大连理工大学专业学位硕士学位论文
摘
要
随着我国经济的发展，国内制造行业取得了举世瞩目的成绩和发展，一方面得益于
市场的需求大于供应，另一方面得益于国内廉价的劳动力和大批量生产。然而 21世纪，
伴随着人们越来越追求个性化的需求以及市场的供大于求，传统的制造业正经历前所未
有的打击和挑战，订单需求变得越来越波动且多元化，企业间的竞争也变得愈发激烈。
在这种趋势下，普通制造企业若不能更加高效、更加弹性以适应市场的变化，终将难逃
被淘汰的结局。
H公司主营汽车电子零部件产品，是众多传统制造企业中的一家，其良好的产品质
量和品牌影响力外加专业的项目管理能力，使其初入中国市场就赢得国内 OEM客户的
青睐，年销售额持续增长且平均增长率超 30%，产品毛利也保持在一个不错的水平。但
随着竞争对手的增加以及消费者个性化的需求，市场剧烈变化，“多品种小批量”的需求
猛增，于是，H公司现有的大批量生产管理模式的弊端开始以一种意想不到的速度凸显
在运营的方方面面：原材料持续数月不断爆仓，关键物料却时常短缺无法满足生产需求；
在制品和成品库存水平不断上涨，各类物料周转工具和容器告急；SMT产能无法满足
组装生产和出货的需求；组装线体闲置率超过 50%；生产成本持续走高，生产周期过长，
部分项目盈利低甚至负盈利。在此背景下，H公司的高管开始思考转变，思考如何改善
企业精益生产管理水平以快速应对市场的变化。
本文以精益管理思想为指导方针，通过 H公司的生产管理现状，分析 H公司生产
管理，收集生产布局方式、生产计划管理，生产效率及换型管理等方面的信息及数据，
绘制现状价值流图，掌握 H公司精益生产管理现状。然后结合精益生产管理目标和现状
价值流图找出关键改善点，对数据进行整理和分析，“透过现象看本质”找出现状背后的
问题以及导致问题的原因。紧接着运用精益生产及持续改善的工具和方法提出相应的改
善方案，如改善 SMT瓶颈工序和换型速度，提高生产效率；采用 U型生产布局方式缩
短 SMT生产周期、降低 SMT在制品库存；采用看板拉动式生产代替现有的推动式生产，
减少呆滞库存的产生；开发可满足多产品需求的自动化组装和测试设备，提高组装设备
利用率和单位面积产出。最后制定一系列保障措施，如高层领导的支持、企业文化的建
立、考核机制的完善和培训体系的健全等为改善方案的有效实施“保驾护航”。本文的研
究成果同样适用于其他汽车零部件制造企业以及电子制造企业。
关键词：运营管理；精益生产；持续改善；快速换型
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H公司精益生产管理改善研究
Research on Lean Production Management Improvement of H Company
Abstract
With the development of economy in China, the domestic manufacturing industry had
made remarkable achievements and development. On the one hand, because of the market
demand exceeded supply capability, on the other hand, thanks to the domestic cheap labor cost
and mass production model. However, in the 21st century, with the increasing pursuit of
personalized request, the traditional manufacturing industry is facing with an unprecedented
attack and challenge. The demand order is no longer stable, but more and more fluctuation and
diversity, meanwhile the competition among the enterprises is becoming more and more
intense. Under this trend, the ordinary manufacturing enterprise will be eliminated if they could
not able to more efficient and more flexible to adapt changes of the market.
H company is one of many traditional manufacturing enterprises, which is focus on
automotive electronic products. Its good quality, brand influence and professional project
management make it win the favor of local OEM customers once entering the Chinese market.
The annual sales continue to grow and over 30% in average, and gross margin is kept at a good
level. However, with the increase of competitors and consumers’ personalized requests, the
market changed dramatically, “more variety and low volume” demand surged, but in the face of
these changes, H company’s production management was “dull” reaction, the inventory kept
increasing, operational cost kept going up, long lead time, low profit or loss. Under this
background, the top management of H company began to think about the transformation – how
to improve the lean manufacturing management to respond to the market change promptly.
Taking the lean management thought as the guiding principle, this thesis analyzes the
production management of H company, collects the information and data of production layout
mode, production plan management, production efficiency and change over management,
draws current VSM, and grasps the current situation of lean production management of H
company. Then, combined with the lean production management objectives and current VSM,
find out the key improvement points, sort out and analyze the data, "see the essence through the
phenomenon" to find the problems behind the appearance and the causes of the problems. Then
use the tools and methods of lean production and continuous improvement to put forward
corresponding improvement schemes, such as improving SMT line balance and change over
efficiency to improve production efficiency; Adopt U-shaped production layout to shorten
SMT production lead time and reduce SMT WIP inventory; Kanban pull production is used to
replace the existing push production to reduce inventory obsolescence; Develop automatic
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大连理工大学专业学位硕士学位论文
assembly and testing equipment that can meet the needs of multiple products, and improve the
utilization rate of assembly equipment and output per unit area. Finally, formulate a series of
safeguard measures, such as the support of senior leaders, the establishment of corporate
culture, the improvement of assessment mechanism and training system, to "escort" the
effective implementation of the improvement scheme. The research results of this thesis can
also be applied to other auto manufacturing companies and electronic manufacturing
companies.
Key Words：Operation Management; Lean Production; Continual Improvement; SMED
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