xx企业生产现场问题研究（本科毕业论文设计）.doc

目   录

摘    要 I
ABSTRACT II
1  绪  论 1
1.1 论文选题背景 1
1.2 国内外研究现状 1
1.3 论文研究的目的和意义 3
1.4 论文的主要研究内容 4
2 分厂生产现场核心工序问题诊断与改善 5
2.1 蛇形管自动生产线简介 5
2.2 自动线热丝焊及前端工序问题诊断与改善 5
2.2.1 热丝焊及前端工序现状 5
2.2.2 热丝焊及前端现状问题诊断 6
2.2.3 改善方案及预期效果 13
2.2.4 改善效果 16
2.3 自动线大料架、探伤及顶敦弯工序问题诊断与改善 16
2.3.1大料架、探伤及顶敦弯工序现状 17
2.3.2大料架、探伤及顶敦弯现状问题诊断 22
2.3.3 改善方案及预期效果 24
2.4 本章小结 29
3       分厂生产现场生产组织问题诊断与改善 31
3.1 生产现场生产组织现状 31
3.2 生产现场生产组织问题诊断 32
3.3 改善方案 35
3.4 预计改善效果 35
3.5 本章小结 36
4  企业生产资源配置诊断与改善 37
4.1 企业产品结构及资源配置现状问题诊断 37
4.2 企业现场资源综合优化配置方案 38
4.3 预计改善效果 40
4.4 本章小结 44
5  结  论 45
致  谢 46
参 考 文 献 47

摘    要

　　　随着原材料成本和用工成本的大幅上涨，降本增效、走集约式增长道路越来越引起我国制造型企业的重视。论文针对某制造型企业制造中心现存的问题现状，综合利用工业工程的方法和技术，从三个层次对该公司不同层面的问题进行剖析和诊断，同时提出相应的改善措施。
　　　第一个层次是核心工序效率提升改善。针对制造中心某分厂的自动生产线目前产能远低于其设计产能的问题，主要通过秒表测时、人机作业分析、联合作业分析等具体工业工程方法，对生产线上核心工序进行研究，找到影响其生产效率的主要因素，提出相应的解决方案并实施。
　　　第二个层次是生产现场管理流程改善。论文通过管理事务流程分析和工作抽样，诊断分析出造成生产现场组织混乱和工序班组不协调的主要原因，并根据企业的实际情况提出了改善意见。
　　　第三个层次是制造中心各分厂资源调配。由于存在资源闲置问题，该公司希望将各个分厂的资源进行重组。论文通过现场调研和工作抽样，结合历史数据和市场订单预测进行综合分析，提出各分厂资源重组系统解决方案。并针对在资源调配重组中可能出现的问题，给出相应的应对措施。
　　　上述三个层次的改善方案现已逐步实施，部分方案已经收到效果。

关键词：制造企业，现场改善，工业工程，资源重组

ABSTRACT

　　　With rapidly rising costs of raw materials and labor China manufactering factories pay more attention on reducing costs and improving efficiencies. In this paper, the problems of the manufacturing center of a manufaturing enterprise are diagnosised from  three levels, by using the technologies and methods of Industrial Engineering,, and the corresponding improvement measures are also represented.
　　　The first level is improving the efficiency of the core processes. In a branch factory of the manufacturing center, the actual production capacity of the automatic production line is far lower than the design. To solve this problem, by using some specific methods, such as Direct Time Study-Intensive Samplings, Man-Machine Work Ananysis, Alliance Work Ananysis, we study the core processes on the prduction line, finding the key factors effecting on the prduction efficiency, and raising the corresponding solutions, and then carrying on them.
　　　The second level is improving the management process in the production site. The major causes of the production-organization confusion and the disagreeing between two working procedures and workgroups was analysised in the paper. And the sugestion about improvement is made.
　　　The last level is the deployment of the resources in the branch factories. The company wants to reorganize the resources, because of the unused ones. Through investguetion and working samples, combined with the historical datas and market orders forecasts, after comprehensive analysising, the solutions about the system of the resources reorganizing are raised. What’s more, the response measures to the problems may come along in the reorganization processs are also gived out.
　　　
　　　
Key words: Manufactering Enterprise, Improvements in Prduction Site, Industrial
Engineering, the Reorganization of Resources