【作者】 陈华；

【导师】 王俊程；

【作者基本信息】 云南师范大学 ， 工商管理（专业学位）， 2023， 硕士

【摘要】 中小型服装生产企业是推进我国纺织服装、服饰业高质量发展的重要主体,我国中小型服装生产企业大多为代加工、贴牌生产或是加工贸易,经营较为灵活,但利润微薄、抗风险能力和竞争力较弱,特别是近年来受到国内外经济环境变化以及新冠疫情的叠加影响,中小型服装生产企业之间竞争日益激烈,加之招工难、成本高等因素,在不增加工人数量及劳动强度的情况下,中小型服装生产企业更需要通过优化资源配置和整合来实现生产管理优化升级。本文以FY服装厂车间作为研究对象,通过实地考察、数据资料分析、深度访谈等方法,对FY服装厂车间生产管理现状进行深入研究,归纳了其生产管理方面存在的问题,具体为“物料供应不及时、生产线产出量低、生产现场管理粗放、员工管理不到位、质量管控效果不佳和设备升级、维护不力”在借鉴相关管理理论和同行成功经验的基础上,提出“实施准时化生产(JIT),包括制定JIT生产方式的生产计划、建立看板管理、推行零库存管理;优化生产工序和流程,包括制定标准作业指导书、提升生产线平衡率、试行单件流生产;精细化现场管理,包括实施8S管理活动、优化车间整体布局、建立PDCA持续改进工作模式;加强车间员工管理,包括注重开展技能培训、优化绩效考核机制、加强人文关怀;推进全面质量管理(TQM),包括重塑质量管理体系、建立物料供应商考核和沟通机制、强化生产过程的质量管理;开展设备TPM活动,包括建立设备TPM管理制度、开展设备TPM培训、实施设备TPM维护、定期评估设备TPM效果”。通过优化方案的实施,有效降低了FY服装厂车间的生产成本,提升产品质量,提高生产效益。这种以个体案例为对象进行研究的方法,使服装生产企业生产管理优化的方案更有针对性,对后续FY服装厂进行全面的生产管理优化具有参考意义。更多还原

【Abstract】 Small and medium-sized garment manufacturers are important subjects to promote the high-quality development of China’s textile and garment industry.Most of China’s small and medium-sized garment manufacturers are OEM processing,OEM production or processing trade,and their operation is relatively flexible,but their profits are meager,their ability to resist risks and their competitiveness are weak,especially in recent years,they have been affected by changes in the domestic and foreign economic environment and the superimposed impact of the novel coronavirus epidemic.The increasingly fierce competition among small and medium-sized garment production enterprises,coupled with the factors of difficult recruitment and high cost,without increasing the number of workers and labor intensity,small and medium-sized garment production enterprises need to optimize and upgrade production management by optimizing resource allocation and integration.Taking the workshop of FY garment factory as the research object,this paper conducted an in-depth study on the current situation of production management of FY garment factory workshop through field investigation,data analysis,in-depth interview and other methods,and summarized the existing problems in production management.Specifically for "material supply is not timely,production line output is low,production site management is extensive,staff management is not in place,quality control effect is not good and equipment upgrading,poor maintenance" on the basis of learning from relevant management theories and successful experience of peers,put forward "implementation of just-in-time production(JIT),Including the formulation of JIT production plan,the establishment of Kanban management,implementation of zero inventory management;Optimize the production process and flow,including the development of standard work instructions,improve the balance rate of the production line,and trial single piece flow production;Refined site management,including the implementation of 8S management activities,optimization of the overall layout of the workshop,the establishment of PDCA continuous improvement mode;Strengthen the management of workshop staff,including focusing on skills training,optimizing the performance appraisal mechanism,and strengthening humanistic care;Promote total quality management(TQM),including reshaping the quality management system,establishing material supplier assessment and communication mechanisms,and strengthening the quality management of the production process;Carry out equipment TPM activities,including establishing equipment TPM management system,carrying out equipment TPM training,implementing equipment TPM maintenance,and regularly evaluating equipment TPM effectiveness.Through the implementation of the optimization scheme,the production cost of FY garment factory workshop was effectively reduced,product quality was improved,and production efficiency was improved.This method,which takes individual cases as the object of study,makes the production management optimization scheme of garment production enterprises more targeted,and has reference significance for the comprehensive production management optimization of subsequent FY garment factories.更多还原