企业精益能力模型构建及系统化改善方法研究
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摘要
精益生产是继大批量生产之后的一种新型生产方式,必将会对整个制造业的转变带来深远的影响,但如何全方位评价企业精益生产实施水平和取得的效果,是一个关系到精益生产是否能顺利推广的关键问题,对此,本文提出了企业精益能力的概念,并以精益能力指数(LCI)全方位的概括企业精益生产实施水平,并对该指数的构成和计算进行了分析研究。
本文在查阅国内外相关文献的基础上,对精益能力的构成进行了分析,提出了精益能力的构建模型,并将企业精益能力分为三个层次,经营能力、运营能力、现场能力,针对每一层次进行了模型构建,力求反映企业的流程和功能,并建立量化评价标准,以及对相关标准进行了研究和说明。
同时针对提升精益能力,提出主要对策:精益目标管理,并将精益目标管理的三个主要部分:目标管理、课题管理、异常管理分别进行了研究,指出系统性精益工具是提升企业整体精益能力的主要手段,并将其他精益工具融入到提升精益能力中去。
最后,本文以某减震器有限公司精益能力提升项目作为理论研究的应用,验证了其可行性。
As a new production model after Ford Production, Lean production has taken a comprehensive effect on whole China Manufacturing. Meanwhile, how to all-round estimate the grade and result when corporation implement Lean production as a innovation tool, this is a key for Lean popular to the whole industry. So, in the paper, we put forward concept of Lean Capacity, and use Lean Capacity Index (LCI) to evaluate the level of Lean production carry out in enterprise, after that, we make a study on the component of index and explain the way to calculate them.
On the basis of the research methods home and abroad, we make a analysis on the constitute of Lean Capacity, and design the model of LC. In this model, LC is separated to three floors, which is Management capacity, Operation capacity, Execution capacity. To each floor, we construct model and matrix, trying to reflect the processing and function of enterprise. Besides, we introduce the score-evaluate standard, furthermore, we make a study and explain on the standard.
Also, we suggest that the main countermeasure to enhance LCI is to implement Lean Target Management, which cover Target Management、Project Management、Abnormal Management. Systematic Lean tool such as TM、PM、AM is main force to enhance the LCI, we discuss on how other Lean tool take action on LCI too.
At the end of the paper, using LCI on a manufacture company as the demonstration of the theory, and we validate the feasibility.
本文在查阅国内外相关文献的基础上,对精益能力的构成进行了分析,提出了精益能力的构建模型,并将企业精益能力分为三个层次,经营能力、运营能力、现场能力,针对每一层次进行了模型构建,力求反映企业的流程和功能,并建立量化评价标准,以及对相关标准进行了研究和说明。
同时针对提升精益能力,提出主要对策:精益目标管理,并将精益目标管理的三个主要部分:目标管理、课题管理、异常管理分别进行了研究,指出系统性精益工具是提升企业整体精益能力的主要手段,并将其他精益工具融入到提升精益能力中去。
最后,本文以某减震器有限公司精益能力提升项目作为理论研究的应用,验证了其可行性。
As a new production model after Ford Production, Lean production has taken a comprehensive effect on whole China Manufacturing. Meanwhile, how to all-round estimate the grade and result when corporation implement Lean production as a innovation tool, this is a key for Lean popular to the whole industry. So, in the paper, we put forward concept of Lean Capacity, and use Lean Capacity Index (LCI) to evaluate the level of Lean production carry out in enterprise, after that, we make a study on the component of index and explain the way to calculate them.
On the basis of the research methods home and abroad, we make a analysis on the constitute of Lean Capacity, and design the model of LC. In this model, LC is separated to three floors, which is Management capacity, Operation capacity, Execution capacity. To each floor, we construct model and matrix, trying to reflect the processing and function of enterprise. Besides, we introduce the score-evaluate standard, furthermore, we make a study and explain on the standard.
Also, we suggest that the main countermeasure to enhance LCI is to implement Lean Target Management, which cover Target Management、Project Management、Abnormal Management. Systematic Lean tool such as TM、PM、AM is main force to enhance the LCI, we discuss on how other Lean tool take action on LCI too.
At the end of the paper, using LCI on a manufacture company as the demonstration of the theory, and we validate the feasibility.
引文
[1][美]托马斯林,孔陈,爱德华布洛克著,王斌译战略成本管理人民邮电出版社2004
[2]张宏亮,精益生产实施能力影响因素的研究[博士论文],天津大学,2010
[3]周碧华.基于精益管理理念的企业经营绩效评价体系构建及应用[J].价值工程,2005(3):68-71
[4]Thomas W.Lusk. A measurement of the implementation of lean production in the industrial furnace and oven original equipment[D].America: Capella University,2004
[5]上海汽车工业(集团)总公司.精益管理评价体系[J].企业管理,2002(11):20-23
[6][美]詹姆斯·P·沃麦克, [英]丹皮尔·T·琼斯,[美]丹皮尔·鲁斯.改变世界的机器[M].北京:商务印书馆,2003,p119-148
[7][日]河田信,牛占文等译丰田管理方式-会计逻辑和生产逻辑相整合的管理方式中国铁道出版社2008
[8]佐佐木元,牛占文译TPS推进与企业管理革新,2008
[9]门田安弘.新丰田生产方式[M].河北:河北大学出版社,2008
[10]郭伦德,《目标管理》,北京大学出版社,2008
[11]刘胜军,精益一个流单元生产,海天出版社,2009
[12]韩朝华.国际制造业的前沿动态.经济管理文摘,2002,(22):12-17.
[13] [日]远藤功,林琳译.现场力[M].北京:中信出版社,2007,4
[14]大野耐一.丰田生产方式[M].北京:中国铁道出版社,2006.
[15]酒井挥昌.本田的品质管理与制造,广东经济出版社,2009.
[16]杰弗瑞K.莱克,迈克尔.豪瑟斯.企业文化[M].北京:机械工业出版社,2009
[17]李锦飞,马汉武,陈纪南,等.生产管理与调度[M].北京:化学工业出版社,2005
[18]龚其国,赵晓波,王永县.JIT生产控制策略的研究现状与进展.系统工程学报,2001,16(6):456-464.
[19]李浩铉,企业目标实绩点检方案,2008
[20]孔造杰和张海娟.准时化生产方式多采用技术的互动原理研究[J].计算机集成制造系统,2001,7(1):69-71
[21]蔡建华.论精益生产中的员工[J].科技管理研究,2005(1):86-87
[2]张宏亮,精益生产实施能力影响因素的研究[博士论文],天津大学,2010
[3]周碧华.基于精益管理理念的企业经营绩效评价体系构建及应用[J].价值工程,2005(3):68-71
[4]Thomas W.Lusk. A measurement of the implementation of lean production in the industrial furnace and oven original equipment[D].America: Capella University,2004
[5]上海汽车工业(集团)总公司.精益管理评价体系[J].企业管理,2002(11):20-23
[6][美]詹姆斯·P·沃麦克, [英]丹皮尔·T·琼斯,[美]丹皮尔·鲁斯.改变世界的机器[M].北京:商务印书馆,2003,p119-148
[7][日]河田信,牛占文等译丰田管理方式-会计逻辑和生产逻辑相整合的管理方式中国铁道出版社2008
[8]佐佐木元,牛占文译TPS推进与企业管理革新,2008
[9]门田安弘.新丰田生产方式[M].河北:河北大学出版社,2008
[10]郭伦德,《目标管理》,北京大学出版社,2008
[11]刘胜军,精益一个流单元生产,海天出版社,2009
[12]韩朝华.国际制造业的前沿动态.经济管理文摘,2002,(22):12-17.
[13] [日]远藤功,林琳译.现场力[M].北京:中信出版社,2007,4
[14]大野耐一.丰田生产方式[M].北京:中国铁道出版社,2006.
[15]酒井挥昌.本田的品质管理与制造,广东经济出版社,2009.
[16]杰弗瑞K.莱克,迈克尔.豪瑟斯.企业文化[M].北京:机械工业出版社,2009
[17]李锦飞,马汉武,陈纪南,等.生产管理与调度[M].北京:化学工业出版社,2005
[18]龚其国,赵晓波,王永县.JIT生产控制策略的研究现状与进展.系统工程学报,2001,16(6):456-464.
[19]李浩铉,企业目标实绩点检方案,2008
[20]孔造杰和张海娟.准时化生产方式多采用技术的互动原理研究[J].计算机集成制造系统,2001,7(1):69-71
[21]蔡建华.论精益生产中的员工[J].科技管理研究,2005(1):86-87