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Lectures on Numerical Methods in Bifurcation Problems
Methods for Finding Zeros in Polynomials
Lectures on Stochastic Flows and Applications
Educational Psychology by Edward L. Thorndike
The Last Days of Tolstoy by V. G. Chertkov
Globalization and Responsibility
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Lectures on Topics In One-Parameter Bifurcation Problems
History of the Incas by Pedro Sarmiento de Gamboa
Linear Algebra: Theorems and Applications
Lectures on Stochastic Differential Equations and Malliavin Calculus
A Short Biographical Dictionary of English Literature
Lectures on Sieve Methods and Prime Number Theory
Dollars and Sense by William Crosbie Hunter
The Theory of the Theatre by Clayton Hamilton
The Mathematics of Investment
Occupiers of Wall Street: Losers or Game Changers
The Solution of the Pyramid Problem
Lectures on Moduli of Curves
Walden by Henry David Thoreau
Methods for Finding Zeros in Polynomials
Lectures on Stochastic Flows and Applications
Educational Psychology by Edward L. Thorndike
The Last Days of Tolstoy by V. G. Chertkov
Globalization and Responsibility
Lectures on Siegel Modular Forms and Representation by Quadratic Forms
Lectures on Topics In One-Parameter Bifurcation Problems
History of the Incas by Pedro Sarmiento de Gamboa
Linear Algebra: Theorems and Applications
Lectures on Stochastic Differential Equations and Malliavin Calculus
A Short Biographical Dictionary of English Literature
Lectures on Sieve Methods and Prime Number Theory
Dollars and Sense by William Crosbie Hunter
The Theory of the Theatre by Clayton Hamilton
The Mathematics of Investment
Occupiers of Wall Street: Losers or Game Changers
The Solution of the Pyramid Problem
Lectures on Moduli of Curves
Walden by Henry David Thoreau
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精益生产在中国
Posted on 2010-04-28
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第一汽车制造厂变速箱厂于1989年10月建成,生产从日本日野公司引进的LF06S六档同步变速箱,配装解放CA141载货车。产品引进时也引进了管理模式,但由于管理未能及时到位,曾一度造成生产被动,质量不佳,效益不理想。1.开发思想该厂在“吸收丰田生产方式的管理哲理,结合厂情开创”准时化生产方式,运用多种管理方法和手段,做到以必要的劳动,确保必要时间生产必要数量的必要工件,以达杜绝超量生产,消除无效劳动和浪费,实现少投入多产出之目的。2.该厂准时化生产方式的特点目标明确,系统性强。围绕提高产品质量,降低成本,满足市场需求的目标,进行“配套设计,同步实施”的开发与建议方式;采用“拉动式”生产组织方式。变“推动式”生产为“拉动式”生产组织方式,以市场需求为目标组织生产;向工序间在制品为“0”进军;实行“一人多机”操作。实行U形生产设备布置,“一人多机”操作,大大提高劳动生产率;工具定置集配,精度刀具强制换刀与跟踪管理;“三为”现场管理。强调观念更新,以生产现场为中心,生产工人为主体,车间主任为首的“三为”管理体制。一切后方部门围绕准时化生产服务,使生产不停地创造附加价值;生产现场实行“5S”活动——整顿、整理、清扫、清洁和素质;实行“三自一控”、“创合格”、“深化工艺”、“五不流”和“产品创优”的“五位一体”的管理体系。3.实施效果经过1 年多的实践,准时化生产方式使工厂面貌产生巨大变化。生产能力大幅度提高,实现均衡生产 原设计能力6.8万台/年,92年实施准时化生产后实现8000台/月生产水平。产品品种由原来1个基本型发展为18个改型产品。产品质量稳步提高 91年废品率下降35%,一次装配合格率由80%提高到92%,市场占有率大幅度提高。推行看板管理,在制品大幅度下降 在制品流动资金占用从91年初的700万下降到年底的350万,下降了50%,92年月产量增加了25%,而流动资金下降到300万。由于实行多机床操作,多工序管理,人均操作三台机器,使得节省操作现场工人近50%,人工作业效率由原27.7%提高到65%。按厂内价格计算人均劳动生产率实现15.2万元。刀具消耗下降17%,设备故障停歇时间下降80%。准时化生产方式提高了企业整体素质,改变了旧管理作风,管理工作效率大幅度提高。
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