论文总字数：21487字

摘 要

本文通过在X公司核磁共振仪业务单元的生产实践，结合精益生产思想及多种工业工程工具和手法，对基于固定式布置的大型医疗器械进行了精益化生产的设计与研究。

首先，本文引入固定式布置的概念，然后介绍了方法研究、作业测定等工业工程工具，以及包括一个流生产、并行工程的精益生产思想和现场管理的相关理论。接着以X公司核磁共振仪实际生产状况为基础，结合理论工具，从产品特性、工艺流程、标准工时、生产区域布置和战略规划几个角度综合分析，针对重点问题制定了生产优化方案。

此方案主要分为重新布置生产区域，双人合作的并行生产方案以及每日绩效管理的设立。通过新方案的优化，X公司核磁共振仪产品在人工成本不变的前提下，生产周期缩短了50%，降低了在制品库存，稳定了库存水平，解决了紧急订单的问题；提升了面积利用率，为新产品节约出107㎡面积；建立了每日绩效的可视化管理工具，监控了生产效率，为今后X公司的持续性改进奠定扎实基础。

最后本文认为，各行各业都有其特殊性，企业在应用精益生产和工业工程时应对症下药，持续改进，不可盲目照搬其他企业的方案，切忌病急乱投医。

本文不仅解决了X公司核磁共振仪生产周期过长等问题，推动了X公司的精益化生产，还为基于固定式布置的大型设备制造业提供了一定生产优化的研究与实践。

关键词：固定式布置；医疗器械；精益生产；并行方案；可视化管理

Abstract

This thesis has brought about the achievement of Lean Production on large medical equipment, which is based on the fixed-position layout, through measures containing productive practice in NMR（nuclear magnetic resonance） spectrometer business unit at X company and combination of Lean Production and quantities of Industrial Engineering tools.

At first, this thesis draw into the conception of fixed-position layout, it introduces some theories and ideas about Industrial Engineering tools including method study, work measurement etc. and Lean Production which includes one piece flow, concurrent engineering etc. Then, based on the real production condition of the NMR spectrometers at X company and combined with theories, I worked out an optimization plan for Lean Productive direct against key problems, generally analyzing from some aspects of features of products, the process flow, the standard labor time, the layout of production area and strategic plans.

This plan is divided into three parts as the plan of re-layout production area, the plan of concurrent engineering based on a two-man cooperation model and the plan of setting a standard of daily performance management. According to the optimization plan mentioned above, we have decreased the production cycle time of NMR spectrometers at X company by 50% and reduced work-in-process inventory, stabilized the inventory level and handled the trouble of urgent orders in the premise of constant labor cost . Besides, we have boosted the area utilization ratio resulting from save 107㎡ acreage for new production. Moreover, we have created a tool to manage daily performance and monitor the efficiency of production, which has a visual interface and is also called visual management. The daily performance tool lays a solid foundation for continuous improvement.

Lastly, this thesis holds a view that each industry has its own particularity, which means every enterprise has to suit the remedy to the case, make itself stronger when taking Lean Production and Industrial Engineering into practical use. Also, we need to prevent some improper actions like entirely copying plans from other companies.

In conclusion, this thesis has not only solved the problem of long production cycle time of the NMR spectrometers at X company and promoted Lean Production at X company, but also provided some researches and practice for the manufacture of large equipment based on the fixed-position layout.

Key words: fixed-position layout; medical equipment; Lean Production; concurrent engineering; visual management

目录

摘要 I

Abstract II

第一章 绪论 1

1.1论文的研究背景 1

1.1.1医疗器械的行业背景 1

1.1.2企业简介 1

1.2研究的目的 1

1.3研究的内容 2

1.4研究的意义 2

第二章 理论综述 3

2.1固定式布置 3

2.2工业工程的理论和方法 3

2.2.1工业工程的本质 3

2.2.2工作研究 4

2.3精益生产的理论和方法 5

2.3.1精益生产概述 5

2.3.2一个流生产 6

2.3.3并行工程 6

2.4现场管理 7

2.4.1可视化管理 7

第三章 X公司核磁共振仪生产现状及分析 8

3.1产品特性 8

3.2产品工艺流程 9

3.3标准工时的测定 9

3.4生产布局 9

3.5产品生产现状及分析 11

第四章 X公司布局优化设计 12

4.1新布局方案布置原则 12

4.2新布局方案改进措施 12

4.3新布局方案效益分析 15

第五章 X公司生产模式优化设计 16

5.1并行生产模式的提出过程 16

5.2并行生产模式的设计思路 16

5.3并行生产模式的具体实施 19

5.4并行生产模式的效益分析 20

第六章 X公司现场管理优化设计 22

6.1每日绩效管理工具的制作 22

6.1.1每日工作进度统计卡的设计 22

6.1.2每日工作进度统计表的使用 24

6.2每日绩效管理的可视化工具的用处 26

第七章 X公司核磁共振仪生产优化效果 27

研究与展望 28

致 谢 29

参考文献 30

1. 绪论

1.1论文的研究背景

2015年起，中国经济下行压力剧增，工业产业投资持续下滑，国内外购买力不足的问题未得到有效解决，从而进一步放缓了中国工业的整体增长速度，传统工业产业不得不进行结构调整和转型升级。

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