奥的斯(天津)公司电气车间精益生产现场改善应用研究
|
摘要
中国2010年GDP总量跃居世界第二,但人均GDP排名全球第95位,人均工资在世界各国人均工资排名中位列109。这说明随着我国作为制造业大国的不断崛起,发展速度令世人瞩目,但距离制造强国还有相当距离。而制造强国一方面要借助于先进的管理技术,同时也要依赖于科学系统的技术作为支持。工业工程正是这样一种能够将管理技术与工程技术地有机结合在一起的系统生产管理工具。无论是制造性企业还是服务性企业,在现在市场竞争环境越来越激烈的情况下,关注和降低成本成为企业生存的基础。也正是在这样的市场背景下,工业工程的理论和方法正在被广泛认可和采用。
工业工程是运用系统工程和运筹学的理论和方法,对产品的制造流程进行人机工程研究,动作研究,价值流图分析,同时借助先进的IT技术为手段形成了一套系统优化技术。工业工程方法与产品的生产过程或者工艺紧密相连,对改进企业的生产流程,促进生产的标准化进而保证产品质量降低成本起到至关重要作用。
传统的工业工程通常将现有产品的制造流程优化作为主要任务。但是在市场环境下,竞争越来越激烈,这就要求企业不断地提高自己的产品优势。产品优势其中就包括成本优势和质量优势。而从传统工业工程技术发展而来的精益生产的方法在继续改进产品质量,降低产品成本方面能够提供系统的理论支持和实践指导。我公司的电梯制造现场管理是建立在传统的工业工程技术下的管理模式,有很好的基础。但是由于产品的更新换代和市场竞争的加剧,现有的现场制造流程已经不能满足快速和多变的市场需求,本论文将研究如何将工业工程中的加工工艺分析、操作及动作分析、均衡生产、流程改进和精益生产中的拉动生产、现场改善、布局调整、TPM、标准作业和价值流图分析有效结合,以提高效率,降低产品成本和减小质量波动。
In 2010, China became the second biggest economic entity all over the world. But the GDP per capita ranked in 95th place, and the average annual salary ranked 109th all over the world. This inversion phenomenon shows that Chinese manufacturing enterprises have a long way to go to be the best global ones while we becoming bigger and bigger. To be a competitive enterprise, one side we should rely on advanced scientific and systemic technology, and on the other side we also need advanced managerial technology. Industrial Engineering is the systemic production management technology that hangs managerial theory and engineering method together so well. No mater manufacturing or service corporation, the competition gets more and more fierce nowadays. So the corporations focus on cost reduction become more and more important. It is also under the background of such a market, Industrial Engineering theories and methods are being widely recognized and used.
Industrial Engineering uses systems engineering and operations research theory and method, mainly focus on ergonomics research, action research, value stream mapping analysis, and at the same time, using advanced IT technology as a means to form a set tools of optimization techniques. Industrial Engineering is closely linked to the production process and methods, it plays an import role in processes improving the production and promoting the standardization of production to ensure product quality and reduce costs.
Usually the traditional Industrial Engineering takes manufacturing process optimization of existing products as the main task. But in a market environment, competition is so hot, which requires enterprises to continuously improve their product to keep advantages. Product advantages include cost advantage, quality advantages and service advantages. Lean Production methods developed from traditional Industrial Engineering which dedicate to improve product quality, reduce product cost and improve service level can provide theoretical support and practical guidance.
Our elevator manufacturing site production management is built on the traditional industrial engineering and has a good foundation. However, due to the upgrading of products and market competition, the existing manufacturing process and workshop capacity have been unable to meet changing and timely market demands. This paper will discuss how to apply the manufacturing process analysis, operation analysis, balanced production, process optimization, pull production system, standard operation, site improvements, layout arrangement, TPM, and value stream mapping in industrial engineering to improve efficiency, reduce product cost and reduce the quality fluctuation.
工业工程是运用系统工程和运筹学的理论和方法,对产品的制造流程进行人机工程研究,动作研究,价值流图分析,同时借助先进的IT技术为手段形成了一套系统优化技术。工业工程方法与产品的生产过程或者工艺紧密相连,对改进企业的生产流程,促进生产的标准化进而保证产品质量降低成本起到至关重要作用。
传统的工业工程通常将现有产品的制造流程优化作为主要任务。但是在市场环境下,竞争越来越激烈,这就要求企业不断地提高自己的产品优势。产品优势其中就包括成本优势和质量优势。而从传统工业工程技术发展而来的精益生产的方法在继续改进产品质量,降低产品成本方面能够提供系统的理论支持和实践指导。我公司的电梯制造现场管理是建立在传统的工业工程技术下的管理模式,有很好的基础。但是由于产品的更新换代和市场竞争的加剧,现有的现场制造流程已经不能满足快速和多变的市场需求,本论文将研究如何将工业工程中的加工工艺分析、操作及动作分析、均衡生产、流程改进和精益生产中的拉动生产、现场改善、布局调整、TPM、标准作业和价值流图分析有效结合,以提高效率,降低产品成本和减小质量波动。
In 2010, China became the second biggest economic entity all over the world. But the GDP per capita ranked in 95th place, and the average annual salary ranked 109th all over the world. This inversion phenomenon shows that Chinese manufacturing enterprises have a long way to go to be the best global ones while we becoming bigger and bigger. To be a competitive enterprise, one side we should rely on advanced scientific and systemic technology, and on the other side we also need advanced managerial technology. Industrial Engineering is the systemic production management technology that hangs managerial theory and engineering method together so well. No mater manufacturing or service corporation, the competition gets more and more fierce nowadays. So the corporations focus on cost reduction become more and more important. It is also under the background of such a market, Industrial Engineering theories and methods are being widely recognized and used.
Industrial Engineering uses systems engineering and operations research theory and method, mainly focus on ergonomics research, action research, value stream mapping analysis, and at the same time, using advanced IT technology as a means to form a set tools of optimization techniques. Industrial Engineering is closely linked to the production process and methods, it plays an import role in processes improving the production and promoting the standardization of production to ensure product quality and reduce costs.
Usually the traditional Industrial Engineering takes manufacturing process optimization of existing products as the main task. But in a market environment, competition is so hot, which requires enterprises to continuously improve their product to keep advantages. Product advantages include cost advantage, quality advantages and service advantages. Lean Production methods developed from traditional Industrial Engineering which dedicate to improve product quality, reduce product cost and improve service level can provide theoretical support and practical guidance.
Our elevator manufacturing site production management is built on the traditional industrial engineering and has a good foundation. However, due to the upgrading of products and market competition, the existing manufacturing process and workshop capacity have been unable to meet changing and timely market demands. This paper will discuss how to apply the manufacturing process analysis, operation analysis, balanced production, process optimization, pull production system, standard operation, site improvements, layout arrangement, TPM, and value stream mapping in industrial engineering to improve efficiency, reduce product cost and reduce the quality fluctuation.
引文
[1]刘树华等,精益生产,北京:机械工业出版社, 2009
[2]齐二石等,现代工业工程与管理,天津:天津大学出版社,2007
[3]罗振璧,朱立强,工业工程导论,北京:机械工业出版社, 2004
[4]杨勇,精益生产在SZM公司现场改善中的应用研究:【硕士学位论文】,南京;南京理工大学,2009
[5]杨兆锋,天津OTIS公司精益生产理论与方法的实证研究:【硕士学位论文】,天津;天津大学,2009
[6]丁玉兰,人机工程学,北京:北京理工大学出版社, 2005
[7]刘胜军,精益生产现代IE,深圳:海天出版社,2003
[8]陈进华,现场效率改善实战手册,深圳:海天出版社,2006
[9]马林、何桢,六西格玛管理,北京:中国人民出版社,2007
[10]陈静宇,客户价值与客户关系价值,中国流通经济,2002
[11]迈克.鲁斯,约翰.舒克,价值流图析,杜宏生,单金秀译,北京:人民交通出版社,1999
[12]迈克?伯乐,弗雷迪?伯乐,金矿(2):精益管理者的成长,赵克强译,周健译,刘健译,2010
[13]迈克?伯乐,弗雷迪?伯乐,金矿:精益管理利润挖掘,赵克强,2010
[14]门田安弘,新丰田生产方式,王瑞珠译,石家庄:河北大学出版社,2006
[15]牛占文,何桢,工业工程(第十讲)实施精益生产提升企业核心竞争力,工程机械,2006
[16]徐光华,郭伟,牛占文等,混合装配线防错系统的研究与开发,工业工程,2006
[17]张洪亮,牛占文,精益生产的延伸——精益设计,科学管理研究,2010
[18]党新民.精益生产的JIT管理实战.北京:北京大学出版社,2006.
[19]肖辉.精益生产之使命——消除七大浪费.印刷经理人, 2009
[20]曾风华.精益生产的理念及其实施手段.机械管理开发, 2004
[21]陈容秋,马士华.生产与运作管理.北京:高等教育出版社,2005
[22]齐二石,朱秀文,何桢,生产与运作管理教程,北京:清华大学出版社,2006
[23]加里森,诺琳,布鲁尔,管理会计(原书第11版),北京:机械工业出版社, 2009
[24]彼得.圣吉,第五项修炼,上海:上海三联出版社,1998
[25]王哲,基于精益生产的OTIS公司工厂布局改善研究:【硕士学位论文】,天津;天津大学,2009
[26]今井正明(Masaaki Imai) ,改善:日本企业成功的奥秘,周亮译者,战凤梅译,北京:机械工业出版社,2010
[27]杰弗瑞·莱克(Jeffrey K.Liker),大卫·梅尔(David P.Meier),丰田人才精益模式,钱峰译,北京:机械工业出版社,2010
[28]王卫东,“零缺陷”质量管理的工作方法,中国质量,2007
[29]许志玲,如何进行精益生产,北京:北京大学出版社,2005
[30]李庆远,精益生产之JIT实务,北京:北京大学出版社,2006
[31]王丽亚,生产计划与控制,北京:清华大学出版社,2007
[32]松井顺一,丰田可视化管理方式——丰田式现场管理与改善技术,胡馨予译,北京:东方出版社,2007
[33]刘承元,TPM与工厂全面改善,广州:广东经济出版社,2006
[34]崔继耀,TPM活动推行实务,广州:广东经济出版社,2004
[35]李东升,标准作业,西安:中国计量出版社,2006
[36]尼贝尔,方法、标准与作业设计(第11版),北京:清华大学出版社,2007
[37] Jeffrey K. Liker, The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer, McGraw-Hill, Madison, 2004
[38] Stephen A. Ruffa, Going Lean, American Management Association, New York,2008
[39] John Drew / Blair McCallum / Stefan Roggenhofer, Journey to Lean: Making Operational Change Stick, Palgrave Macmillan, Palgrave Macmillan, New York, 2004
[40] Tzvi Raz , Dan Elnathan , Activity based costing for projects, International Journal of Project Management, 1999
[2]齐二石等,现代工业工程与管理,天津:天津大学出版社,2007
[3]罗振璧,朱立强,工业工程导论,北京:机械工业出版社, 2004
[4]杨勇,精益生产在SZM公司现场改善中的应用研究:【硕士学位论文】,南京;南京理工大学,2009
[5]杨兆锋,天津OTIS公司精益生产理论与方法的实证研究:【硕士学位论文】,天津;天津大学,2009
[6]丁玉兰,人机工程学,北京:北京理工大学出版社, 2005
[7]刘胜军,精益生产现代IE,深圳:海天出版社,2003
[8]陈进华,现场效率改善实战手册,深圳:海天出版社,2006
[9]马林、何桢,六西格玛管理,北京:中国人民出版社,2007
[10]陈静宇,客户价值与客户关系价值,中国流通经济,2002
[11]迈克.鲁斯,约翰.舒克,价值流图析,杜宏生,单金秀译,北京:人民交通出版社,1999
[12]迈克?伯乐,弗雷迪?伯乐,金矿(2):精益管理者的成长,赵克强译,周健译,刘健译,2010
[13]迈克?伯乐,弗雷迪?伯乐,金矿:精益管理利润挖掘,赵克强,2010
[14]门田安弘,新丰田生产方式,王瑞珠译,石家庄:河北大学出版社,2006
[15]牛占文,何桢,工业工程(第十讲)实施精益生产提升企业核心竞争力,工程机械,2006
[16]徐光华,郭伟,牛占文等,混合装配线防错系统的研究与开发,工业工程,2006
[17]张洪亮,牛占文,精益生产的延伸——精益设计,科学管理研究,2010
[18]党新民.精益生产的JIT管理实战.北京:北京大学出版社,2006.
[19]肖辉.精益生产之使命——消除七大浪费.印刷经理人, 2009
[20]曾风华.精益生产的理念及其实施手段.机械管理开发, 2004
[21]陈容秋,马士华.生产与运作管理.北京:高等教育出版社,2005
[22]齐二石,朱秀文,何桢,生产与运作管理教程,北京:清华大学出版社,2006
[23]加里森,诺琳,布鲁尔,管理会计(原书第11版),北京:机械工业出版社, 2009
[24]彼得.圣吉,第五项修炼,上海:上海三联出版社,1998
[25]王哲,基于精益生产的OTIS公司工厂布局改善研究:【硕士学位论文】,天津;天津大学,2009
[26]今井正明(Masaaki Imai) ,改善:日本企业成功的奥秘,周亮译者,战凤梅译,北京:机械工业出版社,2010
[27]杰弗瑞·莱克(Jeffrey K.Liker),大卫·梅尔(David P.Meier),丰田人才精益模式,钱峰译,北京:机械工业出版社,2010
[28]王卫东,“零缺陷”质量管理的工作方法,中国质量,2007
[29]许志玲,如何进行精益生产,北京:北京大学出版社,2005
[30]李庆远,精益生产之JIT实务,北京:北京大学出版社,2006
[31]王丽亚,生产计划与控制,北京:清华大学出版社,2007
[32]松井顺一,丰田可视化管理方式——丰田式现场管理与改善技术,胡馨予译,北京:东方出版社,2007
[33]刘承元,TPM与工厂全面改善,广州:广东经济出版社,2006
[34]崔继耀,TPM活动推行实务,广州:广东经济出版社,2004
[35]李东升,标准作业,西安:中国计量出版社,2006
[36]尼贝尔,方法、标准与作业设计(第11版),北京:清华大学出版社,2007
[37] Jeffrey K. Liker, The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer, McGraw-Hill, Madison, 2004
[38] Stephen A. Ruffa, Going Lean, American Management Association, New York,2008
[39] John Drew / Blair McCallum / Stefan Roggenhofer, Journey to Lean: Making Operational Change Stick, Palgrave Macmillan, Palgrave Macmillan, New York, 2004
[40] Tzvi Raz , Dan Elnathan , Activity based costing for projects, International Journal of Project Management, 1999