精益生產在xx公司路由器生產線中的應用

1.99萬字
我自己原創(chuàng)的畢業(yè)論文，僅在本站獨家提交，大家放心使用

摘要 名碩電腦（蘇州）有限公司是一家電子制造企業(yè)，其五廠以生產路由器為主。本文在概述精益生產方式相關理論和公司生產運營狀況的基礎上，提出了“樣板區(qū)先行”的工作思路，選擇名碩電腦五廠—TL R402M型號的路由器生產線作為樣板區(qū)，研究其從測試項目中的燒寫媒體接入控制地址到裝配項目完成過程的生產線精益改善。剖析其主要生產問題，總結出TL R402M路由器生產線不平衡、工序不合理、物料消耗控制系統(tǒng)的不合理以及現(xiàn)場管理不到位等主要問題。
針對總結出的生產線問題，通過運用流程程序分析法、控制圖法以及成本看板管理等方法對TL R402M路由器生產線工藝流程優(yōu)化、平衡生產線、成本看板管理系統(tǒng)的導入和現(xiàn)場5S活動的推行等重點項目改善的實施，使得TL R402M路由器總生產線平衡率由原先的83.9%提高到了86%，提升了2.1%；包裝項目的生產線平衡率由原先的87.2%提高到了92%，提升了4.8%，年產能由原先的2,117,120件提高到了2,200,320件，年產能增加83,200件；工藝流程優(yōu)化后由原先的21道工序減為改善后的18道工序，并且減少了4個工位，使得包裝項目原先的操作人員的32cm操作工位間隔增加至改善后的45cm，改善了操作人員的操作環(huán)境，提升了操作效率；在物料消耗控制系統(tǒng)方面，由原先的典型的推動式物料控制改善為成本看板的拉動式物料消耗控制系統(tǒng)，并且標準成本思想的導入，使得在準確、及時、保質的物料消耗控制的同時提升了對生產線成本的管理控制，此外還實施了現(xiàn)場5S推行，提升了企業(yè)的競爭力。
本文的研究對名碩電腦公司和類似企業(yè)具有較高的參考價值和借鑒作用，對一般企業(yè)的精益改善的推行有一定的理論價值和方法指導作用，以期望提高其管理水平，以加快國內制造業(yè)的發(fā)展，從而拉動經濟的增長。

關鍵詞：精益生產 生產線平衡 控制圖 流程程序分析 成本看板管理

Lean production research to improve the line of Router for XX Company
Abstract MingShuo computer (Suzhou) Co., Ltd. is an electronics manufacturing company, its fifth factory are based on producing router. In this paper, an overview of basic theory of lean production and operational status of the company, proposed a "model area ahead" ideas, choose the relatively mature project conditions of its fifth factory-TL R402M router product line as a model area, Research lean improvements of the line from the burning of its MAC (media Access Control) address to the assembly process of the product. Analyze its main production problems, summed TL R402M router product line imbalance, processes unreasonable, irrational consumption of materials and on-site management and control systems are not in place.
For summed up the production line problems, through the use of flow process analysis, control chart and the cost of Kanban management methods to improve TL R402M router production line process optimization, balancing production lines, the implementation of other costs Kanban management systems to import and live 5S activities, key projects implementation of improvements, making TL R402M router total production line balance rate from the original 83.9% to 86%, improved by 2.1%; production line balance rate packaging items from the original 87.2% to 92%, an increase of 4.8% ;the annual capacity from the original 2,117,120 items increased to 2,200,320, with annual production capacity of 83,200 pieces; after process optimization, the original process 21 was reduced to 18,the process improvement reduce 4-position, so that,the original operatives bit interval of packaging project operator from 32cm increased to 45cm,improve the operator's operating environment and operational efficiency; in material consumption control system, the original typical control-driven material control system improve to the cost of kanban pull materials consumption control system, and the cost of importing a standard thought, making the control of material consumption on the production line accurate, timely, shelf, at the same time enhance the management and control costs, in addition to the implementation of the on-site implementation of 5S, enhance the competitiveness of enterprises.
This study with a high reference value reference for MingShuo computer company and similar enterprises and a certain theoretical and methodological guidance role for the implementation of the general improvement in lean enterprise, hoping to provide the appropriate reference for domestic SMEs in order to improve the management level of SMEs and to accelerate the country's economic development.

Key words: Lena Production Line Balancing Control Charts Program Analysis Process Cost Kanban

目錄
第一章 緒論 1
1.1 選題背景 1
1.2 國內外研究現(xiàn)狀 2
1.3 研究目的及意義 3
1.4 主要研究內容 3
第二章 精益生產方式相關理論概述 5
2.1 精益生產方式的基本哲理 5
2.2 準時化生產技術 5
2.2.1 均衡生產技術 5
2.2.2 目視管理技術 6
2.2.3 看板技術 7
2.3 自働化技術 7
2.3.1 全面質量管理 7
2.3.2 異常管理 8
2.4 TPS保證制度 8
第三章 XX公司五廠路由器生產線現(xiàn)狀及問題分析 10
3.1 XX公司概況 10
3.1.1 XX公司發(fā)展歷程 10
3.1.2 XX公司主營業(yè)務 10
3.1.3 XX公司五廠生產經營現(xiàn)狀 11
3.2 XX公司五廠生產線問題分析 11
3.2.1 工藝流程分析 11
3.2.2..