随着社会的发展和经济规模的不断壮大，中国人口“红利”的逐步消失， 企业用工成本的急剧增加，如果还是靠“人海战术”模式来应对当前市场的快 速反应和准时交货的需求，显然是不可持续的。所以在企业管理的领域里，我 们必须要在改进企业运营模式的课题上加大研究力度。 从企业运营的角度，通过生产运营价值链的分析等相关理论和方法来分析 类似于TD公司的中国民营企业所面临的内外环境以及机遇和挑战的基础上，最 终得出绝对摈弃粗放型的生产运营模式，转而借鉴和引进先进企业的精细化生 产方式，并促使其与中国的国情以及各企业的实际相结合，研究出适合中国企 业发展和转型升级需要的具有中国特色的精益生产模式，是当前最为急迫的任 务。 通过导入精细化的企业管理模式来提高企业对外界变化的快速反应能力， 围绕制造型企业最为核心的生产环节，紧抓质量、成本和交期的相关指标，通 过价值流的分析并使之清晰化，从而在面对内外的困局之下快速建立起精细化 的生产模式，并对其建立起强有力的运行保障，以此来减少对人力资源的过度 依赖，以及应对人口红利的消失和用工成本的飙升；关注员工的利益，提高企 业对员工的投入以及相关激励机制的导入和促进企业的分配模式的改革来极大 地激发员工的创造性和主观能动性；最后延伸到供应链的建设和企业文化建设。 如此可为中国民营企业在转型升级和创新改造中提供集成的解决方案和经得起 考验的操作说明书。 TD公司的生产精细化研究主要从发掘企业的核心资源、做好客户的服务、 提高产品的质量和控制成本、优化过程设计和保证交期、以及在提高效率的同 时保证作业安全和员工的利益等方面来展开研究。所以生产精益化研究的最终 目的还是要回归到Q（质量）C（成本）D（交期）优化的目标达成上来。 关键词：生产精细化 企业转型 质量 成本 交期 II Abstract With the development of society and growing economic lever, the "dividend" of Chinese population has gradually disappeared, at the same time the cost of employing of companies has increased quickly. If we still base on the "human-sea tactics" model to meet with the rapid response and on-time delivery of the requirement of the market, it is not sustainable obviously. Therefore, we must strengthen the research on the topic of improving operation model of enterprise in the field of management. From the view of production & operation area, we must use the tool of the value chain of the production & operation and other related theories & methods to analyze the internal & external environment, opportunities and challenges that faced by company TD, So we finally come to give up the model of irresponsible production and operation. And turn the direction to introduce the lean production methods of advanced enterprises, and promoted its integration with Chinese national conditions and the actual conditions of various enterprises, than get the aid of developing Chinese characteristics suitable for the needs of Chinese enterprises' development and transformation. To use the introduction of refined corporate management models to improve the ability to quickly respond to changes in the outside world, around the core production process of manufacturing companies to achieve value stream analysis and make it clear. In order to reduce the reliance on human resources and respond to the disappearance of the demographic dividend and the soaring labor costs, a lean production model has been quickly established in the face of internal and external difficulties, and a strong operational guarantee has been established. Then, efforts were made to ease the contradiction between employers and employees, increase the input of employees to companies and related incentive mechanisms, and promote the reform of the company's distribution model to greatly stimulate the creativity and subjective initiative of employees. Finally，extended to the supply chain construction and corporate culture. The research on production refinement of Company TD mainly focuses on III excavating the company's core resources, improving customer service, improving product quality and controlling costs, optimizing production design and ensuring delivery time, and improving efficiency while ensuring job safety and easing labor relations. Key words: Lean Production Enterprise Transformation Quality Cost Delivery Date V 目 录 第1章 绪论 ....................................................... 1 1.1 研究背景及意义 ............................................................................................ 1 1.1.1 研究的背景 ............................................................................................. 1 1.1.2 研究的意义 ............................................................................................. 2 1.2 研究方法和路径 ............................................................................................ 2 1.2.1 研究方法 ................................................................................................ 2 1.2.2 研究路径 ................................................................................................ 4 1.3 主要内容及创新之处 .................................................................................... 6 1.3.1 主要内容 ................................................................................................ 6 1.3.2 创新之处 ................................................................................................ 7 第2章 理论基础与文献综述 ......................................... 8 2.1 精细化概念界定 ............................................................................................ 8 2.2 理论基础 ....................................................................................................... 8 2.2.1 精细化管理理论 ..................................................................................... 8 2.2.2 价值流管理理论 ................................................................................... 10 2.2.3 阿米巴经营理论 ................................................................................... 12 2.2.4 马斯洛需求层次理论 ........................................................................... 13 2.3 文献综述 ..................................................................................................... 13 2.3.1 国外文献综述 ....................................................................................... 13 2.3.2 国内文献综述 ....................................................................................... 15 第3章 TD公司生产问题和原因分析 .................................. 19 3.1 TD公司基本情况介绍 ................................................................................ 19 3.2 TD公司生产精细化研究的背景 ................................................................. 21 3.2.1 用工紧缺和用工成本的大幅跃升 ....................................................... 21 3.2.2 市场对快速反应提出更高的要求 ....................................................... 24 3.2.3 客户采购价格的压缩和企业利润的进一步摊薄 ................................ 28 3.3 生产质量、成本和交期现状及问题 .......................................................... 29 3.3.1 TD公司的现状及问题：质量 .............................................................. 30 VI 3.3.2 TD公司的现状及问题：成本 .............................................................. 35 3.3.3 TD公司的现状及问题：交期 .............................................................. 37 3.4 生产问题原因分析：人、机和料 .............................................................. 39 3.4.1 TD公司的原因分析：人 ...................................................................... 39 3.4.2 TD公司的原因分析：机 ...................................................................... 46 3.4.3 TD公司的原因分析：料 ...................................................................... 49 第4章 精细化生产的国内外经验借鉴 ................................ 53 4.1 ABB资源统筹管理和人才的培养机制 ....................................................... 53 4.1.1 ABB资源统筹管理 ................................................................................ 53 4.1.2 ABB对人才的培养 ............................................................................... 56 4.2 海尔集团的供应链管理方式 .................................................................