工程機械製造業精益生產研究與實踐 —以LG公司精益生產為例

Abstract

當前，中國經濟進入轉型期，與宏觀經濟和GDP增長密切相關的工程機械行業面臨著巨大的挑戰。全球化大背景下，經濟減速帶來的行業產能過剩，國際分工鏈條上中低端的製造水準，與歐美日韓等發達國家企業在製造管理方面存在的巨大差距，要求我們的企業應主動轉型升級、由粗放型向精細型轉變，精益生產成為工程機械製造業核心競爭力的首選。 作為中國工程機械龍頭企業之一，LG公司結合自身實際，借與世界500強企業合資合作之際開展精益生產LPS（LG Production System），並在QDC方面（品質、效率、成本）取得很大成效，在同行業中名列前茅，走出了一條符合自身發展的精益之路。 公司注重精益生產的系統化和量化推進。通過搭建LPS精益生產平臺、建立LPS組織架構、構建系統的LPS知識體系，逐步形成了LG公司精益生產文化；通過反復研討，比照同行業世界先進水準企業，形成清晰的精益生產戰略規劃、戰略目標；量化的LPS 22個模組，個體內可進行量化測量，相互間有著緊密聯繫，可通過公司內部的自我審核和外部專家審核不斷推向深入。 公司充分激發員工的創造性，腳踏實地踐行精益生產兩大支柱自動化和JIT準時化生產、一大基礎持續改進。LG公司關注員工精益理念的養成，通過去除浪費尤其是低成本自動化追求生產現場的少人化，提高生產效率。並在實踐過程中，總結出“一全二創三結合”的成功經驗，即全員參與，堅持技術創新與管理創新，堅持現場員工、技術人員、管理人員相結合。“一全二創三結合”實現持續改進，是LG公司精益生產推進的一大亮點。 公司追求“零庫存”和物流方式的改善。LG公司借搬遷之機，吸引供應商環繞在公司周圍，同時建立三方物流倉庫以應對距離較遠的供應商，雙策並舉優化供應商經濟批量JIT配送；車間內部、上游與下游車間之間、事業部之間則通過拉動信號及看板卡實現拉動式生產，努力降低在製品庫存；另外，公司通過設立整機中轉庫及改善物流方式，盤活公司與代銷商的整機庫存，整機庫存量逐年降低。 本文基於工程機械行業面臨的嚴峻形勢，從精益生產基本概念和理論綜述出發，系統分析總結LG公司LPS體系建立、目標設定及持續改進等方面的實踐經驗，揭示企業提升QDC、打造核心競爭力的內涵。

Currently, Chinese economy comes to the transition phase, the construction equipment industry which is closely related to macro-economy and GDP growth is facing a huge challenge. In the circumstances of globalization, the industry over-capacity due to economic slowdown, the low & middle manufacturing level in the international division of labor and the big gap on manufacturing management with developed countries, like European countries, USA, Japan and Korea, etc., all of which require our enterprises to be transformed and upgraded from the extensive type to a lean one, therefore lean production is the first priority for construction equipment manufacturers to build their core competitiveness. As one of the leading enterprises in Chinese construction equipment industry, LG has introduced and implemented LPS (LG Production System) based on its own actual situation and by means of JV cooperation with one of Top 500 in the world. So far, LG has achieved great progress on QDC (Refer to Quality, Delivery, and Cost). Consequently, LG acquires a leading position in the industry, and takes the lean way aligned with its own development. The systematic and quantized implementation of lean production is focused by LG. Through building LPS- Lean production platform, LPS implementation organization and systematic knowledge structure, the lean production culture has been gradually formed in LG. Through many sessions of discussion and research, benchmarking advanced global enterprises in the same industry, the clear strategic planning and objectives have been formed. Each one of the 22 modules in the LPS is quantized and measurable, and they are closely related to each other. Meanwhile, the internal audit within LG and external audit by experts make the implementation go deeper and further.