导　　师： 杨雷

学科专业： 1201

授予学位： 硕士

作　　者： ;

机构地区： 华南理工大学

摘　　要： GD公司从2006年起成为总公司GSM产品在全球的主要生产基地。滞后的生产效率无法满足订单的需求。本文提取GD公司S18000室外型基站生产效率改善项目，通过对S18000室外型基站生产线所存在的问题的诊断，制订改善目标及方案，并实现改善目标。 论文首先通过生产线布局分析，确定当前的集约型布局的待改善方面。接着通过作业测定法测定改善前的流程时间。以作业测定的结果为输入画出改善前生产线的价值流图，通过节拍时间的计算结合价值流图分析找出可改善的关键岗位---配置生产单元和终检单元，以及发现员工利用率只有79.76/%左右，生产线不平衡。结合测定的流程时间和通过观察及分析在制品情况和搬运活动，发现停滞时间占据了生产时间的70/%左右。通过产品工序分析，找出配置生产单元和终检单元存在的问题。 在确定改善目标及改善方案后，通过程序分析、标准化工作及生产线重新布局对S18000室外型基站的生产效率进行改善提升。利用ECRS（取消、合并、重排、简化）原则和5W2H方法，减少流程当中半成品的停滞时间，消除不必要的搬运活动，使停滞时间减少50/%。其次，通过作业改善和优化，平衡生产线，使员工平均利用率从79.76/%提高到84.68/%。为了充分实现工序流程改善效果，以生产布局的重新布局对生产线进行消除合并、重排优化、作业设计改进，提高了生产效率。 通过实施精益生产方案，GSM S18000室外型基站的前置时间较之前改善了62.08/%，生产效率改善了59.81/%，在优化人员结构的基础上，每人每班产量提高了12.99/%。S18000室外型基站生产线的精益生产活动成为当时GD公司的精益改善活动的一个良好开端和榜样，为公司全面推进精益生产打下基础。 From2006, GD Company became the global manufacturing base of GSM product. Thehysteresis production efficiency cannot fulfill the orders. This article is based on the leankaizen project of S18000outdoor base station production line, through the diagnosis of theproblems existed in S18000outdoor base station production line, worked out theimprovement objective and scheme, and realized the improvement objectives. Firstly, by production line layout analysis, confirm the aspects for improvement for thecurrent intensive type layout. Then, using work measurement mensurated the process timebefore kaizen. And using the result of work measurement drew the Value stream map.Through the result of takt time calculation combining with Value stream map analysis, foundthe key posts to be improved, configuration and final inspection, and the utilization rate ofemployees only reached79.76/%, the production line is not balanced. Combining with theprocess time and the observation and analysis to WIP and transit, found the stagnancy timeoccupied70/%of total process time. Through product working procedure analysis, theproblem existed in configuration and final inspection was found out. After confirming the improvement objectives and scheme, through process analysis,standard work and re-layout of production line, improved and enhanced the productionefficiency of S18000outdoor base station. By using ECRS rules and5W2H method reducedthe stagnancy time of WIP, eliminated the unnecessary transit, to reduce50/%of the stagnancytime. Next, by improving and optimizing the operation, balanced production line, enhancedthe average utilization rate of employee from79.76/%to84.68/%. In order to fully realize theeffect of process improvement, re-designed the layout of production line by eliminating andcombination, resetting and optimization, operation designing improvement, to enhance theproduction efficiency. Through implementing lean production, the lead time of GSM S18000outdoor basestation is enhanced62.08/%than before, the PCE is enhanced59.81/%. Base on the personnelstructure optimization, the output of every shift of every operator is enhanced12.99/%. Thislean production improvement project was a good outset and model of GD company’s leankaizen activities, and lay a good foundation for promoting lean production in GD company.

关 键 词： 精益生产 生产效率 价值流图 作业测定 标准化作业 生产线布局

分 类 号： [F426.6]

领　　域： [经济管理]