精益生产在xx公司路由器生产线中的应用.doc

精益生产在xx公司路由器生产线中的应用

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摘要 名硕电脑（苏州）有限公司是一家电子制造企业，其五厂以生产路由器为主。本文在概述精益生产方式相关理论和公司生产运营状况的基础上，提出了“样板区先行”的工作思路，选择名硕电脑五厂—TL R402M型号的路由器生产线作为样板区，研究其从测试项目中的烧写媒体接入控制地址到装配项目完成过程的生产线精益改善。剖析其主要生产问题，总结出TL R402M路由器生产线不平衡、工序不合理、物料消耗控制系统的不合理以及现场管理不到位等主要问题。
针对总结出的生产线问题，通过运用流程程序分析法、控制图法以及成本看板管理等方法对TL R402M路由器生产线工艺流程优化、平衡生产线、成本看板管理系统的导入和现场5S活动的推行等重点项目改善的实施，使得TL R402M路由器总生产线平衡率由原先的83.9%提高到了86%，提升了2.1%；包装项目的生产线平衡率由原先的87.2%提高到了92%，提升了4.8%，年产能由原先的2,117,120件提高到了2,200,320件，年产能增加83,200件；工艺流程优化后由原先的21道工序减为改善后的18道工序，并且减少了4个工位，使得包装项目原先的操作人员的32cm操作工位间隔增加至改善后的45cm，改善了操作人员的操作环境，提升了操作效率；在物料消耗控制系统方面，由原先的典型的推动式物料控制改善为成本看板的拉动式物料消耗控制系统，并且标准成本思想的导入，使得在准确、及时、保质的物料消耗控制的同时提升了对生产线成本的管理控制，此外还实施了现场5S推行，提升了企业的竞争力。
本文的研究对名硕电脑公司和类似企业具有较高的参考价值和借鉴作用，对一般企业的精益改善的推行有一定的理论价值和方法指导作用，以期望提高其管理水平，以加快国内制造业的发展，从而拉动经济的增长。

关键词：精益生产 生产线平衡 控制图 流程程序分析 成本看板管理

Lean production research to improve the line of Router for XX Company
Abstract MingShuo computer (Suzhou) Co., Ltd. is an electronics manufacturing company, its fifth factory are based on producing router. In this paper, an overview of basic theory of lean production and operational status of the company, proposed a "model area ahead" ideas, choose the relatively mature project conditions of its fifth factory-TL R402M router product line as a model area, Research lean improvements of the line from the burning of its MAC (media Access Control) address to the assembly process of the product. Analyze its main production problems, summed TL R402M router product line imbalance, processes unreasonable, irrational consumption of materials and on-site management and control systems are not in place.
For summed up the production line problems, through the use of flow process analysis, control chart and the cost of Kanban management methods to improve TL R402M router production line process optimization, balancing production lines, the implementation of other costs Kanban management systems to import and live 5S activities, key projects implementation of improvements, making TL R402M router total production line balance rate from the original 83.9% to 86%, improved by 2.1%; production line balance rate packaging items from the original 87.2% to 92%, an increase of 4.8% ;the annual capacity from the original 2,117,120 items increased to 2,200,320, with annual production capacity of 83,200 pieces; after process optimization, the original process 21 was reduced to 18,the process improvement reduce 4-position, so that,the original operatives bit interval of packaging project operator from 32cm increased to 45cm,improve the operator's operating environment and operational efficiency; in material consumption control system, the original typical control-driven material control system improve to the cost of kanban pull materials consumption control system, and the cost of importing a standard thought, making the control of material consumption on the production line accurate, timely, shelf, at the same time enhance the management and control costs, in addition to the implementation of the on-site implementation of 5S, enhance the competitiveness of enterprises.
This study with a high reference value reference for MingShuo computer company and similar enterprises and a certain theoretical and methodological guidance role for the implementation of the general improvement in lean enterprise, hoping to provide the appropriate reference for domestic SMEs in order to improve the management level of SMEs and to accelerate the country's economic development.

Key words: Lena Production Line Balancing Control Charts Program Analysis Process Cost Kanban

目录
第一章 绪论 1
1.1 选题背景 1
1.2 国内外研究现状 2
1.3 研究目的及意义 3
1.4 主要研究内容 3
第二章 精益生产方式相关理论概述 5
2.1 精益生产方式的基本哲理 5
2.2 准时化生产技术 5
2.2.1 均衡生产技术 5
2.2.2 目视管理技术 6
2.2.3 看板技术 7
2.3 自働化技术 7
2.3.1 全面质量管理 7
2.3.2 异常管理 8
2.4 TPS保证制度 8
第三章 XX公司五厂路由器生产线现状及问题分析 10
3.1 XX公司概况 10
3.1.1 XX公司发展历程 10
3.1.2 XX公司主营业务 10
3.1.3 XX公司五厂生产经营现状 11
3.2 XX公司五厂生产线问题分析 11
3.2.1 工艺流程分析 11
3.2.2..