基于精益生产的CACC公司尼桑项目生产运作改进分析
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摘要
从现在汽车及零部件行业发展趋势来看,世界各大汽车零部件厂商正趋向于国际化发展。北美汽车零部件厂商向东欧市场投资;欧洲汽车零部件厂商向海外投资;日本汽车零部件厂商在全球范围内建厂投资。为了使经营趋向全球化发展,世界各大汽车厂商促进变革供应体制,实行全球的生产采购。因而,推进了全球汽车零部件厂商的并购与重组。由于市场的高度集中又促进了供应链的发展,随之新技术应用于研发以此来满足市场需求。这就提出了零部件企业要想生存就必须跟上市场发展趋势的新需求。
德国大陆集团在2010年成为世界企业500强之一,同时也是世界汽车零部件配套企业百强之一。并且在2010年销售取得了可喜的业绩,其收入为260亿欧元。德国大陆集团的方向是:引领汽车业“安全、环保、信息、经济适用车”发展的四大趋势。并正在研发新的市场所需产品给力于汽车行业的当今趋势。CACC公司是德国大陆集团在中国长春投资建设的独资子公司,现已是世界汽车零部件领先的厂商之一。2010年销售创造了50亿元人民币。公司已有领先的SMT表面贴装作业生产线、完善的测试仪器及设备、标准的国际化管理质量的体系。并为满足汽车业的当今发展而正在研发新的所需产品。
CACC公司设有专门的生产系统部,于建厂初期,在学习精益生产的基础上,将精益生产的理念,结合CACC公司的生产实际,实施了精益生产。生产系统部与有关部门从5S管理等方面做了探索及应用。现为了解决尼桑项目生产运作中存在的问题,本文以持续改善理念为指导,应用理论研究和实践研究相结合的研究方法,对尼桑项目生产运作中存在的问题进行改进分析的应用。
通过对尼桑项目生产运作中存在问题而进行的改进取得了较理想的收益。具体是:精益生产的理念和工具得到了充分应用,取得了改进物流、生产、人员等方面的效果。实现了原材料供应准时化、包装出货准时化;在制品减少了83.33%、换型时间缩短了75%、节拍时间缩短了14.89%、设备综合效率提高了5.4%、生产效率提高了20%;人员生产效率提高了50%,人员素质得到了优化,实践了“造物即造人”的理念。2010年尼桑项目降低生产运营成本近2000万人民币,销售收入为1.66亿人民币,占CACC公司销售收入近4%。
尼桑项目生产改进是追求精益求精与尽善尽美的过程,它符合企业追求卓越自我提升的需要,同时也为企业创造出了价值。尼桑项目生产的改进使CACC公司在推行精益生产过程中,满足了客户激增需求,获取了市场的竞争力。
From the current development trend status of the automobile industry, its development towards to the global international trend. The auto enterprise from north America invest to the East Europe markert. Europe auto enterprise do the investment to the overseas. The Japanese auto enterprise set up the plants in the whole world. In order to make the sales and management globally, all the auto enterprise from all over the world accelerate the transform system and implement the global purchasing. The transform push and accelerate the merge of the auto industry.Due to the high centralization of the market, it accelerates the development of the Supply Chain Management,and the new technology apply to the R&D research and development to meet the market demand. The auto enterprise need to keep the same pace with the development trend of the market if they want to survive.
Continental is one of the top 500 famous companies of the world in 2010, and also it is one of the top 100 famous auto industry suppliers. The total sales has reached to 260 billion Euro in 2010. The way of the Continental is that: leading the four trends of the auto development, safety,environmental, information, economic car and exploiture the new products to be suitable for the development of the auto industry. CACC is the subsidiary of the Continental, now it has become the very famous suppliers of the auto industry. The total sales has already reached to 50 billion RMB in 2010.CACC have the advanced SMT line and test equipment and the international standard Quality management system and make the new products for the four trends of the development for auto industry.
CACC have the CAPS dept. which is set up in the beginning of the plant, it is responsible for the lean production based on the actual status and the theory, CAPS work together with other relative dept for explore and application on 5S, etc. In order to solve the problems during the production operation, the thesis apply the methord of the theory and the practice to do the analysis for the problem and improvement.
Based on the improvement of the problem for Nissan project operation, the operation cost has already decreased, fully meet the customer demand, and benefit for the competition. The detailed benefits are as follows: making full use of the lean production theory, and make the improvement on Logistics, production and the workforce, the materials supply have already make JIT mode, packaging JIT mode, the WIP semi-finished goods reduce 83.33%, the change over time reduce 75%, cycle time reduce 14.89%, the efficient of the equipment is increased 5.4%, the production efficient increase 20%, the efficient of the workforce increase 50%, the making of the workforce has been optimized. And make the produce products meanwhile,improve the ability of the staff to come true. CACC total sales has reached to 50 billion in 2010 including Nissan project 1.66 billion which are occupied 4%.
The improvement of the Nissan project is based on the lean production, The whole process is full of the idea of make it better, it is suitable for the demand of self improvement for one enterprise, and also create the big value. The improvement of the Nissan Project make CACC have the big competition in the market.
德国大陆集团在2010年成为世界企业500强之一,同时也是世界汽车零部件配套企业百强之一。并且在2010年销售取得了可喜的业绩,其收入为260亿欧元。德国大陆集团的方向是:引领汽车业“安全、环保、信息、经济适用车”发展的四大趋势。并正在研发新的市场所需产品给力于汽车行业的当今趋势。CACC公司是德国大陆集团在中国长春投资建设的独资子公司,现已是世界汽车零部件领先的厂商之一。2010年销售创造了50亿元人民币。公司已有领先的SMT表面贴装作业生产线、完善的测试仪器及设备、标准的国际化管理质量的体系。并为满足汽车业的当今发展而正在研发新的所需产品。
CACC公司设有专门的生产系统部,于建厂初期,在学习精益生产的基础上,将精益生产的理念,结合CACC公司的生产实际,实施了精益生产。生产系统部与有关部门从5S管理等方面做了探索及应用。现为了解决尼桑项目生产运作中存在的问题,本文以持续改善理念为指导,应用理论研究和实践研究相结合的研究方法,对尼桑项目生产运作中存在的问题进行改进分析的应用。
通过对尼桑项目生产运作中存在问题而进行的改进取得了较理想的收益。具体是:精益生产的理念和工具得到了充分应用,取得了改进物流、生产、人员等方面的效果。实现了原材料供应准时化、包装出货准时化;在制品减少了83.33%、换型时间缩短了75%、节拍时间缩短了14.89%、设备综合效率提高了5.4%、生产效率提高了20%;人员生产效率提高了50%,人员素质得到了优化,实践了“造物即造人”的理念。2010年尼桑项目降低生产运营成本近2000万人民币,销售收入为1.66亿人民币,占CACC公司销售收入近4%。
尼桑项目生产改进是追求精益求精与尽善尽美的过程,它符合企业追求卓越自我提升的需要,同时也为企业创造出了价值。尼桑项目生产的改进使CACC公司在推行精益生产过程中,满足了客户激增需求,获取了市场的竞争力。
From the current development trend status of the automobile industry, its development towards to the global international trend. The auto enterprise from north America invest to the East Europe markert. Europe auto enterprise do the investment to the overseas. The Japanese auto enterprise set up the plants in the whole world. In order to make the sales and management globally, all the auto enterprise from all over the world accelerate the transform system and implement the global purchasing. The transform push and accelerate the merge of the auto industry.Due to the high centralization of the market, it accelerates the development of the Supply Chain Management,and the new technology apply to the R&D research and development to meet the market demand. The auto enterprise need to keep the same pace with the development trend of the market if they want to survive.
Continental is one of the top 500 famous companies of the world in 2010, and also it is one of the top 100 famous auto industry suppliers. The total sales has reached to 260 billion Euro in 2010. The way of the Continental is that: leading the four trends of the auto development, safety,environmental, information, economic car and exploiture the new products to be suitable for the development of the auto industry. CACC is the subsidiary of the Continental, now it has become the very famous suppliers of the auto industry. The total sales has already reached to 50 billion RMB in 2010.CACC have the advanced SMT line and test equipment and the international standard Quality management system and make the new products for the four trends of the development for auto industry.
CACC have the CAPS dept. which is set up in the beginning of the plant, it is responsible for the lean production based on the actual status and the theory, CAPS work together with other relative dept for explore and application on 5S, etc. In order to solve the problems during the production operation, the thesis apply the methord of the theory and the practice to do the analysis for the problem and improvement.
Based on the improvement of the problem for Nissan project operation, the operation cost has already decreased, fully meet the customer demand, and benefit for the competition. The detailed benefits are as follows: making full use of the lean production theory, and make the improvement on Logistics, production and the workforce, the materials supply have already make JIT mode, packaging JIT mode, the WIP semi-finished goods reduce 83.33%, the change over time reduce 75%, cycle time reduce 14.89%, the efficient of the equipment is increased 5.4%, the production efficient increase 20%, the efficient of the workforce increase 50%, the making of the workforce has been optimized. And make the produce products meanwhile,improve the ability of the staff to come true. CACC total sales has reached to 50 billion in 2010 including Nissan project 1.66 billion which are occupied 4%.
The improvement of the Nissan project is based on the lean production, The whole process is full of the idea of make it better, it is suitable for the demand of self improvement for one enterprise, and also create the big value. The improvement of the Nissan Project make CACC have the big competition in the market.
引文
[1]程光,邬洪迈编著.《工业工程与系统仿真应用》[M],冶金工业出版社,2009.
[2](日)大野耐一著《.大野耐一的现场管理——精益思想丛书》[M],崔柳等译,机械工业出版社,2006.
[3] [日]佃律志著.《图解丰田生产方式》[M],腾永红译,东方出版社,2006.
[4]黄卫伟著.《生产与作业管理》[M],中国人民大学出版社,2009.
[5]况平主编.《优秀班组长怎样抓现场》[M],中国时代经济出版社,2008.
[6]刘树华,鲁建厦,王家尧编著.《精益生产》[M],机械工业出版社,2010.
[7]娄伟编著.《用人战术》[M],中国城市出版社,1999.
[8]孙亚彬著.《精益生产实战手册:单元生产与拉动看板》[M],海天出版社,2006
[9]汪中求著.《谁能超越丰田》[M],腾永红译,新华出版社,2010.
[10]王晶,席阳,荣超著.《企业消除浪费的理论与实践》[M],社会科学文献出版社,2010.
[11](美)威廉.史蒂文森(William J.Stevenson)(罗切斯特理工学院),(中)张群(北京科技大学),张杰(对外经济贸易大学)著-中国版.《运营管理》(原书第九版) [M],机械工业出版社,2009.
[12]文放怀著.《精益生产入门》[M],广东经济出版社,2006
[13]沃麦克,琼斯著.《精益思想》[M],沈希瑾等译,机械工业出版社,2008.
[14]杨建宏,殷卫民,黄华编著《.精益生产实战应用》[M],经济管理出版社, 2010.
[15]詹姆斯.摩根,杰弗瑞.莱克著.《丰田产品开发体系》[M],精益企业中国译,中国财政经济出版社,2008.
[1]范国芳.六安齿轮公司的精益生产线改造实践[J],中国市场,2010,49.
[2]高子勇.我国制造业实施精益生产中的问题与对策[J],中国市场,2010,49.
[3]机电部(296).综合信息[J],1989,12.
[4]Jon Chorley在制造企业中整合精益生产和绿色计划[J],中国机电工业,2009,06.
[5]雷爱国.精益生产要略[J],上海经济,2005,2.
[6]李伯鸣.精益生产e创造[J],中国机电企业,2007,8.
[7]苗要党,段春雷,李诚.精益生产浅述[J],机械,2007,S1.
[8]唐倩.创新管理模式,实施精益生产[J]—上海日立电器有限公司的精益之路电器,2010,12.
[9]徐人生,盛杰.我国企业精益生产现状及应用研究[J],传承,2010,36.
[10]余伟辉.精益生产如何应对高员工流失率[J],中外管理,2008,11.
[11]岳秀敏.精益生产在中国制造业中的应用浅析[J],四川省情,2008,11.
[12]张莹利.从丰田的精益生产方式看中国的生产管理[J],现代企业教育,2007,17.
[1]管学军报道.一汽大众:战略性扩产大幕徐徐拉开[N],中国工业报,2010,7 .
[2]建业,程鹏报道.安徽合力精益生产奇迹的缔造者[N],证券时报,2010,7 .
[3]李炜报道.江滨活塞推行精益生产成效显著[N],中国工业报,2010,3.
[4]李秋报道.精益管理助推中国重汽加速[N],中国商报,李秋报道,2010,8.
[5]张维刚,景洪军报道.网运生产管理可视化——广州中心局建设电子看板系
[6]中国邮政报,2010,12 .
[2](日)大野耐一著《.大野耐一的现场管理——精益思想丛书》[M],崔柳等译,机械工业出版社,2006.
[3] [日]佃律志著.《图解丰田生产方式》[M],腾永红译,东方出版社,2006.
[4]黄卫伟著.《生产与作业管理》[M],中国人民大学出版社,2009.
[5]况平主编.《优秀班组长怎样抓现场》[M],中国时代经济出版社,2008.
[6]刘树华,鲁建厦,王家尧编著.《精益生产》[M],机械工业出版社,2010.
[7]娄伟编著.《用人战术》[M],中国城市出版社,1999.
[8]孙亚彬著.《精益生产实战手册:单元生产与拉动看板》[M],海天出版社,2006
[9]汪中求著.《谁能超越丰田》[M],腾永红译,新华出版社,2010.
[10]王晶,席阳,荣超著.《企业消除浪费的理论与实践》[M],社会科学文献出版社,2010.
[11](美)威廉.史蒂文森(William J.Stevenson)(罗切斯特理工学院),(中)张群(北京科技大学),张杰(对外经济贸易大学)著-中国版.《运营管理》(原书第九版) [M],机械工业出版社,2009.
[12]文放怀著.《精益生产入门》[M],广东经济出版社,2006
[13]沃麦克,琼斯著.《精益思想》[M],沈希瑾等译,机械工业出版社,2008.
[14]杨建宏,殷卫民,黄华编著《.精益生产实战应用》[M],经济管理出版社, 2010.
[15]詹姆斯.摩根,杰弗瑞.莱克著.《丰田产品开发体系》[M],精益企业中国译,中国财政经济出版社,2008.
[1]范国芳.六安齿轮公司的精益生产线改造实践[J],中国市场,2010,49.
[2]高子勇.我国制造业实施精益生产中的问题与对策[J],中国市场,2010,49.
[3]机电部(296).综合信息[J],1989,12.
[4]Jon Chorley在制造企业中整合精益生产和绿色计划[J],中国机电工业,2009,06.
[5]雷爱国.精益生产要略[J],上海经济,2005,2.
[6]李伯鸣.精益生产e创造[J],中国机电企业,2007,8.
[7]苗要党,段春雷,李诚.精益生产浅述[J],机械,2007,S1.
[8]唐倩.创新管理模式,实施精益生产[J]—上海日立电器有限公司的精益之路电器,2010,12.
[9]徐人生,盛杰.我国企业精益生产现状及应用研究[J],传承,2010,36.
[10]余伟辉.精益生产如何应对高员工流失率[J],中外管理,2008,11.
[11]岳秀敏.精益生产在中国制造业中的应用浅析[J],四川省情,2008,11.
[12]张莹利.从丰田的精益生产方式看中国的生产管理[J],现代企业教育,2007,17.
[1]管学军报道.一汽大众:战略性扩产大幕徐徐拉开[N],中国工业报,2010,7 .
[2]建业,程鹏报道.安徽合力精益生产奇迹的缔造者[N],证券时报,2010,7 .
[3]李炜报道.江滨活塞推行精益生产成效显著[N],中国工业报,2010,3.
[4]李秋报道.精益管理助推中国重汽加速[N],中国商报,李秋报道,2010,8.
[5]张维刚,景洪军报道.网运生产管理可视化——广州中心局建设电子看板系
[6]中国邮政报,2010,12 .