K公司生产管理优化分析.pdf

摘要 题，提高了成品流转率，U 型布局的特点平衡了生产线，减少了在制品的数量和 库存资金的占用，减少了操作员工的数量，达到人少化的效果。统一了操作工 的工序手法，避免操作的随意导致漏工序的情况发生和效率的影响。找到目视 检验的问题发生点，针对性的解决影响过程能力的因素，提高了目视检验的过 程能力，提升了缺陷控制力，降低了缺陷的流转率，提升了客户的满意度。 关键词 生产管理 价值流图 U 型布局 标准化作业 测量系统 II Abstract Abstract In recent years, China has become the worlds largest car market, production of automobile manufacturing in China growing at a double-digit rate each year. Cars were developing very fast in China, which also drives the speed and scale of development of auto parts companies, in the face of the increasingly fierce market competition, through more markets to lower prices through lower production costs result in higher benefits. Todays market increasingly competitive, intense competition in the market for enterprise management is also causing a chain effect, failed to adapt to the market competition gradually phased out. Businesses, especially manufacturing, production management in enterprise management plays a decisive role in, occupy an important position. K company, formerly known as Shanghai piston factory, founded in 1911, is a century-old factory, in 1997, and Germany joint venture company K, KSSP. Markets and products from supply trucks and tractors into big business big-brand domestic cars, commercial vehicles, and so on. Just 14 years, enterprises with an annual output of more than 3 million to more than 24 million today. But the human factor has been bound by all aspects of national policy, facing cost pressures, 3%-year 5% prices are facing cost pressures, facing imminent car-guarantees quality pressure. In analyzing the companys production site for research found that inefficient, unbalanced production line, the production line process of waste cannot be found in time wasted production, inconsistent practices, high rate o