【作者】 刘炼；

【导师】 薄洪光；

【作者基本信息】 大连理工大学 ， 工商管理（专业学位）， 2023， 硕士

【摘要】 汽车制造产业在国民经济中具有举足轻重的地位,其产业规模大、技术含量高、产业链长、带动性强。而汽车制造业供应链是汽车产业竞争力的核心,也是保障产业健康发展的关键基础。随着汽车消费的个性化、多样化、迭代的快速化,整车厂商的生产方式逐渐使用数字化和智能化等手段来推动生产制造过程的高效运行。下游供应商凭借其工艺技术和零部件的设计开发向上游企业供货,也意识到精细化管理和产业协作的重要性。TM公司所处的金属冲压行业同质化严重,竞争激烈,产品利润微薄,近几年的销售业务更是受到疫情波及,原材料成本上涨和需求市场萎缩等影响,发展停滞不前。企业想要缩短开发周期、提高产品质量、提供优质的服务,就需要加快数字化转型和加强精细化管理,以降低成本,提高竞争力并实现可持续发展。本论文以公司冲压车间为研究对象,通过对冲压车间的核心职能新产品安装调试和批量产品的生产过程进行分析。发现存在新产品开发周期长且成本高、生产过程中缺少模具的预防维修、产品换线时间长、生产工序间存在大量库存品等不创造价值活动,不仅造成企业资源的严重浪费。以数字化平台的生产数据为驱动,重点分析生产要素中人员,设备,材料,方法,环境和测量等问题。运用并行工程、PDCA(戴明环)改进循环、生产线平衡和标准化作业流程等工具提出解决问题的解决方案。设计方案以精益生产哲学为基础,覆盖事前预防,事中监控和事后改进等多个管理维度。为了保障措施的有效性,从加强精益生产文化,完善制度流程,员工培训来实施保障。贯彻高效率低成本的战略,支持企业转型,使精细化管理理念成为未来企业运营发展的核心。本论文提出在新项目开发阶段,注重设计工艺与工序要求并行,并加强过程管控与技术分享;快速换线不仅要准备充分,对准备物品的状态和人员动作也要合理的规范;模具的保养和维护需要用量化的指标和数据来约束和指导维修人员,消除个体差异造成的效率损失;生产的瓶颈不能局限于企业设备,还要注意供应链的协同。以上的研究成果和措施有助于企业在数字化转型过程中释放潜能,对传统制造企业将数据与理论工具结合,制定和改进生产现场的管理目标有一定的借鉴意义。更多还原

【Abstract】 The automobile manufacturing industry holds a pivotal position which was characterized by its large-scale,high technological content,long industrial chain,and strong driving force in the national economy,The automotive manufacturing industry supply chain is the core of the automotive industry’s competitiveness,it is a critical foundation for ensuring the industry’s healthy development.With the rapid evolution of consumer preferences towards personalized,diversified,and iterative automotive products,automakers have progressively adopted digitalization and intelligent technologies to enhance the efficiency of their manufacturing processes.Downstream suppliers,leveraging their technological expertise and component design and development capabilities,recognize the significance of fine-grained management and industry collaboration.In the context of TM Company’s operation in the metal stamping sector,which faces severe homogeneity,intense competition,narrow profit margins,and recent challenges stemming from factors such as the COVID-19 pandemic,rising raw material costs,and a contracting demand market,the company’s growth has stagnated.To expedite the development cycle,enhance product quality,and provide superior services,the company needs to accelerate its digital transformation and bolster fine-grained management.This strategic approach is essential to cost reduction,increased competitiveness,and the achievement of sustainable development.This thesis focuses on the company’s stamping production floor,conducting an analysis of its core functions involving new project development,fitting up,and the production processes.The study identified non-value-added activities such as lengthy and costly new product development process,the absence of preventative maintenance for tool repairing during production,extended product changeover times,and excessive work-in-process between production stages.These activities result in resource wastage for the company.Leveraging production data from MES as the driving force,the study primarily analyzed issues within the production elements,including personnel,equipment,materials,methods,environment,and measurement.Solutions to address these issues were proposed,employing tools such as parallel engineering,the PDCA(Plan-Do-Check-Act)improvement cycle,production line balancing,and standardized operating procedures.The design of these solutions was grounded in the principles of lean production,including proactive prevention,in-process monitoring,and post-process improvement.To ensure the effectiveness of these measures,an implementation plan was devised,encompassing the strengthening of a lean production culture,the refinement of systems and procedures,and employee training.This implementation plan aims to support the company’s strategic goals of achieving high efficiency and low costs,facilitating its transformation,and making fine-grained management a core element of its future operational and developmental strategies.This thesis proposes that during the new project development process,there should be a focus on concurrent engineering of design processes and procedural requirements while enhancing process control and sharing of technical knowledge.In the quick changeovers,it is essential not only to be adequately prepared but also to standardize the condition of prepared items and personnel actions reasonably.Maintenance and upkeep of tools should be guided and constrained by quantifiable metrics and data,aiming to eliminate efficiency losses caused by individual variations.Furthermore,it’s crucial to recognize that production bottlenecks should not be confined solely to the company’s equipment but should also consider supply chain coordination.The research findings and measures outlined above contribute to the unleashing of potential within the company during its digital transformation.They provide valuable insights for traditional manufacturing enterprises seeking to integrate data with theoretical tools,formulate,and improve management objectives on the production floor.更多还原