Feb 1996
[12]Robert Kaplan,David Norton The Balanced Scorecard[J],Harvard Business School Press,1996
[13]约翰科伊尔,爱德华巴蒂.企业物流管理[M].北京:电子工业出版社,2003:7
[14]张文,聂文楚.高效率生产方式[M].深圳:深圳海天出版社.2002.2
[15]原崎郁平,西泽和夫.生产现场基本心得20条[M].深圳:深圳海天出版社.2002.2
[16]原崎郁平,西泽和夫.生产现场问题解决110[M].深圳:深圳海天出版社.2002.2
[17]张建平.企业现场管理[M].深圳:深圳海天出版社.2002.2
[18]肖智军.5S活动推行实务[M].广州:广州经济出版社2006.7
[19]Marshall L.Fisher,What is the Right Supply Chain for Your Product[J].HBR.Match-April.1997:103-115.
[20]Daniel T.Jones,Lean Logistics,International Journal of Physical Distribution & Logistics Management[J].Vol.27,No.3/4,1997:151
[21]Jerry Feingold,Bob Miller.Leading A Lean Initiative from the Ranks[J],Quality Digest 2006.12
[22]陈辉.精益生产方式在中小企业的应用[D]工程硕士,合肥工业大学,2008
[23]康杰.精益生产方式中控制策略与实现[D]博士,西安交通大学,2004
[24]简敏.精益生产体系的比较研究[D]硕士,上海交通大学,2008