摘要 1
ABSTRACT 3
第1章绪论 5
11研宄背景1.2研究意义1.3研宄内容1.4研宄思路和方法1.5创新点 9
第2章相关研宄综述2.1流程优化概述2.1.1流程优化的概念及原则2.1.2流程优化的一般过程2.2精益生产概述2.2.1精益生产起源2.2.2国内外精益生产研究现状2.2.3精益生产理论综述2.3价值流图理论综述及其研宄现状2.3.1价值流图研宄现状2.3.2价值流图的基本概念
21
2.3.3价值流图绘制的一般步骤
22
2.4单件流生产理论综述
24
2.4.1单件流生产的研究现状
24
2.4.2单件流生产的基本概念及特点
25
2.4.3单件流生产的实施要点
26
2.5快速换线理论综述
27
I 山东大学硕士学位论文
2.5.1快速换线的基本概念
27
2.5.2快速换线的基本步骤和技巧法则
28
第3章H公司生产运营现状分析
31
31 H公司概况
31
3.1.1 H公司简介
31
3.1.2 H公司精益发展状况
32
3.2 H公司生产运营流程简介
35
3.2.1业务流程简介
35
3.2.2工艺流程简介
36
3.3 H公司价值流现状图绘制
39
3.3.1选定产品族
39
3.3.2相关数据收集
41
3.3.3绘制价值流现状图
44
3.4基于价值流现状图的生产流程问题分析
46
第4章H公司生产流程优化方案设计与实施
53
4.1改善思路设计
53
4.2价值流未来图设计
54
4.2.1价值流未来图的设计步骤
54
4.2.2价值流未来图的目标设计
57
4.3优化方案设计与实施
59
4.3.1单件流优化研究
59
4.3.2单批次流优化研宄
64
4.3.3基于MES的TPM流程设计
68
4.3.4 AF系列产品快速换线研宄
70
第5章H公司生产流程优化效益评价
75
5.1 WIP
75
5.2 OEE 提升
75
5.3生产效率提升
76
II 山东大学硕士学位论文
5.4精益文化传播
77
第6章结论与展望
78
考文 80
gc m 83
III 山东大学硕士学位论文
CONTENTS
ABSTRACT in ChineseABSTRACT 3
Chapterl Instruction1.1 Background1.2 Siginificance of research1.3 Main contents of research1.4 Research approach and methods1.5 InnovationsChapter2 Revelant theories and studies2.1 Process optimization summary2.1.1 Concept and principle of process optimization2.1.2 General procedure of process optimization2.2 Lean production summary2.2.1 Origin of lean production2.2.2 Domestic and foreign research on lean production2.2.3 Lean production theory2.3 Value stream map summary and research status2.3.1 VSM origin and current situation2.3.2 VSM basic concept
21
2.3.3 Steps of VSM drawing
22
2.4 One piece flow sxammary
24
2.4.1 Current research on one piece flow
24
2.4.2 Concept and characteristics of one piece flow
25
2.4.3 Main points of one piece flow implementation
26
IV 山东大学硕士学位论文
2.5 Quick changover summary
27
2.5.1 Basic concept of quick changeover
27
2.5.2 Steps and principles of quick changeover
28
Chapter3 Current production process analysis of H enterprise
31
3.1 Overview of H enterprise
31
3.1.1 H company brief instruction
31
3.1.2 Lean production development in H company
32
3.2 Current operational and production process instruction
35
3.2.1 Operation process of H enterprise
35
3.2.2 Technological process of H enterprise
36
3.3 Current production process analysis based on VSM
39
3.3.1 Production family confirmation
39
3.3.2 Relative information collection
41
3.3.3 Current VSM drawing
3.4 Production process problems analysis based on VSM
46
Chapter4 Process optimization strategy design and implementation
53
4.1 Improvement ideas design
53
4.2 Design future VSM
54
4.2.1 General steps of future VSM designing
54
4.2.2 Target setting for future VSM
57
4.3 Strategy design and implementation
59
4.3.1 Research on one piece flow improvement
59
4.3.2 Research on one batch flow improvement
64
4.3.3 TPM based on MES
68
4.3.4 Quick changeover research on product AF series
70
Chapter5 Benefit evaluation of H enterprisers process optimization
75
5.1 Lower WIP
75
5.2 Higher OEE
75
v
山东大学硕士学位论文
5.3 Improve production efficiency
76
5.4 Lean culture cultivation
77
Chapter6 Conclusion and future prospects
78
REFERENCE 80
Acknowledgements
83
VI 山东大学硕士学位论文
中文摘要
精益生产从诞生至今一直被认为是最高效的生产方式,它通过消除生产流程
中不增值的工作,优化生产流程,提升生产效率。在众多的精益生产工具中,有
一项专门用于生产流程优化的工具一一价值流图。它通过简单形象的符号对生产
流程的现状进行描述,发现流程中的问题,分析原因并进行优化,从而达到一个
更加高效的生产流程。运用价值流图对生产流程持续不断地优化,企业的生产效
率会逐步提升,竞争力也越来越强

H公司是一家专业从事粘合剂生产的化工企业,其产品品牌凭借着先进的工
艺技术和一流的质量被业界所认同,同行业市场份额处于领先地位。然而就H公
司的生产流程来看,整体水平仍较落后,距离精益生产还有很大差距

论文运用价值流图工具对H公司生产流程进行优化。首先绘制价值流现状图

通过现状图对关键产品族AF系列生产流程现状进行描述和分析,发现流程中的问
题主要表现为以下几个方面:在制品库存较多、OEE偏低、换线时间长等。其次,
对上述问题进行原因分析。在制品库存较多是因为仓库提前备料和生产布局限制
造成:OEE偏低主要是因为自主性维护执行不到位;换线时间长是由于现行的换
线标准冗余复杂,有待优化。分析了问题产生的原因后,接下来评估其优化的可
行性,制定优化目标,设计一个短期内可实现的价值流未来图。最后,以价值流
未来图为指导,制定生产流程优化方案,主要从以下几个方面展开。第一,通过
实行单件流消除拧尖嘴工位与灌装工位之间8HWIP。第二,通过在仓库与搅拌车
间之间引入单批次流降低生产现场物料堆积。第三,将TPM活动搬上MES平台,
与生产工单绑定,保证TPM有效执行,降低停机时间。第四,通过快速换线的改
善缩短换线时间,增加生产可利用时间,提升OEE。以上生产流程优化方案实施
后缓解了H公司生产现场物料堆积严重的问题,减少了换线时间和故障时间,提
升了 OEE

论文的创新点主要体现在两个方面。第一,针对于化工行业首次提出了“单
批次流”的概念。单批次流的改善实现了仓库与搅拌车间之间按照最小单位拉动山东大学硕士学位论文
备料,从而大幅度地降低生产现场的物料堆积,保证物流畅通、生产安全。第二,
将TPM活动搬上MES平台,与工单绑定,使生产员工必须参与到TPM活动中来,
保证TPM的有效执行。同时工程维护部门还可以通过TPM记录预测设备故障的发
生,做到预防性、及时性维修,减少设备停机时间,提升OEE

关键词:价值流图;精益生产;单件流;OEE; MES;单批次流;山东大学硕士学位论文
ABSTRACT
Lean production has been regarded as the most advanced production way from its
birth till now. It aims at optimizing process and eliminating non-value added
operations, and improving production efficiency at last. As a special tool in all lean
tools, Value Stream Map (VSM) is an important and efficient way for process
optimization. VSM describes current process by using vivid figures. It can help to find
wastes in process and analyze them,so we can get a more efficient value stream fliture
map. As continuous improvement goes on, production way will be optimized and
efficiency will be improved. In the end, all the improvement activities will bring
stronger competitiveness.
H corporation is a chemical enterprise focus on producing adhesive. It holds a
high reputation in the adhesive industry for its advanced technologies and world class
quality. Thus H corporation owns a high market percentage. But when it comes to
production process, there is still a long way to realize lean production for H
corporation.
This thesis mainly talks about AF series9 production process improvement by
using VSM as the primary method. Firstly, we use current VSM to describe and
analyze the process of AF series. We can easily find the problems or wastes as below:
more WIP, lower OEE, longer changeover time. Then find the reason of these
problems. Warehouse operators prepare raw materials a shift earlier and current layout
limitation cause the more WIP problem. TPM activities cannot be implemented in an
efficient way cause lower OEE. Current changeover process still needs to be improved
because of longer changeover time. After analyzing the reason of those problems, we
assess the possibility to improve them, design KAIZEN goals and draw future VSM.
With the guidance of future VSM, w