［1］
但随着我国进行产业结
构调整和受到国内外经济形势的冲击，我国的纺织类的企业收到了一定程度的冲击，
暴露出了不少的问题和危机，面临这样的状况纺织类企业要想继续以往的繁荣辉煌，
唯有进行“改革”与“转型”
本文介绍的公司的运营方式与家族企业有相似之处，管理模式随意性较大，缺乏
一套科学合理的管理模式，集体的智慧得不到充分的体现.自年金融危机以来，
因为在管理和生产方面存在问题，导致内忧外患的 TY 纺织染整有限公司公司一度陷
入困境。面对公司这样的处境，公司的管理者决定将精益生产的理念引入到本公司中
来
为了确保精益生产改革的成功，笔者及公司的相关领导认真研究了精益生产理论，
并分析了公司目前的整体生产经营状况及存在的问题，发现公司的车间布局、生产工
艺流程、生产现场管理均存在不同程度的问题，针对这些问题及公司的现状我们进一
步分析对改革必要性和可行性。根据精益生产理论提出了精益生产的优化措施，首先
是系统培训，分为全员精益思想培训和一线员工的精益培训，前者主要是进行一些理
论方面的培训，以便在公司内营造出万众一心的精益改革氛围，做好动员工作，后者
主要是根据精益生产理论培养一线员工的精益生产操作技能和习惯，为后续的精益改
进打下基础；第二步是核定公司的生产能力，做到生产开始前确认好公司对订单的生
产能力，避免因为生产能力的不足造成交付延期的现象，以此可以提高公司的市场形
象和信誉；第三步是确定合理的生产布局，这一措施是针对 TY 纺织染整有限公司的
生产布局分布不合理而进行的，目的在于消除因为布局不合理造成的等待等形式的浪
费；第四步实行标准化的作业，对各个生产过程进行标准化，实现准时化生产，提高
生产效率；最后是实施 6s 生产，对于精益生产中的各个环节制定了细则，将精益改
中文摘要 精益生产在 TY 公司生产改进的应用研究革进一步具体化、明确化，有益于
精益生产的深入开展
公司在经过一段时间的精益化改进运动后，公司的整体状况有了明显的改观。之
后我们对公司的改善状况进行了量化，分别从公司的产品交付率、仓库库存、产品合
格率等方面对这次精益改革进行了评估，另外，我们还从企业文化的变化、员工职业
素质的提高等方面进行了评估，总体来看，可以认为这次精益改进活动达到了预期的
效果，是一次成功的尝试。但正如精益化理论所强调的那样，没有最好只有更好，精
益化是一个永无止境的改进过程。TY 纺织染整有限公司的精益化改进之路注定也不
会是一帆风顺的，在精益化的过程中也走过许多的弯路，虽然公司已经在精益化生产
理论的指导下取得了一些成绩，但从整体来看，企业中还存在着一些老问题和新出现
的问题亟待解决，而这也是公司今后需要继续努力改进的地方
关键词：生产优化、精益生产、成效、6s 管理
作 者：成台荣
指导老师：尹洪英精益生产在 TY 公司生产改进的应用研究 英文摘要
III
Application Research of lean production in TY company
Abstract
Since implementation of reform and opening-up policies, a rapid development has
been achieved in Chinese economy and a considerable progress seen in China
manufacturing industry. However, when comparing with western developed countries,
some gaps still exist in various aspects. As an important part of China manufacturing
industry, textile industry is featured labor-intensive and conforms to the basic realities of
our populous country. So, during the past years, textile industry developed fast and became
an important part in national revenue of our country. However, along with industrial
structure adjustment carried out in China and due to changes in local and foreign economy
situation, Chinese textile enterprises have suffered great impact and quite a number of
problems and crisis have been revealed. In front of such a situation, textile enterprises must
carry out reform and transformation in order to drive the past prosperous and glorious
business into the future.
The company business operation method introduced in this paper is similar to that in
family businesses - a rather arbitrary management mode is adopted and collective wisdom
gets no way to play a full role. Since financial crisis in , problems in management and
production put the textile dyeing and finishing company with existing various internal and
external problems into great trouble for a time. Facing a situation like this, the leader of the
company decided to introduce Lean Production concept into the company.
In order to ensure a successful Lean Production reform, the author of this paper and
the leader of the company studied Lean Production theory, analyzed the company’s overall
existing production /operation status and problems. It was found that problems of different
levels were present in the company’s workshop layout, production process and production
site management. Toward these problems and company current status, we further carried
out reform necessity and feasibility analysis. Finally, we proposed a set of Lean Production
optimization steps based on Lean Production theory. The first step is systematic training,
including LP concept training for all personnel and LP training for front-line workers. LP
concept training for all personnel focuses on LP theory introduction with the purposes of
staff mobilization and forming an atmosphere of All People with One Mind for the LP英文摘要 精益生产在 TY 公司生产改进的应用研究
IV
reform of the company; LP training for front-line workers focuses on cultivating front-line
workers with LP skills and habits based on LP theory and thus forming a sound basis for
subsequent LP renovation activities. The second step is evaluation of company production
capacity, with which the company’s production capacity can be confirmed for orders
received before production starts so that late delivery caused by insufficient production
capacity can be avoided and the company image and reputation in market can be improved.
The third step is establishing a rational production layout. This step was proposed
specifically for the unreasonably distributed production sites in the textile dyeing and
finishing company and aiming to eliminate wastes, such as waiting – a time waste caused
by unreasonably distributed production layout. The fourth step is implementation of
standardized operation and standardization of production process in order to realize
on-time production and increase production efficiency. The last step is implementation of
6s production, with which detailed rules have been established for each step of LP
production, therefore LP production reform becomes further detailed and definite and can
be carried out more smoothly in the company.
After a period of LP reform movement in the company, the overall situation has been
evidently improved. Afterwards, we carried out quantified improvement assessment for the
company. LP reform assessment was carried out in aspects of production delivery rate,
warehouse stock and product percent of pass. Moreover, we performed assessment for the
company culture change and employee occupational quality improvement. In general, the LP
reform can be regarded as a successful try and having reached the expected targets. However,
just as emphasized in LP theory, there is not “the best”, but always a better result can be
achieved in our future work. LP is an endless reforming process, so it’s deemed that TY
company will not be always smooth on its road for LP reform and some crooked roads have
been passed during its advance in LP reforming process. Although the company on its way
for LP reform has made some successes, some old and newly-occurred problems still need to
be solved quickly and more improvement is required in the company in coming days.
Keywords: production optimization, lean production, effective, 6s management
Written by: Tairong Cheng
Supervised by: Hongying Yin目 录
引 言 ...........1
第一章 绪 论 .......3
1.1 研究的背景及意义......3
1.2 国内外研究综述..........4<
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