海利试验工场精益生产运作系统研究
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摘要
生产运作系统在整个企业经营中占有极其重要的地位,是价值形成的主要部分,系统的分析生产运作体系,改进生产效率,减少不必要的劳动消耗,增加产品价值,柔性应对市场环境,提高企业营运水平和企业竞争力,是生产运作的重要任务。本文首先阐述当今主要的生产系统理论、精益生产的原理与理念,全面质量管理等理论。介绍了海利试验工场的基本情况,工场的生产运作状况。通过对海利试验工场生产运作的SWOT分析,提出工场生产运作系统中存在的主要问题,设计出有针对性的改良方案,主要是按照精益生产的模式来设计新的生产运作体系、重新设计了生产运作组织,改库存生产为订单式生产模式,这就要求在人力组织,物流以及生产设备的维护、生产工艺以及库存等方面有所改善。目的不仅仅是降低生产成本,同时也是充分发挥现有设备的产能,提高产品质量,缩短生产周期,提高客户满意度,提升工场的市场竞争力,扩大和稳固市场分额。为了更好的实现新的生产运作系统,提出了建立在精益生产基础之上的生产运作实施方案。在执行过程中预见性的提出了保障措施,避免了新的生产运作实施中可能会遇到的认识及人为意识方面的阻力。在把设备、生产、环境有机结合,共同促进市场开发方面,为企业提供新的思路和途经。
通过本文的研究,要改进工场的生产运作体系,是一个逐渐完善的过程,本次研究致使工场的生产运作体系进行了完全的改变,但是由于员工的认识水平和生产惯性等因素,要想达到完全的生产改善方案的目标,还是有待日后的实施作业中不断地挖掘更加适应工场现状的改良方案。
Manufacturing system is not only on the very important position of enterprises operation management but also the main part of value composing. So it is the most important task of the manufacture operations to totally analyze the manufacture process system, enhance the producing efficiency, cut down the consume of labor useless and increase value of product so as to neatly response to the market requirement and increase enterprise competitiveness. In the paper, we will begin with the problems of production operation process. And then give a brief of Haili Pilot Plant and analysis producing management organization and process at present. Next, introduce some advanced theory of manufacture field. So that we could find the path of optimizing and improving Haili Pilot Plant manufacture system by analysis such as quantity and quality, the statistic of graphic and table investigation on the site, systems analysis and so on.
Studying the problems and elements of manufacture operation in Haili Pilot Plant, so that find the root cause,and then conclude the method of inventory elimination production equipment maintenance, reduce production time, increase production efficiency etc. Satisfy the customer at better level by manufacture improvement. At the last, the company could achieve the goal to enlarge profit and market share. We could find a new idea combining technique, manufacture and equipment to promote market development.
The paper mainly consists of three parts. The first, give a brief of Haili Pilot Plant and analysis the problems of manufacturing system, design new manufacturing operation system based on the Haili Pilot Plant manufacture character. The second, the new manufacturing operation system implementation was proposed based on lean production manufacturing operations. Finally, the measures proposed to avoid the problems may be encountered in the new production operation implementation, including the resistance of knowledge and employees awareness.
By studying, improving the plant manufacturing operation system is a gradual improvement process. The study resulted in the plant operation system for a complete change, but the employees awareness and habits affect the result, and we should have more methods to improve.
通过本文的研究,要改进工场的生产运作体系,是一个逐渐完善的过程,本次研究致使工场的生产运作体系进行了完全的改变,但是由于员工的认识水平和生产惯性等因素,要想达到完全的生产改善方案的目标,还是有待日后的实施作业中不断地挖掘更加适应工场现状的改良方案。
Manufacturing system is not only on the very important position of enterprises operation management but also the main part of value composing. So it is the most important task of the manufacture operations to totally analyze the manufacture process system, enhance the producing efficiency, cut down the consume of labor useless and increase value of product so as to neatly response to the market requirement and increase enterprise competitiveness. In the paper, we will begin with the problems of production operation process. And then give a brief of Haili Pilot Plant and analysis producing management organization and process at present. Next, introduce some advanced theory of manufacture field. So that we could find the path of optimizing and improving Haili Pilot Plant manufacture system by analysis such as quantity and quality, the statistic of graphic and table investigation on the site, systems analysis and so on.
Studying the problems and elements of manufacture operation in Haili Pilot Plant, so that find the root cause,and then conclude the method of inventory elimination production equipment maintenance, reduce production time, increase production efficiency etc. Satisfy the customer at better level by manufacture improvement. At the last, the company could achieve the goal to enlarge profit and market share. We could find a new idea combining technique, manufacture and equipment to promote market development.
The paper mainly consists of three parts. The first, give a brief of Haili Pilot Plant and analysis the problems of manufacturing system, design new manufacturing operation system based on the Haili Pilot Plant manufacture character. The second, the new manufacturing operation system implementation was proposed based on lean production manufacturing operations. Finally, the measures proposed to avoid the problems may be encountered in the new production operation implementation, including the resistance of knowledge and employees awareness.
By studying, improving the plant manufacturing operation system is a gradual improvement process. The study resulted in the plant operation system for a complete change, but the employees awareness and habits affect the result, and we should have more methods to improve.
引文
[1]刘丽文.生产与运作管理.北京：清华大学出版社,2002,3-5
[2][美]威廉J·史蒂文森.张群,张杰译.生产与运作管理.北京：机械工业出版社,2000.165-169
[3]陈荣秋,周水银.生产运作管理的理论与实践.北京：中国人民大学出版社,2003,22-23
[4]威廉著.精益企业：最小化浪费的综合方法.大连：东北财经大学出版社,2005,34-36
[5]龚国华,王国才著.生产与运营管理—制造业和服务业.上海：复旦大学出版社,2003,(2)：5-6
[6]海利集团内部刊物编辑部.海利产品特刊.长沙,2007,(6)：17-18
[7]James P. Womack, Daniel T. Jones, Daniel Roos. The Machine That Changed the World:The Story of Lean Production Harper Perennial. Reprint edition 1991,38-39
[8]Armand V Feigenbaum.TOTAL QUALITY CONTROL.McGraw-Hill,2005, 312-313
[9]肖智军著.精益生产方式(JIT).深圳：海天出版社,2002,171-172
[10]Khalid Sheikh. Manufacturing Resource Planning (MRP Ⅱ) with Introduction to ERP, SCM, and CRM. McGraw-Hill Professional,2002,125-127
[11]黄群慧,王陆首著.论20世纪生产管理技术发展与模式创新.外国经济与管理,1999,23-25
[12]海利集团内部刊物编辑部.海利公司如何面对金融危机,2008,(12)：22-27
[13]迈克尔.波特著.陈小悦译.竞争战略.北京：华夏出版社,2003,112-114
[14]Geore jr. stalk. Harvard Business Review,1988,(6):22-27
[15]刘丽文.生产与运作管理.北京：清华大学出版社,2006,(3)：372-373
[16]Michael Hammer,James Champy.Reengineering the Corporation:A Manifesto for Business Revolution.Harper Business(May 1994),67-89
[17]理查德.B.蔡斯,尼古拉斯.J.阿奎拉诺,F.罗伯特.雅各布斯著.运营管理.北京：机械工业出版社,2004,321-322
[18]利瓦伊华著.企业全面资源运营论.北京：机械工业出版社,2003,88-89
[19]海利试验工场发展历程,2008,3-4
[20]罗杰斯著.抓住企业的未来.大连：东北财经大学出版社,2003,56-57
[21]李庆远著.改善生产管理的利器：5S与TMP实务.北京：北京大学出版社,2003,78-79
[22]吴嘉最,郑大兴著.制造业六西格玛应用手册.北京：中国人民大学出版社,2004,11-12
[23]海利试验工场管理文件汇编——人力资源篇,2009,21-26
[24]海利试验工场管理文件汇编——班组管理篇,2009,46-49
[25]海利试验工场管理檔汇编——月度生产作业计划,2009,79-88
[26]海利试验工场管理文件汇编——生产调度管理制度,2009,192-194
[27]海利试验工场管理文件汇编——生产控制的重要环节及管理规定,2009,231-233
[28]郝渊晓,郭永.采购物流学.广州：中山大学出版社,2007,7-8
[29]天津市人民政府外事办公室,南开大学,日本住友商事株式会社.企业的社会责任.天津：南开大学出版社,2008,178-180
[30][美]沃麦克著.丰田精益生产方式.沈希瑾译.北京：中信出版社,2008,45-46
[31][美]丹尼斯(Dennis.P.).什么是精益·全面掌握丰田生产方式.闫宏伟,张仕航译.北京：中国财政经济出版社,2009,37-45
[32]叶守礼.企业运营管理.上海：立信会计出版社,2004,66-68
[33]海利试验工场文件.关于推行“三整合”管理体系的通知,2009,(22)
[34]海利试验工场财务管理制度,2009,12-13
[2][美]威廉J·史蒂文森.张群,张杰译.生产与运作管理.北京：机械工业出版社,2000.165-169
[3]陈荣秋,周水银.生产运作管理的理论与实践.北京：中国人民大学出版社,2003,22-23
[4]威廉著.精益企业：最小化浪费的综合方法.大连：东北财经大学出版社,2005,34-36
[5]龚国华,王国才著.生产与运营管理—制造业和服务业.上海：复旦大学出版社,2003,(2)：5-6
[6]海利集团内部刊物编辑部.海利产品特刊.长沙,2007,(6)：17-18
[7]James P. Womack, Daniel T. Jones, Daniel Roos. The Machine That Changed the World:The Story of Lean Production Harper Perennial. Reprint edition 1991,38-39
[8]Armand V Feigenbaum.TOTAL QUALITY CONTROL.McGraw-Hill,2005, 312-313
[9]肖智军著.精益生产方式(JIT).深圳：海天出版社,2002,171-172
[10]Khalid Sheikh. Manufacturing Resource Planning (MRP Ⅱ) with Introduction to ERP, SCM, and CRM. McGraw-Hill Professional,2002,125-127
[11]黄群慧,王陆首著.论20世纪生产管理技术发展与模式创新.外国经济与管理,1999,23-25
[12]海利集团内部刊物编辑部.海利公司如何面对金融危机,2008,(12)：22-27
[13]迈克尔.波特著.陈小悦译.竞争战略.北京：华夏出版社,2003,112-114
[14]Geore jr. stalk. Harvard Business Review,1988,(6):22-27
[15]刘丽文.生产与运作管理.北京：清华大学出版社,2006,(3)：372-373
[16]Michael Hammer,James Champy.Reengineering the Corporation:A Manifesto for Business Revolution.Harper Business(May 1994),67-89
[17]理查德.B.蔡斯,尼古拉斯.J.阿奎拉诺,F.罗伯特.雅各布斯著.运营管理.北京：机械工业出版社,2004,321-322
[18]利瓦伊华著.企业全面资源运营论.北京：机械工业出版社,2003,88-89
[19]海利试验工场发展历程,2008,3-4
[20]罗杰斯著.抓住企业的未来.大连：东北财经大学出版社,2003,56-57
[21]李庆远著.改善生产管理的利器：5S与TMP实务.北京：北京大学出版社,2003,78-79
[22]吴嘉最,郑大兴著.制造业六西格玛应用手册.北京：中国人民大学出版社,2004,11-12
[23]海利试验工场管理文件汇编——人力资源篇,2009,21-26
[24]海利试验工场管理文件汇编——班组管理篇,2009,46-49
[25]海利试验工场管理檔汇编——月度生产作业计划,2009,79-88
[26]海利试验工场管理文件汇编——生产调度管理制度,2009,192-194
[27]海利试验工场管理文件汇编——生产控制的重要环节及管理规定,2009,231-233
[28]郝渊晓,郭永.采购物流学.广州：中山大学出版社,2007,7-8
[29]天津市人民政府外事办公室,南开大学,日本住友商事株式会社.企业的社会责任.天津：南开大学出版社,2008,178-180
[30][美]沃麦克著.丰田精益生产方式.沈希瑾译.北京：中信出版社,2008,45-46
[31][美]丹尼斯(Dennis.P.).什么是精益·全面掌握丰田生产方式.闫宏伟,张仕航译.北京：中国财政经济出版社,2009,37-45
[32]叶守礼.企业运营管理.上海：立信会计出版社,2004,66-68
[33]海利试验工场文件.关于推行“三整合”管理体系的通知,2009,(22)
[34]海利试验工场财务管理制度,2009,12-13