制造业是国民经济发展的支柱。我国制造业在改革开放以来得到了持续快 速发展，但在高端技术、产业结构水平、资源转化效率等方面与世界先进水平相 比还存在差距。《中国制造2025》战略文件提出要推进制造技术与信息技术的深 度融合，推进我国制造业由规模大向实力强转变。因此，向信息化、数字化、智 能化转型，成为了制造型企业发展的一条必经之路。 NC公司是国家法定从事人民币印刷生产的制造型企业。从90年代至21世 纪初，通过一系列基建扩建、技术改造，NC公司生产系统的规模和产质量水平得 到了大幅提升。随着国家经济发展形势变化以及各类电子产品兴起产生的挤出效 应，传统印刷业的经营受到了不同程度的冲击，国家社会经济发展进入了一个新 常态。在新常态下，上级下发给NC公司的主业任务波动幅度变大；另一方面NC 公司寻求战略转型，承印高端市场印务。人民币生产任务和市场订单形成了生产 组织的两条主线，长线规模化生产的局面发生改变，“多品种，小批量，周期短” 的柔性生产形势凸显，加之全球新冠疫情防控形势下整个物流供应链的不确定因 素陡增，这对NC公司现有的生产管理提出了新挑战。 本文以NC公司为研究对象，以MES系统建设过程为研究脉络，结合精益管理 和柔性生产的理论，剖析NC公司生产管理存在的问题，开展NC公司生产管理改进 的措施研究。通过MES系统建设对NC生产管理流程进行重构，重点研究生产计划 的制定与全面协同、下达与生产调度执行，提出生产管理改进的方向，打造一种 计划协同一体化、高柔性的精益化生产运营模式，全面提高生产组织效果和生产 效率，适应新常态柔性生产的要求，提高NC公司核心竞争力。 关键词：MES系统； 生产管理改进； 柔性生产 Abstract Manufacturing industry is the most important component of national economy. Since the reform and opening up, the scale of China's manufacturing industry has developed rapidly, but there is still a gap compared with advanced international standards in terms of resource utilization efficiency and the structure of industrial . The strategic document Manufacturing of China 2025" proposes that to promote the combination of new generation information technology and manufacturing industry, and realize the historical leap of manufacturing industry from big to strong. the key way for manufacturing enterprises to transform to information, digital and intelligent development. NC company is a national legal manufacturing enterprise engaged in RMB production. From the 1990s to the beginning of the 21st century, through a series of infrastructure expansion and technical transformation, the scale and quality level of the production system of NC company have been greatly improved. With the change of national economic development situation and the crowding out effect caused by the rise of various types of electronic products, the operation of the traditional printing industry has been impacted to varying degrees, it has entered the new normal of national social and economic development. The fluctuation range of the main business tasks assigned by the superior to NC company becomes larger; on the other hand, NC company seeks strategic transformation to undertake printing in high-end market. The different pattern of RMB production tasks and market orders bring about two main lines of production organization. The situation of long-term large-scale production has changed, and the production situation of "multi variety, small batch and short cycle" is highlighted, which poses new challenges to the existing production management of NC company. This paper takes NC company as the research object, takes the MES system construction process as the research context, and combines the theory of lean management and flexible production to analyze the problems in NC company's production management. Introduce the reconstruction of the NC production management process through the construction of the MES system, focusing on the formulation and overall coordination of the production plan, the release and the execution of production scheduling, and propose the direction of production management improvement, and promote the enterprise to transform the integration of planning and high flexibility. The production and operation mode of the company is adapted to the requirements of the new normal and flexible production, which is conducive to improving the production management level and core competitiveness of NC company. Keywords: MES; production management; Flexible production 目 录 1 绪论.............................................................. 1 1.1背景......................................................... 1 1.2 研究目的和意义 .............................................. 2 1.2.1研究目的 ............................................... 2 1.2.2研究意义 ............................................... 2 1.3国内外研究现状............................................... 2 1.3.1国外研究现状 ........................................... 2 1.3.2国内研究现状 ........................................... 3 1.4 研究内容与方法 .............................................. 4 1.4.1研究内容 ............................................... 4 1.4.2研究方法 ............................................... 5 2 相关理论研究...................................................... 7 2.1 生产管理相关理论 ............................................ 7 2.1.1精益管理理论 ........................................... 7 2.1.2柔性生产理论 ........................................... 8 2.1.2.1 柔性生产模式需求凸显................................. 8 2.2.3.2 柔性生产模式概念..................................... 9 2.2.3.3 柔性生产模式内涵及特征............................... 9 2.2 MES系统相关理论............................................. 9 2.2.1 MES系统的简介 ......................................... 9 2.2.2 MES系统的发展方向 .................................... 11 2.3生产管理与MES系统匹配研究.................................. 12 3.NC公司生产管理现状 .............................................. 13 3.1 NC公司概况................................................. 13 3.1.1 NC公司介绍 ........................................... 13 3.1.2 NC公司组织结构 ....................................... 13 3.2 NC公司生产管理流程......................................... 14 3.2.1 NC公司生产业务类型介绍 ............................... 14 3.2.2 NC公司生产业务流程分析 ............................... 16 3.3 NC公司生产管理存在的问题................................... 17 3.3.1计划管理能力弱 ........................................ 17 3.3.2 生产管理敏捷度低...................................... 18 3.3.3生产管理的信息化水平有待提升 .......................... 19 3.4生产管理改进的方向.......................................... 19 4 NC公司生产管理模式的改进实施................................... 21 4.1 NC公司MES系统总体建设方案................................. 21 4.1.1系统功能架构 .......................................... 21 4.1.2系统技术架构 .......................................... 22 4.2 提升计划管理能力 ........................................... 23 4.2.1生产管理流程再造 ...................................... 23 4.2.2调整组织机构和岗位职能 ................................ 27 4.3 提升生产系统的敏捷性 ....................................... 28 4.3.1 开展APS高级计划排程系统研究.......................... 28 4.3.2建设生产指挥调度中心 .................................. 29 5 MES系统实施的NC公司资源能力的适配性分析 ........................ 32 5.1 MES系统建设的实施流程介绍.................................. 32 5.2支持NC公司MES系统有效运行的已具备条件分析................. 33 5.3 基于MES系统建设的NC公司短板分析 .......................... 34 5.3.1 专业人员短板.......................................... 35 5.3.2企业信息系统缺乏统筹规划 .............................. 35 5.3.3 生产管理意识亟需转变.................................. 36 5.3.4 保密要求高，信息设备使用受限.......................... 37 6生产管理改进的保障措施 ........................................... 38 6.1 人员保障 ................................................... 38 6.1.1领导作用 .............................................. 38 6.1.2 MES项目组团队分析 .................................... 38 6.2 技术保障 ................................................... 39 6.2.1 技术人员团队..............................