【作者】 韩涛；

【导师】 周永务；

【作者基本信息】 华南理工大学 ， 工商管理（专业学位）， 2017， 硕士

【摘要】 精益生产作为一种先进的生产模式和管理机制,起源于“二战”后的日本丰田汽车公司,核心要义是基于市场拉动、规模生产和看板管理,以柔性制造、质量改进、快速交付和服务提升为价值追求,被誉为“21世纪制造业的标准生产方式”。从某种意义而言,以丰田生产模式为基础的精益生产理论,充分尊重人性化管理,以拒绝浪费、降低库存、提高质量为抓手,倡导“少批量、多批次、高频度、多品种”的高效生产管理理念,努力引领企业尤其是制造业在价格、质量、成本和服务方面提升竞争优势。D公司是一家坐落于广东省惠州市的电池生产制造企业,从2002年成立以来得益于良好的外部环境,以手机电池、笔记本电池、电动工具电池和移动设备电池为主打产品各项业务快速发展。然而,伴随国内外制造业尤其是电池产业竞争的逐步加剧,特别是D公司主要客户比如华为、OPPO、联通等对电池质量和服务要求的逐步提高,D公司管理层迫切感觉到需要提升管理质量,强化生产管理、成本管理和交货管理,从而提升比较优势和竞争优势。本文正是基于这样的时代背景,系统研究我国制造业的改革发展问题,并以精益生产在D公司的具体应用为研究对象,探寻新常态下中国制造业如何以精益生产为载体,切实提升我国制造业比较优势和竞争优势的合理化对策。本文针对D公司生产现场管理,组织结构,品质及生产效率,生产成本及交付等方面存在的问题依据精益生产的思路进行分析,在研究中综合运用企业管理学、质量管理学、技术经济学、以及数理统计学等有关学科的知识,展开了系统讨论,综合应用拉动式生产,并行化生产线,生产效率平衡度分析,5S及6-sigma质量管理的手段对D公司生产管理提出相应改善对策,以符合生产实际,增加操作性为基础,通过导入系列措施来切实消除资源浪费,降低库存,提高生产质量,降低生产成本,完善客户服务,提升企业的比较优势和核心竞争力,本文在探讨公司精益生产的应用研究的同时,也为国内其它电池类生产企业提供了借鉴思路。更多还原

【Abstract】 Lean production is an advanced production mode and management mechanism,the origin of "World War Ⅱ" after Japan’s Toyota Auto Body Co,the core essence is market driven,the scale of production and Kanban management based on the flexible manufacturing,quality improvement,fast delivery and service to enhance the value of the pursuit,known as"the twenty-first Century standards for manufacturing production".In a sense,the TOYOTA production mode based on lean production theory,fully respect the humanized management,refuse to waste,reduce inventory,improve the quality and efficient production management as the starting point,the idea of low volume,multi batch,high-frequency,multi species,efforts to lead the enterprises especially the manufacturing industry to upgrade the competition the advantage in price,quality,cost and service.D is a company located in Guangdong city of Huizhou province battery manufacturing enterprises,since its inception in 2002 thanks to a favorable external environment,the mobile phone batteries,laptop batteries,power tool batteries and mobile devices for the rapid development of the business flagship product.However,with the domestic and foreign manufacturing industry especially the battery industry competition gradually increased,especially D corporate clients such as HuWei,OPPO,China Unicom to gradually increase the battery quality and service requirements,D company management felt an urgent need to improve the quality of management,strengthening production management,cost management and delivery management,so as to enhance the comparative advantage and competitive advantage.This article is based on this background,the reform and development of China’s manufacturing industry research system,and the lean production application in D company as the research object,to explore the China manufacturing industry under the new normal how to lean production as the carrier,the rationalization measures to effectively enhance China’s manufacturing industry comparative advantage and competitive advantage.This research is according to the guideline of lean production,analyze existing problems of D company on aspects of production site management,organization structure,quality and production efficiency,production cost and delivery,with integrated use of enterprise management,quality management,technical economics,and mathematical statistics and other relevant discipline knowledge,launched a systematic discussion and integrated application of pull production,parallel operations,production efficiency balance analysis,5S and 6-sigma quality management means,which put forward the corresponding countermeasures to improve production management,to meet the actual production,increase operational as the foundation,by importing a series of measures to take practical measures to eliminate the waste of resources,reduce inventory,improve the production quality and reduce production costs,improve customer service,enhance the comparative advantage and core competitiveness of enterprises,this article discusses the application of lean production at D company,at the same time it also provides a necessary reference for other battery production enterprises.更多还原