xx企業(yè)生產(chǎn)現(xiàn)場(chǎng)問(wèn)題研究畢業(yè)論文

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摘    要

　　　隨著原材料成本和用工成本的大幅上漲，降本增效、走集約式增長(zhǎng)道路越來(lái)越引起我國(guó)制造型企業(yè)的重視。論文針對(duì)某制造型企業(yè)制造中心現(xiàn)存的問(wèn)題現(xiàn)狀，綜合利用工業(yè)工程的方法和技術(shù)，從三個(gè)層次對(duì)該公司不同層面的問(wèn)題進(jìn)行剖析和診斷，同時(shí)提出相應(yīng)的改善措施。

　　　第一個(gè)層次是核心工序效率提升改善。針對(duì)制造中心某分廠的自動(dòng)生產(chǎn)線目前產(chǎn)能遠(yuǎn)低于其設(shè)計(jì)產(chǎn)能的問(wèn)題，主要通過(guò)秒表測(cè)時(shí)、人機(jī)作業(yè)分析、聯(lián)合作業(yè)分析等具體工業(yè)工程方法，對(duì)生產(chǎn)線上核心工序進(jìn)行研究，找到影響其生產(chǎn)效率的主要因素，提出相應(yīng)的解決方案并實(shí)施。

　　　第二個(gè)層次是生產(chǎn)現(xiàn)場(chǎng)管理流程改善。論文通過(guò)管理事務(wù)流程分析和工作抽樣，診斷分析出造成生產(chǎn)現(xiàn)場(chǎng)組織混亂和工序班組不協(xié)調(diào)的主要原因，并根據(jù)企業(yè)的實(shí)際情況提出了改善意見(jiàn)。

　　　第三個(gè)層次是制造中心各分廠資源調(diào)配。由于存在資源閑置問(wèn)題，該公司希望將各個(gè)分廠的資源進(jìn)行重組。論文通過(guò)現(xiàn)場(chǎng)調(diào)研和工作抽樣，結(jié)合歷史數(shù)據(jù)和市場(chǎng)訂單預(yù)測(cè)進(jìn)行綜合分析，提出各分廠資源重組系統(tǒng)解決方案。并針對(duì)在資源調(diào)配重組中可能出現(xiàn)的問(wèn)題，給出相應(yīng)的應(yīng)對(duì)措施。

　　　上述三個(gè)層次的改善方案現(xiàn)已逐步實(shí)施，部分方案已經(jīng)收到效果。

關(guān)鍵詞：制造企業(yè)，現(xiàn)場(chǎng)改善，工業(yè)工程，資源重組

ABSTRACT

　　　With rapidly rising costs of raw materials and labor China manufactering factories pay more attention on reducing costs and improving efficiencies. In this paper, the problems of the manufacturing center of a manufaturing enterprise are diagnosised from  three levels, by using the technologies and methods of Industrial Engineering,, and the corresponding improvement measures are also represented.

　　　The first level is improving the efficiency of the core processes. In a branch factory of the manufacturing center, the actual production capacity of the automatic production line is far lower than the design. To solve this problem, by using some specific methods, such as Direct Time Study-Intensive Samplings, Man-Machine Work Ananysis, Alliance Work Ananysis, we study the core processes on the prduction line, finding the key factors effecting on the prduction efficiency, and raising the corresponding solutions, and then carrying on them.

　　　The second level is improving the management process in the production site. The major causes of the production-organization confusion and the disagreeing between two working procedures and workgroups was analysised in the paper. And the sugestion about improvement is made.

　　　The last level is the deployment of the resources in the branch factories. The company wants to reorganize the resources, because of the unused ones. Through investguetion and working samples, combined with the historical datas and market orders forecasts, after comprehensive analysising, the solutions about the system of the resources reorganizing are raised. What’s more, the response measures to the problems may come along in the reorganization processs are also gived out.

　　　

　　　

Key words: Manufactering Enterprise, Improvements in Prduction Site, Industrial

Engineering, the Reorganization of Resources

目   錄

摘    要 I

ABSTRACT II

1  緒  論 1

1.1 論文選題背景 1

1.2 國(guó)內(nèi)外研究現(xiàn)狀 1

1.3 論文研究的目的和意義 3

1.4 論文的主要研究?jī)?nèi)容 4

2 分廠生產(chǎn)現(xiàn)場(chǎng)核心工序問(wèn)題診斷與改善 5

2.1 蛇形管自動(dòng)生產(chǎn)線簡(jiǎn)介 5

2.2 自動(dòng)線熱絲焊及前端工序問(wèn)題診斷與改善 5

2.2.1 熱絲焊及前端工序現(xiàn)狀 5

2.2.2 熱絲焊及前端現(xiàn)狀問(wèn)題診斷 6

2.2.3 改善方案及預(yù)期效果 13

2.2.4 改善效果 16

2.3 自動(dòng)線大料架、探傷及頂敦彎工序問(wèn)題診斷與改善 16

2.3.1大料架、探傷及頂敦彎工序現(xiàn)狀 17

2.3.2大料架、探傷及頂敦彎現(xiàn)狀問(wèn)題診斷 22

2.3.3 改善方案及預(yù)期效果 24

2.4 本章小結(jié) 29

3 分廠生產(chǎn)現(xiàn)場(chǎng)生產(chǎn)組織問(wèn)題診斷與改善 31

3.1 生產(chǎn)現(xiàn)場(chǎng)生產(chǎn)組織現(xiàn)狀 31

3.2 生產(chǎn)現(xiàn)場(chǎng)生產(chǎn)組織問(wèn)題診斷 32

3.3 改善方案 35

3.4 預(yù)計(jì)改善效果 35

3.5 本章小結(jié) 36

4  企業(yè)生產(chǎn)資源配置診斷與改善 37

4.1 企業(yè)產(chǎn)品結(jié)構(gòu)及資源配置現(xiàn)狀問(wèn)題診斷 37

4.2 企業(yè)現(xiàn)場(chǎng)資源綜合優(yōu)化配置方案 38

4.3 預(yù)計(jì)改善效果 40

4.4 本章小結(jié) 44

5  結(jié)  論 45

致  謝 46

參 考 文 獻(xiàn) 47