大连理工大学专业学位硕士学位论文
摘
要
随着“工业 4.0”、“中国制造 2025”和“数字化转型”等概念的提出，智能制造
已经成为我国经济高质量发展的重要驱动力，全社会各行各业都在探索适合自身企业的
数字化升级解决之道。作为制造业一股非常重要的有生力量，P公司是汽车发动机零部
件制造企业，为了践行工业 4.0，提升企业竞争力，公司于 2020年提出建设智慧工厂的
规划目标。智慧工厂的总体思路是，将产品技术、工艺过程、生产管理、质量管理、物
流仓储和能源管理六大板块实现多维度数据整合和全过程管理识别，而流程管理的数字
化与信息化则是实施智慧工厂的重要前提。
本文通过文献查询、现场访谈、公开信息搜集等研究方法，对 P公司现有的业务流
程和管理流程进行梳理和分析，最后聚焦到生产管理流程在智能制造建设方面存在的问
题，即信息处理方式效率低，流程管理效率低，以及质量追溯过程效率质量双低等问题。
运用相关理论分析问题原因并提出对应的解决方案，使流程管理做到数字化、信息化、
透明化，以期实现提高工作效率，降低运营成本，提升客户与员工双方的满意度，最终
提升企业竞争力，为智慧工厂在信息管理方面打下坚实的基础。
流程改进是企业流程管理的重要内容之一，而流程问题也是企业管理的常见问题。
本文研究的意义旨在帮助企业梳理在智能制造背景下生产流程管理方面的问题，提供流
程改进的系统性解决思路及方案，并为其他制造类企业在信息化管理和生产流程管理改
进方面提供参考和借鉴依据。
本文通过智能制造理论、生产管理理论、流程优化理论和价值链理论对 P公司在智
能制造过程中生产管理流程改进的研究，得出主要结论有：流程改进是一项动态管理工
作，也要像其他管理内容一样有一套标准的流程规范；技术手段是流程改进的有效途径，
完善的适合生产企业的管理系统可以大幅提升信息处理的效率和工作质量，实现降本增
效；组织是流程改进的重要依托，建立健全的流程保障组织是流程管理的重要手段；战
略是流程的顶层设计，公司发展要有战略流程的支撑，战略的制定更要符合企业自身的
发展水平和环境趋势。通过技术、组织和战略三个层面系统性解决流程管理的问题方可
最大限度贡献企业经营发展目标，即降本增效，提升竞争力。
关键词：智能制造；生产管理；流程改进；价值链管理
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P公司智能制造生产管理流程改进案例研究
Case Study on P Company Intelligent Manufacturing
Production Management Process Improvement
Abstract
With the concepts of "Industry 4.0", "Made in China 2025" and "Digital transformation",
intelligent manufacturing has become the important driven force of high-quality economic
development in China. All walks of life in the whole society are exploring digital upgrading
solutions suitable for their own enterprises. As a representative of manufacturing industry, P
company is an automobile engine parts manufacturing enterprise. In order to practice industry
4.0 and improve enterprise competitiveness, the company proposed the planning goal of
building a smart factory in 2020. The general idea of smart factory is to realize
multi-dimensional data integration and whole process management identification by
integrating product technology, process, production management, quality management,
logistics and storage and energy management. While digitization and informationization of
company process management is the key premise of implementing smart factory.
Through on-site interview, public information collection and relevant theoretical research,
this paper combs and analyzes the existing business process and management process of P
company, and finds out the problems existing in the construction of intelligent manufacturing,
that is, the low efficiency of information processing, the low efficiency of process management,
and the low traceability efficiency and quality of supplier management process. Analyze the
reasons and find corresponding solutions to make the process management digital,
information-based and transparent, so as to improve work efficiency, reduce operating costs,
improve the satisfaction of customers and employees, and finally improve the competitiveness
of the enterprise, so as to lay a solid foundation for the smart factory in information
management.
Process problem is a common problem in many enterprise management. The significance
of this paper is to help enterprises sort out the problems of process management under the
background of intelligent manufacturing, provide solutions and solutions, and provide
reference and reference for other manufacturing enterprises in information management and
process management improvement.
This thesis studies the production management process improvement of P company in the
process of intelligent manufacturing through the theories of intelligent manufacturing theory,
production management theory, process optimization theory and value chain management. The
main conclusions are as followed: process improvement is a dynamic management work, and
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大连理工大学专业学位硕士学位论文
there should be a set of standard process specifications like other management contents.
Technology is an effective way of process improvement. A perfect system suitable for
production enterprises can greatly improve the efficiency and work quality of information
processing and realize cost reduction and efficiency increase. Organization is an important
support for process improvement, and establishing a sound process guarantee organization is an
important means of process management. Strategy is the top-level design of the process. The
development of the company should be supported by the strategic process, and the formulation
of the strategy should be in line with the enterprise's own development level and environmental
trend. Only by systematically solving the problems of process management at the three levels of
technology, organization and strategy can we maximize the business development goal of the
enterprise, that is, reducing cost, increasing efficiency and improving competitiveness.
Key Words： Intelligent manufacturing; Production management; Process
improvement; Value chain management
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