| 1. | Knowledge of 5s , production site management and kanban management
具备5s及现场管理、看板管理知识。 |
| 2. | Finally , the thesis presents some prerequisites for implementing kanban management and jit research tendency
最后，本论文列举了一些看板管理的先决条件和jit的研究趋势。 |
| 3. | Kanban management is not good enough such as sintering plan changed by hand without signature , tooling management kanban has no content recorded at all
看板管理不完善，如手绘的烧结设计图变化无签名，加工管理看板上无任何内容。 |
| 4. | Kanban worked as a technical means of improving productivity contributes to smooth development and competition of an enterprise , the influence of which will be discussed in these theses
本论文还就看板管理作为企业生产力提高和改善的一种技术手段，论述看板管理带给企业内部竞争力的影响。 |
| 5. | The articles analyses the key to achieve the jit in production process lies in building the draw - type controlling system by erp and carrying out rolling plan , the electronic era board management in production process
本文分析了实现生产作业过程jit的关键点在于建立拉动式控制系统、用erp支持滚动式计划的执行、在过程中实施电子化时代的看板管理。 |
| 6. | The paper is a practice operations case , which is kanban management for inventory control in supply chain in colgate palmolive ( guangzhou ) co . ltd with the pressure of market . it consists of two parts : " the case " and " case analysis "
本文是一篇基于广州高露洁棕榄有限公司在面对市场压力下通过在供应链中实施看板管理控制库存的实际操作案例，全文由案例正文和案例分析两部分组成。 |
| 7. | To understand the basic theory and practice method on manufactory working site management , break through the restriction of manufactory management , implement the lean production theory and production maintenance management method , realize effective production plan and kanban management
了解生产现场管理的基本理论和实践方式,突破生产管理中的约束点,推行精益生产理念和全面生产维护管理方式,实现有效的生产计划规划和看板管理模式 |
| 8. | " case analysis " part introduces how to set up kanban model based on both the theory of supply chain management , kanban management and " pull " system and the current situation of colgate palmolive ( guangzhou ) co . ltd ; describes how to calculate kanban and set up kanban database to implement kanban management for inventory control in supply chain ; reviews the results after the implementation of kanban management for a period ; finally raises some suggestions for current kanban management
案例分析部分，根据供应链管理、看板管理和“拉动式”系统的理论，结合广州高露洁棕榄有限公司实际情况建立看板模型，并且通过看板模型的计算和看板数据库的建立来实施和应用看板系统控制库存，然后回顾了看板系统的阶段性成果，最后针对目前看板系统存在的问题提出了看法和建议。 |
| 9. | This theses sets forth that the current situation and existing main problems in the course of practice of kanban system in electrolux changsha factory , which present in production layout , material supply , quality controlling , master production scheduling ( mps ) and mrp arrangement as well as information flows between factory and distributor , factory and supplier , etc . and that actions and improvement measures for implementation of kanban management
本论文叙述了伊莱克斯长沙工厂实施看板管理过程中，在生产布局、材料供应、材料质量控制、主生产计划及材料需求计划的制定、以及工厂与经销商和工厂与供应商的信息流等方面当前的现状和所存在的主要问题。以及为实施看板管理所采取的行动和改善对策。 |
| 10. | Kanban management system defined as the most effective and practical technical means in implementation of jit is stated in this theses that also includes the definition and target of jit ( just - in - time production ) , the principle and comparison of kanban management system and mrp system ( material request plan )
本文论述了jit (及时化生产)的定义及目标，以及看板管理系统和mrp (材料需求计划)系统的原理及其它们的比较，论述了看板管理是实施及时化生产最有效、最实用的技术手段。 |
