【摘要】：在市場(chǎng)需求多樣化，市場(chǎng)競(jìng)爭(zhēng)日益激烈的今天，制造型企業(yè)面對(duì)越來(lái)越多壓力：成本壓力、員工流失率高、利潤(rùn)率變低、客戶(hù)對(duì)質(zhì)量與交貨期的要求變高！制造型企業(yè)必須提高生產(chǎn)管理水平！精益生產(chǎn)(Lean Production)中的價(jià)值流分析正是解決這些問(wèn)題的有效工具。 精益生產(chǎn)是美國(guó)麻省理工學(xué)院根據(jù)其在“國(guó)際汽車(chē)項(xiàng)目”研究中，基于對(duì)日本豐田生產(chǎn)方式的研究和總結(jié)，于1990年提出的制造模式。其核心內(nèi)容是通過(guò)減少供應(yīng)鏈環(huán)節(jié)的各種浪費(fèi)，達(dá)到最低的成本投入與最優(yōu)質(zhì)的產(chǎn)品（或服務(wù)）產(chǎn)出。精益生產(chǎn)理論中的價(jià)值流程圖通過(guò)分析物料與信息在流程中的流動(dòng)情況，能對(duì)各種生產(chǎn)活動(dòng)進(jìn)行增值或不增值的分析研究，并找出各個(gè)環(huán)節(jié)可能的浪費(fèi)，最終可通過(guò)精益生產(chǎn)的有關(guān)方法和工具加以改進(jìn)。 本文以A糖果廠的軟糖生產(chǎn)為研究對(duì)象，通過(guò)市場(chǎng)需求與生產(chǎn)流程的研究，對(duì)其物流與信息流等數(shù)據(jù)進(jìn)行收集分析，繪制現(xiàn)狀價(jià)值流程圖，挖掘出問(wèn)題點(diǎn)，，尋找可能的改善機(jī)會(huì)，并據(jù)此設(shè)計(jì)未來(lái)的理想價(jià)值流程圖。根據(jù)識(shí)別出來(lái)的問(wèn)題點(diǎn)，以未來(lái)的理想價(jià)值流程圖為指導(dǎo)，以多批少量生產(chǎn)模式、快速換模、看板管理為主要改善思路，制定并實(shí)施改善措施。通過(guò)改變產(chǎn)品批量，用多批少量的生產(chǎn)模式縮短產(chǎn)品的Lead time，提高最終產(chǎn)品的產(chǎn)出。在快速換模方面，通過(guò)識(shí)別內(nèi)外部時(shí)間，運(yùn)用內(nèi)部時(shí)間轉(zhuǎn)外部時(shí)間及縮短內(nèi)部時(shí)間的改善思路，對(duì)換模時(shí)間進(jìn)行改善；在看板管理方面，用超市補(bǔ)貨思路進(jìn)行拉動(dòng)式生。運(yùn)用價(jià)值流程圖和有關(guān)精益生產(chǎn)工具，最終實(shí)現(xiàn)整個(gè)項(xiàng)目的改善目標(biāo)。
[Abstract]:In today's market demand diversification and increasingly fierce market competition, manufacturing enterprises are facing more and more pressure: cost pressure, high turnover rate, lower profit rate, higher demand for quality and delivery time! Manufacturing enterprises must improve production management level! The value flow analysis in Lean Production is the solution. An effective tool for solving these problems.
Lean production is based on the research and summary of the production mode of TOYOTA in Japan based on its research on the "international automobile project", based on the research and summary of the production mode of Japanese TOYOTA in 1990. The core content is to reduce the waste of the supply chain and achieve the lowest input and the best quality product (or service) output. By analyzing the flow situation of material and information in the process, the value flow chart in the benefit production theory can analyze the value added or non value-added of various production activities, and find out the possible waste in each link. Finally, it can be improved through the relevant methods and tools of lean production.
This paper takes the production of soft sugar in A candy factory as the research object. Through the research of market demand and production process, we collect and analyze its logistics and information flow data, draw the current value flow chart, dig out the problem points, find the possible improvement opportunities, and design the future ideal value flow chart. According to the identified problem points, Guided by the future ideal value flow chart, a number of production modes, fast changing models, and Kanban management are the main improvement ideas, and the improvement measures are formulated and implemented. By changing the product batch, the Lead time of the product is shortened and the output of the final product is improved by a small number of production modes. Time, the use of internal time to change the external time and shorten the internal time to improve the thinking, to improve the model time; in the management of the Kanban, use the supermarket replenishment ideas for pull students. Use the value flow chart and lean production tools, finally achieve the goal of the whole project.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F273;F416.82

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