大连理工大学专业学位硕士学位论文
摘
要
啤酒生产企业过去是传统的劳动密集型企业，其包装生产线普遍存在自动化设计不
足、设备运行效率欠佳、生产线效率低下的情况。本文以研究 A啤酒集团在亚太区多家
啤酒生产工厂包装车间生产线产出率提升为目的，通过使用六西格玛的方法，将生产线
停机时间视为一种缺陷，利用 DMAIC的流程对生产线停机数据进行系统收集和分析，
从停机原因的类型、停机造成的影响等多个维度进行数据分类收集。对收集到的停机数
据，经过整理后以人、机、料、法、环等维度对相应停机的根本原因着手，利用了问卷
调查法、定性分析法等方法对人员技能不足、组织架构缺陷、设备管理的不利、包装材
料管理流程不清晰等具体影响包装生产线效率的问题进行了研究。
通过本研究，对 A集团包装生产线效率改善从以下方面提出了改善建议：对人员架
构基础和技能需求重新设计，以精简的运行班组和按设备划分的维修班组为基础，结合
集团专家的技术支持，提升设备可靠性管理能力。对设备维护策略进行优化处理，根据
故障间隔周期设置合理的预防性维护策略，同时加强对设备备件管理力度，利用 SAP
和 CMMS 系统对维护活动以及相关备件进行科学管理。对于包装材料质量管理流程，
进行了重新梳理和规范，明确了各个阶段不同步骤下发现包装材料问题的反应流程，进
而减少因为包装材料缺陷导致的生产线停机时间。与此同时，通过规范了所有停机记录
的信息和类型，可以利用规范的数据源，根据实际情况设计新的 KPI帮助衡量和跟踪改
善普遍性的停机原因。
预计 A集团在包装生产线产出率上可提高 2.26%。以人工成本及能源流体成本节约
计算，当年能够为 A集团节约成本 746万美元。而目前国内大多数啤酒生产企业均以规
模生产为主，类似的改善行动，可被广泛借鉴于各啤酒生产企业用于生产线效率瓶颈点
的分析和改善。
关键词：运营管理；六西格玛；DMAIC流程；生产线效率改进
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A啤酒集团包装线效率改进研究
Packaging Production Efficiency Improve Study on A Group
Abstract
Beer companies used to be the labor incentive companies which usually had poor design
on automation and the low equipment efficiency and outputs. To research the efficiency of
packaging lines in A Beer Company in APAC with the methodology of six sigma, and to regard
the downtime of a packaging line as a defect. Then follow the DMAIC process to collect and
analysis the downtime data by different causes and different impact and other angels. Then use
the fishbone analysis to consolidate all the causes by people, machine, materials, methodology
and environment. By using the questionnaire survey and the qualitative analysis focus on the
lack skills of operators and organization design, low reliability on equipment maintenance, and
no clear handling process on packaging materials defects and effective KPI designs helping
improve the packaging line efficiency in several different ways.
Based on this, the following suggestions and actions had been taken to improve the
efficiency: to redesign the people structure and the skills needed, operate with an elite operation
and the professional maintenance team separated by different machines, adding the group
experts supporting to achieve the higher reliability management level. At the same time,
optimize the maintenance strategy and manage the maintenance activities and the spare parts
with SAP and SMMC scientifically. For the packaging materials management, work out a
whole process to take correct reaction during different process to reduce the downtime caused
by the packaging materials defects. At the same time, all the normative downtime record data
will help to create any new KPI to measure and track the different type of root causes of a
packaging line downtime.
A Beer Company in APAC GLY may have 2.26% improve and saving calculated by labor
cost and energy fluids cost will get 746 Million Dollars saving per year. And all these initiatives
can be taken for other beer company as a reference to analysis the bottleneck and improve their
packaging lines efficiency.
Key Words：Operation Management; Six Sigma; DMAIC Process; Line Efficiency
Improve.
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大连理工大学专业学位硕士学位论文
目录
摘 要.............................................................................................................................I
Abstract ............................................................................................................................. II
1 绪论.............................................................................................................................. 1
1.1 研究的背景与意义........................................................................................... 1
1.2 研究的内容与方法........................................................................................... 2
1.3 研究的思路与技术路线................................................................................... 3
2 相关理论基础.............................................................................................................. 5
2.1 生产线效率管理的概念与内涵....................................................................... 5
2.2 生产线效率管理的内容与方法....................................................................... 5
2.2.1 精益生产................................................................................................ 5
2.2.2 生产管理系统化.................................................................................... 6
2.2.3 作业标准化............................................................................................ 7
2.2.4 持续改善的相关流程............................................................................ 7
2.2.5 关键绩效指标管理................................................................................ 8
2.2.6 鱼骨图分析法........................................................................................ 8
2.3 啤酒包装线效率管理的特点........................................................................... 8
3 A集团包装生产线效率管理现状分析.................................................................... 10
3.1 A集团简介..................................................................................................... 10
3.1.1 A集团业务概况.................................................................................. 10
3.1.2 A集团典型包装生产线流程概况...................................................... 10
3.2 A集团包装生产线效率管理现状................................................................. 11
3.2.1 A集团当前的效率衡量和跟踪体系.................................................. 11
3.2.2 A集团当前的人员技能水平和生产运行组织架构.......................... 13
3.2.3 A集团当前设备管理方面现状.......................................................... 14
3.2.4 A集团当前包装生产物料现状.......................................................... 14
3.3 A集团包装生产线现存效率管理问题的分析................................................ 15
3.3.1 线效率 KPI和影响因子分解（Y-X-X’）......................................... 15
3.3.2 数据衡量依据...................................................................................... 15
3.3.3 数据的收集和分析.............................................................................. 18
3.3.4 问题成因分析及汇总.......................................................................... 23
4 A集团包装生产线效率改善的措施........................................................................ 28
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。。。以下略