【作者】 唐浩；

【导师】 陈志祥；

【作者基本信息】 中山大学 ， 工商管理（专业学位）， 2020， 硕士

【摘要】 精益六西格玛是提高产品质量,降低成本的一种有效的流程改善方法,是精益管理的一个重要工具。本文介绍H集团广州工厂运用精益六西格玛,在PCB油墨生产过程中产能提升改善活动的实施过程、取得成果和经验总结,并对今后工厂进一步运用精益六西格玛提出改进建议。改善项目运用精益六西格玛作为理论基础,以DMAIC实施流程为框架并综合利用精益生产工具和方法,主要从价值流和设备综合效率两个维度分析。价值流重点关注生产线各工序之间平衡问题,找出瓶颈工序进行改善。设备综合效率则关注其他诸如:“停机、无计划维护”和“清洗”等损失浪费。通过精益六西格玛改善,让产品生产工序时间趋于平衡,同时也提高设备综合效率。最终达到产能提升8%的目标,满足未来3年增长需求。这让广州工厂在生产制造环节快速改善提升产能,实现小步快跑的策略,在激烈的市场竞争环境中快速获胜。除此之外,通过改善活动,改善团队成员的思考力和思考方式得到升级,形成较为系统和逻辑化的思考方法。一线员工积极性和创造性也得到极大的提高,员工的岗位经验和技能转为改善的利器。工厂也根据化工行业自身行业特点积极探索工艺安全管理与精益六西格玛理论的结合,这都让广州工厂“内力”得到很好的加强和锻炼。本文采用文献研究法和案例研究法,对广州工厂PCB油墨产能提升项目实施方案,过程中遇到的实际问题和取得的成效展开详细研究与阐述。研究结论有以下3点:1、精益六西格玛理论给PCB油墨产能提升案例强有力的理论支持。2、企业在进行产能提升项目时,可以考虑在现有的生产工况上进行内部挖潜增效,而不是马上投资扩建。3、化工生产企业将工艺安全管理和精益六西格玛理论结合,挖潜增效的同时也能提升安全管理水平。更多还原

【Abstract】 Lean Six Sigma is an effective process improvement methodology to improve product quality and reduce cost,and also it is an important tool for lean management.This paper introduces the implementation process of Lean Six Sigma in Guangzhou site of H Corporation in the production of PCB ink and experience summary as well as results achieved.It also proposes improvement recommendation for future use of Lean Six Sigma for Guangzhou site.The improvement project base on Lean Six Sigma as the theoretical basis,uses the DMAIC implementation process as framework and comprehensively utilizes lean manufacturing tools and methods,analyzes from two dimensions of Value Stream and Overall Equipment Efficiency.The Value Stream focuses on the balance between the each working steps of the production line and identifies the bottleneck working step to improve.In the other dimension,Overall Equipment Efficiency concerns other loss and waste such as: “downtime,unplanned maintenance” and “cleaning” etc.Through the improvement of Lean Six Sigma,site adjusted the production working step time so that the working step time of products tends to be balanced.Then,the Overall Equipment Efficiency is improved.Finally,the goal of increasing production capacity by 8% was achieved to meet the growth demand in the next 3 years.And the Guangzhou site quickly improved its production capacity in the manufacturing,realized the strategy of small steps,and quickly wins in the fierce market competition environment.In addition,the ideas and thinking methods of team members have been upgraded to form a more systematic and logical way of thinking.The enthusiasm and creativity of front-line operators have also been greatly improved,and their job experience and skills can be turned into tools for improvement.Guangzhou site also actively explores the combination of Process Safety Management and Lean Six Sigma theory according to the characteristics of the chemical industry itself,which makes the "internal force" of site well strengthened and tempered.This paper uses the literature research method and case study method to conduct detailed research and elaboration on the implementation plan of PCB ink capacity improvement project of the Guangzhou site,the practical problems encountered during the process,as well as the results achieved.There are three conclusion of this research:1.Lean Six Sigma theory provides strong theoretical support for PCB ink production capacity improvement cases.2.When a company is carrying out capacity improvement project,it can consider internally tapping the potential and increasing efficiency based on existing production conditions,rather than investing in expansion immediately.3.Chemical manufacturer combine Process Safety Management with Lean Six Sigma theory to tap potential and increase efficiency while also promoting safety management.更多还原