：精益生产方式是当今世界最为流行的生产方式，这种生产方 式以丰田的成功为例在制造业中得到了普遍认同，其核心思想在于通 过消除无效劳动和各种浪费，持续地降低企业成本、减少生产周期、 提升产品质量等保证企业的竞争力。中国拥有庞大的制造业规模和完 整的工业体系，如何能够成功的实施精益生产成为制造企业在错综复 杂的市场环境中取得充足竞争力的根本所在。 本文对于D辐照加工企业的辐照材料改性生产现状进行了剖析， 通过调查问卷分析了D辐照加工企业在生产现尝设备管理、生产流 程和质量管理方面存在的问题，针对这一系列问题，设计了适合D辐 照加工企业的精益生产方式以求解决当前问题，并提出保障精益生产 顺利实施的措施，为D辐照加工企业改善生产环境、提高设备综合利 用率、优化生产流程和建立全面质量管理体系提出了合理解决方案。 具体而言，一是全面推行5S与目视化管理改善，主要包括设置 车间5S管理评分考核表以及5S推进委员会组织架构，继而以多种看 板的形式督促形成对物料、设备、流程、质量、安全及员工的一系列 目视化管理；二是全面引入TPM提高设备整体利用率，主要包括对缩 短故障停机时间、缩短产品转换过程中生产准备时间以及减少设备闲 置的措施研究，通过成立跨部门小组、完善故障和维修记录、建立异 常统计分析模块三种方式予以改善；三是生产流程优化，主要包括建 立物料流程计划、员工培训系统化以及装配流程优化；最后是建立全 面质量管理体系，主要包括以5M建立全面质量管理体系、以3种工 具提供产品质量保证以及建立提案建议制度和QC小组。 关键词：辐照加工企业；精益生产；TPM；生产流程；质量管理 III RESEARCHONTHEAPPLICATIONOFLEAN MANAGEMENTINDIRRADIATIONPROCESSING ENTERPRISE PengYucan(BusinessAdministration) DirectedbyDaiLicao Abstract:Leanproductionmethodisthemostpopularproduction methodintheworldtoday.Thisproductionmethodiswidelyrecognized inthemanufacturingindustrybytakingToyota'ssuccessasanexample. Itscoreideaistocontinuouslyreducethecostoftheenterpriseby eliminatingineffectivelaborandvariouswastes.Reducetheproduction cycleandimproveproductqualitytoensurethecompetitivenessof enterprises.Chinahasalargemanufacturingscaleandacomplete industrialsystem.Howtosuccessfullyimplementleanproductionhas becomethefundamentalreasonformanufacturingcompaniestoachieve sufficientcompetitivenessinacomplexmarketenvironment. Inthisthesis,thestatusquoofirradiationmaterialmodification productioninDirradiationprocessingenterpriseisanalyzed,andthrough thequestionnaireanalysisoftheDirradiationprocessingenterprisesin theproductionsite,equipmentmanagement,productionprocessand qualitymanagementproblems,accordingtothisaseriesofproblem, designedforDirradiationprocessingenterprisesoftheleanproduction modeinordertosolvethecurrentproblems,andputsforwardmeasures toensurethesmoothimplementationofleanproduction,forDirradiation processingenterprisestoimprovetheproductionenvironment,improve equipmentcomprehensiveutilization,optimizationofproductionprocess andtheestablishmentofcomprehensivequalitymanagementsystem proposedthereasonablesolution. Specifically,thefirstistocomprehensivelyimplement5Sandvisual IV managementimprovement,mainlyincludingtheestablishmentof workshop5Smanagementscoreevaluationtableand5Spromotion committeeorganizationalstructure,andthentourgetheformationofa seriesofvisualmanagementofmaterials,equipment,process,quality, safetyandstaffintheformofavarietyofkanban;Second,TPMis comprehensivelyintroducedtoimprovetheoverallutilizationrateof equipment,mainlyincludingthestudyonmeasurestoshortenthe downtimeoffailure,shortentheproductionpreparationtimeinthe processofproductconversionandreducetheidleofequipment. Improvementismadebysettingupacross-departmentteam,improving therecordsoffailureandmaintenance,andestablishinganabnormal statisticalanalysismodule.Thethirdistheoptimizationofproduction process,whichmainlyincludestheestablishmentofmaterialprocessplan, employeetrainingsystemandassemblyprocessoptimization;Finally,the establishmentofatotalqualitymanagementsystem,whichmainly includestheestablishmentofatotalqualitymanagementsystemat5M, theprovisionofproductqualityassurancewiththreetools,andthe establishmentofaproposalsystemandQCteam. KeyWords:irradiationprocessingenterprisesleanproductiontpm productionprocessqualitycontrol V 目录 摘要..............................................................................................................I Abstrac.......................................................................................................III 第１章绪论.........................................................................................1 1.1研究背景及意义............................................................................1 1.1.1研究背景...............................................................................1 1.1.2研究意义...............................................................................2 1.2国内外研究现状............................................................................3 1.2.1国外文献综述.......................................................................3 1.2.2国内文献综述.......................................................................4 1.3研究内容及方法............................................................................5 1.3.1研究内容...............................................................................5 1.3.2研究方法...............................................................................6 第2章相关理论概述...............................................................................9 2.1精益理论概述................................................................................9 2.1.1精益理论的发展历史...........................................................9 2.1.2精益生产的概念...................................................................9 2.1.3精益生产的理论支柱.........................................................10 2.2精益生产的实施策略..................................................................10 2.2.1精益生产的五项基本原则.................................................10 2.2.2精益生产主要技术.............................................................12 VI 第3章D辐照加工企业生产管理现状及问题分析.............................17 3.1D辐照加工企业基本情况简介...................................................17 3.1.1欧亿·体育（中国）有限公司简介.............................................................................17 3.1.2企业简介.............................................................................17 3.2D辐照加工企业生产管理存在的问题.......................................18 3.2.1现场管理混乱.....................................................................18 3.2.2设备综合使用率低.............................................................19 3.2.3生产流程设计不合理.........................................................21 3.2.4质量问题频发.....................................................................23 3.3D辐照加工企业推行精益管理的必要性及可行性...................25 3.3.1必要性分析.........................................................................25 3.3.2可行性分析.........................................................................26 第4章D辐照加工企业精益管理方案设计.........................................29 4.1方案的总体思路和设计原则......................................................29 4.1.1方案的总体思路.................................................................29 4.1.2方案的设计原则.................................................................29 4.25S与目视化管理..........................................................................30 4.2.15S管理.................................................................................30 4.2.2目视化管理.........................................................................32 4.3全面引入TPM提高设备整体利用率........................................33 4.3.1影响设备整体利用率的主要因素.....................................34 4.3.2设备的故障管理.................................................................36 VII 4.3.3全员参与体系的建立.........................................................39 4.4生产流程优化..............................................................................40 4.4.1建立物料流程计划.......................................................