共查询到18条相似文献,搜索用时 807 毫秒
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在以客户为中心的市场环境下,精益管理被日益广泛地实施,但对其实施进行系统评价的研究较少,这将影响精益的顺利推进.在参阅相关文献的基础上,建立了精益管理实施评价指标体系,突破了将精益局限于生产环节的束缚.为反映精益实施维度间的相互影响、相互协同的关系,应用网络层次分析法确定各指标的重要性权重.由于精益管理实施中存在不确定性信息,引入集对分析,构建了精益管理实施评价的集对分析模型,并应用该模型对样本企业进行了分析.论文构建的评价体系为正在实施精益管理的企业提供一套系统审视自身实施水平的工具,也为企业间就精益管理实施水平进行比较提供平台,便于企业借助标杆管理思想缩小差距. 相似文献
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针对不同生产资源组织模式的结构与运行状态的差异,目前尚缺乏系统的定量评价方法。基于信息熵理论及有序度定义,建立了结构熵模型与运行熵模型来分别评价生产资源组织模式在结构上和运行中的有序度。其中,结构熵模型包括时效熵和质量熵两部分;运行熵模型包括静态运行熵和动态运行熵两部分。对某压缩机制造企业的加工车间做了实例研究,以实施动态单元组织模式前后的结构与运行状态作对比分析,分别求解出2种不同模式下的结构熵与运行熵。结果表明,动态单元组织模式通过合理规划人力、设备资源及生产流程,能够极大减少企业生产中零件的转运与设备空闲时间,具有更优的结构有序度和运行有序度,能获得更好的零件加工效率。 相似文献
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《工业工程》2017,(4)
精益管理在制造型企业的实践中实施成功率较低,其中一个主要原因是精益工具的选择与企业所处的精益管理实施阶段不相匹配。通过总结、归纳国内外研究和实践中采用的各种精益管理工具,分析各种工具的不同属性,建立以属性为基础的多层评价指标体系,对精益管理各实施阶段分别进行各工具的特征属性值评价,得到相应的特征矩阵,然后利用模糊聚类分析的方法,得出该精益管理实施阶段相匹配的精益管理工具集,同时根据工具之间的特征属性相似度,讨论工具集的使用原则。以两家制造型企业为例,详细描述该方法的具体实施步骤,并对实施效果进行跟踪验证,为制造型企业在精益管理推进中科学、有效的选择精益管理工具提供了决策支持。 相似文献
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城市生态系统是社会、经济和自然三个子系统构成的复合生态系统。本文探讨了生态城市评价指标体系及其评价模型,并采用熵权法确定评价指标的权重。结合西安市生态城市系统的现状进行了综合分析,为西安市生态城市发展战略的制定以及生态城市的管理提供决策指导。 相似文献
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作为新兴产业,预制构件厂的设计和运营是实现装配式建筑构件高效率、高质量生产和配送的关键前提要素。而精益设计可以帮助预制构件厂从源头消除浪费、提高生产效率,所以对预制构件厂构建精益设计方案并且评价实施后的效果无疑是一个重点问题。针对以上问题,本文从节约资金能力、生产能力、交付能力、持续改进能力等4个视角构建出了预制构件厂精益设计评价指标体系,采用了AHP-DEMATEL法确定了指标的权重,并用改进TOPSIS法得到最终结果,最后以某预制构件厂为例验证了精益设计评价指标体系的合理性和可行性。 相似文献
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马书彦 《制冷与空调(北京)》2013,(6):99-100
自上世纪80年代开始,随着经济的发展,精益生产的管理技术开始在制造型企业中得到广泛应用。精益管理的核心思想,即以最小资源投入(包括人力、设备、资金、材料、时间和空间),创造出尽可能多的价值,为顾客提供最新产品和最及时的服务。精益管理思想主要包括5个方面:精确地确定特定产品的价值;识别每种产品的价值流;使价值持续快速地流动;让用户从生产者方面拉动价值;永远追求尽善尽美。由于精益管理越来越受到关注,本文对精益管理这5个主要方面进行阐述,希望能为读者提供一些有用的信息。 相似文献
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为在单件工程式生产企业推行精益生产,应用VSM/A绘制HT汽轮机厂某转子生产的现状价值流图,确定生产中存在的非增值环节。应用拉动式看板、均衡生产、准时化物流等精益生产理论,缩短非增值时间并绘制未来价值流图。通过方案实施,增值时间缩短了71 h,非增值时间缩短了28 d,搬运距离缩短了1 756 m,增值比增加了448%,证明了应用价值流图技术对单件工程式生产企业进行精益分析具有良好的实用价值。 相似文献
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论精益生产与精益企业 总被引:7,自引:0,他引:7
在世纪之交,企业经营管理的新思想、新理论层出不穷,精益生产就是当今风磨全球的先进的企业管理模式,创建精益企业是企业家共同追求的目标。为此,本文首先阐述精益生产模式的产生与发展;其次,阐述精益生产的科学内涵;最后就如何创建精益企业和应注意的问题进行了简明地论述。 相似文献
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Performance measurement (PM) generates useful data for process control, facilitates communication between different sectors, and helps to align efforts on the most important aspects of the business. Thus, PM plays a key role in the management of projects and organizations. PM is also important in the implementation of lean production principles and methods, such as reducing the share of nonvalue-adding activities, increasing process transparency, building continuous improvement into the process, and benchmarking. Moreover, the adoption of the lean production philosophy requires changes in PM. Despite its importance, limited studies have been conducted on the use of PM systems for assessing the impact of lean production programs in construction projects. In addition, studies on how lean companies (or projects) use performance measurement and to what extent the indicators adopted reflect the result of actions that have been undertaken are limited. This study proposes a set of requirements in PM systems of construction projects from the perspective of lean production and a taxonomy of performance metrics for lean production systems. Five empirical studies have been carried out on construction companies from South America involved in the implementation of lean production systems. The scope of this investigation is limited to the construction projects as production systems rather than PM at the level of construction organizations. 相似文献
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The implementation of lean production remains popular among industrial companies, and the requirement for individualised steps in its implementation is widely accepted; however, research has not yet considered the different process choices available to the companies. The conclusions drawn from the automotive industry's mass production environment may be misleading, given the different conditions of many other industries. We therefore compare case data from a craft producer with the rich, case-study based literature of mass producer companies that highlight the transformation from mass to lean production. We derive a list of specific challenges a craft producer must approach using a different strategy than a mass producer. This study adds to the lean production theory by demonstrating how different manufacturing process choices influence the lean transformation process and its successful implementation. It provides specific propositions concerning the transformation to lean by considering the different processes of craft and mass production companies. Furthermore, the case study gives an in-depth understanding of the challenges a craft-oriented company faces when becoming lean. 相似文献
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Lean principles have long been recognised as a competitive advantage. Although there are several measures for various aspects of lean production in the literature, there is no comprehensive measure for overall lean implementation in business firms. An appropriate measurement tool is needed to assess the effectiveness and efficiency of the lean implementation throughout the entire organisation. Based on lean research, a comprehensive tool called the leanness assessment tool (LAT) is developed, using both quantitative (directly measurable and objective) and qualitative (perceptions of individuals) approaches to assess lean implementation. The LAT measures leanness using eight quantitative performance dimensions: time effectiveness, quality, process, cost, human resources, delivery, customer and inventory. The LAT also uses five qualitative performance dimensions: quality, process, customer, human resources and delivery, with 51 evaluation items. The fuzzy method allows managers to identify improvement needs in lean implementation, and the use of radar charts allows an immediate, comprehensive view of strong areas and those needing improvement. Practical uses of the LAT are discussed in the conclusion, along with possible limitations. 相似文献
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针对我国造船企业效益低下的问题,提出了应用JIT生产方式提高造船企业生产管理水平。结合船舶建造流程的特点,分析了限制造船企业应用JIT生产方式的原因。在此基础上,运用成组技术构建了单一流水线,根据流水线负荷,均衡流水线生产节拍,运用看板管理促进拉式生产的实现。最后,结合某造船企业进行案例分析,表明该流程的可行性及有效性。 相似文献