工业工程专业对于E类型的简单生产线平衡问题的解决过程毕业论文外文文献翻译
工业工程生产线平衡
生产线平衡的优化策略
调整生产流程：通过合理安排生产任务，使每个工序的工作量趋于平衡，减少等待时间 和浪费。
引入自动化设备：采用自动化设备代替人工操作，提高生产效率和质量。
优化生产计划：根据市场需求和产能情况，制定合理的生产计划，避免生产过剩或不足。
加强员工培训：提高员工技能和素质，使其能够更好地适应生产线平衡的要求。
识别瓶颈：找出生 产线上最慢的环节， 确定瓶颈位置
优化流程：通过改 进工艺、调整设备 布局等方式提高生 产效率
引入自动化：引入 自动化设备，减少 人工操作，提高生 产速度
培训员工：提高员 工技能水平，增强 生产效率
生产线平衡的持续优化策略
定期评估生产线平衡状态 识别瓶颈环节并采取改进措施 引入新技术和工具提高生产效率 培训员工提高操作技能和熟练度 持续改进并调整生产线平衡方案
的比例。
空闲时间比率： 衡量生产线平 衡状态对工人 劳动强度的影 响程度，计算 方法为空闲时 间总和除以总 工作时间。
瓶颈工序时间： 生产线中最长 的工序时间， 是衡量生产线 平衡状态的关 键指标。
改进方向：针 对生产线平衡 的评估结果， 提出相应的改 进措施和建议， 提高生产效率
和质量。
生产线平衡的改进方法
生产线平衡团队的协作与沟通
明确团队成员的角色与职责 建立有效的沟通渠道 促进团队成员之间的协作与配合 及时解决生产过程中的问题与矛盾
生产线平衡团队的培养与发展
团队成员的选拔与培训：选拔具备相关技能和经验的成员，并提供专业培 训，提高团队整体水平。
明确团队目标与职责：制定明确的团队目标，并明确每个成员的职责，确 保团队协同工作。
生产线平衡的团队建设与协作
生产线平衡团队的组建与职责
工业工程专业英语翻译
工业工程专业英语翻译Real IE Value工业工程的真正价值Industrial engineers are great at solving problems. Ironically enough, there is still one age-old problem they unable to solve-identity. And the problem is not getting any to solve. In fact,〝 identity〞 is just one of several challenges currently facing the IE profession.工业工程师专门善于解决问题。
但是具有讽刺性的却是他们仍有一个长期性的问题得不到解决----一致性。
而且那个问题解决起来一直专门困难。
事实上，〝一致性〞恰好是目前工业工程领域所面临的众多挑战性问题之一。
Today’s competitive global economy and tighter corporate budgets are forcing IEs to deal with issues that were barely mentioned a decade ago. Companies are flattening corporate structures; IE departments are being eliminated or renamed; and universities and colleges are under even greater pressure to provide industry with graduates who are better trained to handle a much wider variety of job responsibilities.今天猛烈的世界竞争和紧张的公司预算都迫使工业工程师们去解决被人们忽视专门久的问题。
生产线平衡毕业论文
生产线平衡毕业论文生产线平衡是一种优化生产流程的方法，能够最大化利用生产资源，降低生产成本，提高生产效率和质量。
本文围绕着生产线平衡这个主题展开，结合相关文献资料和实际案例，从生产线平衡的基本概念、原理、方法、应用及其优化等方面进行探讨。
一、生产线平衡的基本概念生产线平衡是指通过对不同工序的加工周期、工艺要素、设备能力和人力安排等方面进行调整，使得各个工序的生产能力达到均衡状态，从而使整个生产线的效率达到最大化的效果。
二、生产线平衡的原理生产线平衡的原理是基于“瓶颈理论”和“流水线理论”两个方面。
瓶颈理论是指在整个生产线中存在一个或几个最慢的加工工序，它的生产速度决定了整个生产线的生产速度。
因此，调整或优化瓶颈工序的能力能够对整个生产线的效率产生最大化的影响。
流水线理论是指生产线上的每个工序在时间和空间上是连续的，从而实现生产过程中的无停顿流动，降低了生产成本，提高生产效率和质量。
三、生产线平衡的方法生产线平衡的方法包括以下几个方面：1.时间分析法通过对每个工序的加工时间和工艺要素进行分析，在此基础上制定整个生产线的进度计划，从而达到生产线平衡的效果。
2.动态平衡法对于那些生产线上的瓶颈工序或繁忙工序，采取一些调整和优化措施，以便在过程中平衡生产线的效率。
3.人力平衡法通过合理的人力资源配置，包括避免过度和不足的人力资源分配，并在生产线的其他方面进行调整，以达到生产线平衡的效果。
四、生产线平衡的应用生产线平衡的应用领域非常广泛，包括：汽车制造、电子制造、化工制造、食品加工、纺织印染等行业。
生产线平衡的应用能够帮助企业降低生产成本、提高生产效率和质量，在竞争激烈的市场环境下，具有很大的优势。
五、生产线平衡的优化生产线平衡的优化是指进一步提高生产线效率的措施，主要包括以下几个方面：1.引进新工艺和新设备，以提高生产线的自动化、智能化和灵活性。
2.针对生产线上的瓶颈和繁忙工序，采取更加合理的生产方式和设备，以达到最大化生产效率。
生产线平衡问题的解决方法
生产线平衡问题的解决方法生产线平衡问题是指在生产过程中，各个工序之间存在不平衡的情况，导致生产效率降低和资源浪费。
如何解决这一问题成为企业管理者关注的焦点。
本文将从生产线设计、工人培训和生产计划三个方面探讨解决生产线平衡问题的方法。
一、生产线设计生产线设计是解决生产线平衡问题的重要环节。
首先，需要对生产线进行分析，了解每个工序的生产能力和生产时间。
根据需求和资源的情况，合理安排各个工序之间的先后关系，确保生产线的流畅。
其次，要考虑产品数量和种类的不同，选择合适的生产线布局。
对不同产品进行分类，确保每个工序的负荷均衡。
最后，在安排工序顺序时，可以采用时间测算的方法，通过优化工序次序，减少等待时间，提高生产效率。
二、工人培训工人培训是解决生产线平衡问题的关键。
工人是生产线上最重要的环节，他们的熟练程度和工作效率直接影响到整个生产线的平衡性。
因此，企业应该加强工人的培训和技能提升。
首先，要理解工人的实际操作情况，了解他们在生产线上的瓶颈和困难。
通过培训，帮助工人理解整个生产线的运行流程和关键环节，提升他们的工作能力。
其次，可以引入工艺创新和自动化设备，减少工人的重复劳动，提高生产线的灵活性。
最后，要加强工人之间的交流和沟通，建立良好的团队合作氛围，共同努力解决生产线的问题。
三、生产计划生产计划是解决生产线平衡问题的重要手段。
一个合理的生产计划可以帮助企业合理分配资源，平衡生产线，提高生产效率。
首先，企业可以采用即时生产计划的方式，根据订单的实际情况灵活调整生产线的产能，避免产能过剩或不足的问题。
其次，可以采用分批生产的方式，将大型订单分解成多个小批次，通过合理安排工序间的停机和开机时间，减少等待时间和浪费。
最后，可以引入和运用物联网技术和大数据分析技术，通过数据的收集和分析，提前预测生产线的需要和瓶颈，做出合理的调整和决策。
综上所述，生产线平衡问题的解决方法包括生产线设计、工人培训和生产计划三个方面。
工业工程专业英语最全翻译
UNIT ONEIndust rialEngine ering Educat ion for the 21st Centur y21世纪的工业工程教育The 21st centur y is just a few yearsaway. Strate gic planne rs all over the world a re usingthe year 2000 as the pointfuture busine ss activi ties.Are we all ready f or that time? As the indust rialworldprepar es to meet the techno logic al chall e n gesof the 21st centur y, thereis a need to focuson the people who will take it there. People will be the most import ant of the “man-machin e-materi al” system s compet ing in the next centur y. IEs should play a crucia l role in prepar ing organ i z atio ns for the 21st centur y throug h theirrolesas change initia torsand facil i t ator s. Improv ement s are needed in IE underg radua te educat ion if that role is to be succes sfull y carrie d out.21世纪来临在即，全世界的战略家们把2000年作为商业活动的焦点。
工业工程外文翻译分析解析
外文资料Business Process Change: A Study of Methodologies, Techniques, and Tools.CHAPTER 1: INTRODUCTION1.1 The Rationale for TQM and BPROver the past two decades, domestic competition and globalization have threatened the growth, profitability and the very survival of many firms and organizations in general. Organizational and technological factors are combining to create a very competitive business environment in which customers are the focal point. Further, these factors can sometimes change quickly in a very unpredictable manner (Turban, McLean and Wetherbe 2002). The pace of change and the degree of uncertainty are expected to accelerate in the twenty-first century. Specific developments will be difficult to predict with certainty, and the types of changes will vary across industries. Competition will continue to increase both at home and abroad. There will be many new products with shorter development cycles and life cycles. Some industries will have smaller production volumes with more product customization and variety (Hunt 1989). New technologies will optimize production processes and improve product quality. All of these changes are significantly affecting the way business is conducted in not only international markets but also in local markets, which are now increasingly exposed to worldwide competition.Globalization will pose challenges for some firms, while offering growth opportunities for firms capable of developing a global reach (Taylor 1991).No organization, big or small,private or public, in the manufacturing or the service sector, can afford to ignore these changes (Kelada 1996).Effective response to the changes and competitiveness in manufacturing or service operations requires a clear understanding of the business environment, anticipation of market trends, and the effective management of organizational capabilities to quickly respond to customer needs. As customers become more knowledgeable about the availability and quality of products and services, theirsophistication and expectations increase. They demand customized products and services with high quality and low prices. Organizations will be under increasing pressures to produce more, using fewer resources (Turban et al. 2002).In order to succeed or even survive in this dynamic world, companies must not only take traditional action, such as lowering costs, but also take innovative action, such as changing structure or processes (Boyett and Boyett 1995). Other researchers have proposed various paradigms, theories, and strategies to cope with the ever changing environment and to sustain Organizational Competitiveness. Two proposed strategies are the evolutionary approach of Total Quality Management (TQM) and the revolutionary approach of Business Process Reengineering (BPR).TQM has been adopted as the organization-wide approach to quality management and continuous improvement since the early 1980s in the United States. It has been widely studied and implemented both in practitioner and academic research literature. An Industry Week article (Benson 1993) claimed that, "In 10 short years, TQM has been as pervasive a part of business thinking as quarterly financial results. A special section of Fortune magazine titled, "Quality 2000: The Next Decade of Progress," included the following statement, "since 1985, thousands of organizations have adopted and applied the principles of total quality management (TQM). As a result, the worldwide standards for the quality of products and services have never been higher. TQM has proven to be a highly adaptive management tool that is here to stay. It has passed the fad test. TQM has delivered on its promise, but has not reached its potential." Today, people talk much less about TQM; however, they practice it, applying its concepts and principles to their work (Kelada 1996). Many companies that have successfully adopted TQM do not even use the phrase total quality anymore; it has simply become a way of doing business (Jacob 1993).Some companies have achieved major improvements. As Samson and Terziovski (1999) state, "At the pinnacle of lists of those who have accomplished great improvements are the winners of the various quality awards around the world." However, they also argue that after twenty years of experience with TQM practices, it is clear that the performance improvements are, "indeed not clear, but are verymixed!" They add, "for each successful implementation of TQM there are many which have not been able to translate their efforts into operational or business improvement." There have been TQM failures reported by other authors in the literature. According to Kelada(1996), there have been "more failures than successes".TQM has also been criticized as being no longer adequate for survival in the increasingly dynamic competitive environment. Can and Johansson(1995) stated that TQM had not worked for many companies because it had been narrow in focus and limited to improving the existing way of doing business. Some experts claimed that BPR had replaced TQM because the latter was an incremental, limited and continuous improvement of existing processes. In contrast they claimed that BPR was a radical change in business processes, and the most effective approach in dealing with the drastic changes in the world (Kelada1996). Hammer(1990) advised, "don't automate,obliterate." He defined Reengineering as the radical redesign of business processes for dramatic improvement. He emphasized a "clean-slate" approach i.e. discard the old system and start with one that has been completely redesigned. Other researchers such as Davenport and Short (1990), Davenport(1993b), Hammer and Champy (1993), and Teng, Grover, and Fiedler(1994) also recommended using Business Process Reengineering (BPR) to radically redesign and improve business processes.In the face of intense competition and other business pressures, Davenport(1993b) suggested that, "quality initiatives and continuous, incremental process improvements, though still essential, will no longer be sufficient." He added that, "firms must seek not fractional, but multiplicative levels of improvement一l OX rather than 10%. Such radical levels of change require powerful new tools that will facilitate the fundamental redesign of wo rk.”Davenport(1993) depicts the History of Process Improvement Approaches in Figure 1 .The first approach was Inspection as the final step in the manufacturing process.Poor quality goods were rejected or recycled. The second approach used Statistical Quality Control to implement a strict control of the manufacturing process.It focused on improvement in existing processes. The radical Process Innovation approach was adopted in the 1980s.1.2 Business Process ReengineeringBPR has also been known as Business Process Redesign, Business Reengineering, Process Improvement, Process Innovation, Business Transformation and Business Process Change. There has been much confusion as to what this strategy entails, and when it came into existence. Earl(1994) wrote an essay attempting to evaluate and understand what is new and what is old about BPR. He described BPR as the "latest management recipe being offered for the survival of western businesses." He wrote, "The protagonists seem convinced that it is a new approach to improving business performance even if it may be a synthesis of recent and not so recent ideas. The cynics feel that they have seen it before in different guises and stress the apparent naivety of some of the component concepts.Meanwhile some of the companies claim that `it has worked for them', even if some did not realize it was BPR that they were practicing! These claims and counterclaims can be caricatured as `new wonder drug' or `old wine in new bottles'." Earl concluded that BPR had components that were both old and new.Davenport (1995) stated that all "components" of BPR existed prior to 1990, but later assembled into one management process. He added that, "Reengineering is new, therefore, only as a new synthesis of previously existing ideas."King (1994) stated that Process Reengineering was in the debunking phase of its life cycle. He proposed the existence of an evolutionary pattern in which management ideas and techniques are first presented as panaceas for business success and subsequently debunked as worthless. He mentioned previous examples and suggested that BPR was not immune to this pattern.The years following the seminal BPR publications in 1990-1993 were characterized by a bandwagon effect involving many firms eager to implement BPR. The continued global competition, economic down turn, and the potential offered by emerging technologies were pushing finms to fundamentally rethink their business processes. Many firms reasoned that business process change was the only way toleverage their core competencies and achieve competitive advantage. This belief led to a near "reengineering frenzy" (Kettinger and Grover 1995).By the mid 1990s, a number of firms had poor experiences in implementing BPR The literature began reporting failures as highas50-75%(Caron, Jarvenpaa&Stoddard,1994;Hammer&Champy,1993;Braganza&Myers,1997). Support for BPR began to wane. Some researchers attempted to stem the tide of negative reaction by explaining the fundamentals of BPR and its "real" objectives.The increasing competitive pressure that organisations currently face forces them to find ways of minimising the time it takes to develop the product, bring products to the market and offer efficient and effective service to customers while at the same time maximising profits. This pressure has made BPR one of the most popular topics in organisational management and has created new ways of doing business (Tumay 1995). BPR relates to the fundamental rethinking and radical redesign of an entire business system to achieve significant improvements in performance of the company.Many leading organisations have conducted BPR in order to improve productivity and gain competitive advantage. For example, a survey of 180 US and 100 European companies found that 75% of these companies had engaged in significant re-engineering efforts in the past three years (Jackson 1996). Among the reasons leading to the success of BPR is an emphasis on a top-down approach, empowerment, teamworking and flattening of hierarchies.Nevertheless, despite the success stories associated with BPR, there are high failure rates associated with it. Hammer and Champy(1995 ) noted that failure rates as high as 70% can be observed as a result of BPR. However, presently, data to support this claim is limited.Research in the area has tried to provide reasons for this high failure rate. Among these are: trying to do too much, not appreciating the risk factors (communications, mea surer, accountability) and not putting the most appropriate people on the project. However, among the top five reasons leading to the failure of BPR, the one that concerned people was prominent. In this, `middle management resistance' was cited as the most common cause for failure.Other reasons contributing to BPR failure were top/senior management, the prevailing culture and political culture, as well as employee fear and resistance to change (Gram and Wellins 1996). Other frequently cited problems related to BPR include the inability to predict the outcome of radical change, difficulty in capturing existing processes in a way that can be seen by multidisciplinary team members, a lack of creativity in process redesign, cost of implementing the new process, or inability to recognise the dynamic nature of the processes. It is often argued that one of the major problems that contribute to the failure of BPR projects is a lack of tools for evaluating the effects of designed solutions before implementation (Paolucci et al 1997; Tumay 1995).Mistakes as a result of BPR can only be recognised once the redesigned processes are implemented. This raises important issues, as it is particularly expensive and difficult to attempt the task of correcting earlier mistakes at this point. Although the evaluation of alternative solutions might be difficult, it is imperative that the risks associated with BPR projects are minimised. The following section describes the approach that the centre has adopted to investigate the aforementioned issues.The Centre for Re-engineering Business Processes at Brunel University aims to investigate how the success rate of BPR can be improved. We suggest that this can only be achieved by considering all the relevant factors in a systematic manner. Some of these factors include the role of information technology in business process change as enabler and implementers, human and organisational factors related to, for example, resistance to change or motivation of teams involved in BPR, and the importance of using dynamic modelling techniques to develop models of processes prior to their change. Some of the current areas of our research are summarised and described in Fig. 1 .Experiences from other similar organisations that under took BPR, investigating cases of BPR success and failure and learning lessons from other BPR projects represent another important area to be considered.Additional factors that are vitally important to BPR projects are the human aspects. These factors could determine how the resistance to change could bereduced and how teams involved in BPR projects could be better motivated which eventually leads to better performance within the team and better results for the BPR project.The role of information technology as a BPR enabler or implementer is another important area that is being investigated by the members of REBUS. It has been perceived that knowledge management is becoming increasingly important for organisations. Capturing tacit knowledge and disseminating it among employees has significant impact on business processes, organisational culture and general performance of a company. This is one of the new areas being researched within the centre.Other research areas being investigated include: the study of interorganisational system stakeholders and the role of stakeholders in BPR (Pouloudi and Whitley 1997), business process modelling, information systems-enabled change management (Giaglis et al 1999a), the success and failure of business re-engineering in developing and industrial countries, the coherence of business process changes and information technology (Choudrie et al 1998) and management innovation and change panaceas (Currie and Hlupic 2000).Stakeholders have their own interests, and by committing themselves to the team these can be reconciled. For instance, a case team could consist of technicians, managers or consultants, each having experience and knowledge of different areas of expertise. Different areas can thus be reconciled by bringing them together as a team, and in doing so enabling them to work towards a common goal.中文翻译业务流程变化：方法学的研究，技术和工具第1章：引言1.1基本原理TQM和BPR在过去的二十年中，国内竞争和全球化有受到威胁的增长，盈利能力及许多企业和组织的生存一般。
工业工程——外文翻译
AAA学校外文翻译如有雷同，纯属巧合专业工业工程学生姓名xxx班级 B工业 072 学号指导教师完成日期 2011年3 月19日外文资料名称: Various stages of theprojectcostcontrol外文资料出处：Accreditation and QualityAssurance附件： 1. 外文原文2.外文资料翻译译文Various stages of the project cost controlChung-Ho ChenAbstract:Project Cost Management is the basic content of determining reasonable and effective control of the project cost. There are two projects cost implications, the corresponding project cost management has two, one for the management of project investment, a price for the project management. Works against investment management, the so-called project cost effective control is to optimize the building programme, designed on the basis of the programme, in the various stages of construction procedures, using certain methods and measures the cost of the project have control at a reasonable scope and approved Within the limits of the cost.KEY WORDS:Engineering project cost cost management cost control cost limit 1. Project cost management problems that exist inChina's current stage of the project cost for project management to settle at for the purpose, focus only on the construction process of cost control, neglect of pre-construction project investment decision-making stage of cost control. Investment decision-making phase of the construction project investment estimate is an important basis for decision-making, it has a direct impact on national economic and financial analysis of the results of the reliability and accuracy. As a result of this project is the initial stage of work, the information can not be full, comparable projects in this area or less accumulated relatively little information, estimate the approach flawed and unscientific, making construction cost management and the cost of work At this stage difficult to accomplish something.Construction cost management to a passive design drawings prepared in accordance with the budget estimate and project cost calculated mainly ignored in the design stage to optimize the design of construction cost management, effective cost control. According to relevant statistics show that the impactof the design phase of investment for the possibility of more than 75 percent, but China's designers, most of the pursuit of high safety and design fees, the design does not consider economic factors, resulting in a number of large projects waste materials Phenomenon.Construction Cost Management divorced from each other at all stages, investment estimates, budget for the design and construction budget plans, the contract price, prices, accounts for price, the cost of these six stages from construction units and departments in charge of the design units, the respective management of construction enterprises, The former do not have control of the latter, which affected the former project cost effective management system.China's current construction cost management information system to collect finishing imperfections. The project has been completed the construction cost of collection, collation and analysis of information on the cost of the division is of great reference value. At present, China's very limited information on this part, most of all a personal cost engineer, can not share data. Cost can not be division between the exchanges and learn from each other, causing a big waste of resources.The following projects from the various stages of construction of a concrete analysis of how to strengthen the whole process of project cost management:(1)The decision-making phase of the project cost management is the beginning. In the investment decision-making phase of the project, the project's economic decision-making and various kinds of technology, investment and the project after the completion of the project have a decisive impact on economic efficiency, control of the project investment is a very important stage. Specifically, the decision-making phase of the project, a project in the new project proposals approved, the project cost advisory body should be based on long-term national economic development planning, economic development invarious sectors in economic development planning the basic requirements of the proposed project to Technically advanced and economically reasonable, and favourable in the community can create benefits, financial and other aspects of the implementation of a comprehensive and full investigation, analysis and feasibility studies, do a good job in the feasibility study. For policy makers decided to provide a reliable basis for the project. Investmentdecision-making phase of the construction cost of the entire process of project cost if Lan has a decisive impact on the overall situation. The construction project feasibility studies and investment decision-making is a source of the project cost. Cost is determined reasonable assessment of construction projects, the key follow-up work.（2）Phase of the project design phase of the design expenses only construction costs of the entire life of less than 1%, but the impact of the project cost accounts for more than 75 percent, and often easy to be ignored. Therefore, the project cost advisory body should be the design phase of cost management as a whole process of cost management in the key task. Preliminary design of the project budget for the accuracy of a certain country or industry and meet the depth requirements, effective control of project cost is the premise. Seize this critical design of the project cost control can be achieved multiplier effect. The design phase of cost control, is the source of cost control, is the most fundamental and important control.（3）Bidding phase of the project cost management is an important component of an acceptable kind of works commissioned by the owners of the list (or engineering Base Price) and a series of relevant documents, basic price of the pipeline is bidding management of the core work, because the basic price is Determine the price of the contract basis, with only the basic price of science, can we correctly judge the tender reported by the reasonable prices and reliability can be when the make the right decisions, strictly implement the project bidding regulations, grasp Price is reasonable and competitive. Evaluation and calibration of the cost Practitioners and the preparation ofcost as the basis for the legitimacy of the tender evaluation is based on legitimate and effective to ensure that the scientific and reasonable price. The market for the tender offer, the basic price of the provision of social services, and create an environment for fair competition.（4） Phase of the project implementation, cost management can not be ignored. Project implementation stage is a stage of building products, the entire process of building the project cost management is also the most difficult, most complicated stage. In addition to this stage of the passage of time with the other construction costs, a large number of investment funds through the construction of this part of the "materialization", the ultimate form of fixed assets, and investment projects. Effective cost control can be a good adjustment of the contracting parties and interests, namely the owners to reduce the input costs and increase the project's profit, but also to standardize the construction of the contractor. As a project cost advisory body, the actual operation in strict accordance with the owners agreed to assist the analysis of the claims handling matters, clearly define the responsibilities in the timely submission of counter-claims, to restore the unnecessary loss of the contract and the provisions have been agreed, calculated each time changes caused by Cost changes for the control of owners provide the basis for investment decisions.（5）Clearing stage is the completion of construction projects truly reflect the price of the product, is also the terminus of construction cost management. The stage should carefully examine the pre-clearing, more than one operator works out of high fixed sets, Takatori, are not realistic and visa, unreasonable technical measures such as increasing the cost should be based on the information available price information, on review Whether or not to raise prices of materials; should strengthen contract management, implementation of the contract itemized review system so that the project cost through a legally binding contract to identify and control; In addition, the completion of the project delivery, to conduct post-project evaluation,according to the original Rules, analysis and comparison project scope, progress and the changes in the cost, sum up experience, and cost information collated entry computer, so that future use.2.Effective control of the principles of project costTo the planning stage, the design stage as the focus of the entire process of construction cost control. Project cost control throughout the entire process of building projects, but must be focused. Clearly, the project cost control is the key to the project before the implementation of the investment decision-making and design phase of the project to make investment decisions, project cost control is the key to the design. According to some western countries analysis, design fee is generally equivalent to lifetime cost of all construction projects of less than 1%, but this is less than 1 percent of the cost of the construction project cost to the impact of more than 75 percent, thus, important that the design stage Sexual. However, for a long time, China's generally ignored the project phase of the preparatory work for cost control, project cost control are often the main focus on the construction phase - review of budget plans and reasonable settlement of the purchase price Jianan. This approach, while also effective, but is, after all, "remedial measures", Shibeigongban. To effectively control the project cost, we must shift the focus to control the project's initial stage of construction - the planning stage and the stage of design.Active Control, in order to obtain satisfactory besults. Since the eardy 1970s, the people vill control theory, system theory and research results for project management, will be controlled based on the decisions taken in advance of active measures to reduce and avoid as much as possible0the target value and acdual value of the deviations from this Is an active, positive control method, known as the active control. In other words, the project cost control, not only to reflect the investment decision-making, reflecting the design, contracting and construction, passive control project cost, more dynamic tothe impact of investment decisions, the impact of design, contracting and construction and taje the initiative to control project cost. Cost of dhe project to identify and control between interdependenae and mutual restraint, the ddtermination of the project cost control project cost is the basis and the carrier. At the same time, cost control resides in the project cost determine the whole process of determining the cost of the process that is cost control process.Technology and economic integration of project cost control is the most effective means. In the process of building projects, technology and the organic integration of economic, technological, economic analysis and evaluation, correctly handle the advanced technology and economic strength between the unity of opposites relations, and strive to achieve the advanced technology and reasonable under the conditions of the economy , On tha basis of reasonable economic advanced technology, the project cost control to infiltrate into the concept of the design and construction techjology measures. Project Management Project Cost control is an effective way. Construction supervision system is highly developed market economy, constrection project management professional and social level continuously improve the `roduct. Construction supervision of the mission, organization and management from the perspective of science and to take measures to ensure the construction project cost goals, objectives and time limit to achieve a reasonable quality objectives for the owners seek the best input and output. Practice has proved that the engineering supervision of the project cost control is an effective way.3.Various stages of the project cost controlDecision-making phase of project cost control. The planning phase of the project cost, many owners have the wrong understanding that the cost of the lower the better. Cost control is not a unilateral issue, and should be a multi-factor problem, should be integrated engineering practice, considering. In the investment decision-making phase of construction projects,the project's technical and economic decision-making, the project cost and the economic benefits of the project when completed, has a decisive role in project cost control is an important stage, rationally determine the cost of the project and control the direction of the exact location And building optimization of guiding role.The design phase project cost control. The design phase is the construction of intent from investors to the idea of the changing reality of a critical stage, the design phase of the project cost control is a key link. From the following aspects of project cost control: the design implementation of the tendering system, strengthen supervision of the design phase, determine a reasonable design, mature technology, to reduce the construction phase of major design changes and programmes of change in the effective control of the works Cost will play a role. An engineering design, if the Commissioner of participation into the project, excluding unfavorable factors may generally be excluded 80 percent of the error. In the entire process of construction cost control, the start of construction at best can only invest 20 percent savings, the key lies in the cost of construction period to identify and control. Commissioner of the design phase of work: Design Institute under the provision of design drawings and notes to help owners examine different design options for the economy, develop the preliminary capital expenditure plan to ensure that the investment will be the most effective use of support Owners of the Commissioner of work: Design Institute under the provision of design drawings and notes to help owners examine different design options for the economy, develop the preliminary capital expenditure plan to ensure that the investment will be the most effective use of the owners meet The different design options, the need to work out their own materials and equipment to conduct a cost analysis and research, design and cost proposals to assist them in the investment limit within the limits designed to reduce investment. To seek a one-time small investment and economic good design, the most rational economic indicators.The use of optimal design principles. At the design stage to reduce the use of value engineering cost 25 percent ￣ 40 percent, with notable results. Also known as value engineering value analysis, is a modern scientific management techniques, is a new technical and economic analysis, through analysis of the product's features to save resources and reduce the cost of the purpose of an effective method. It made up for the cost of traditional management that simply reduce costs and improve quality management always stressed that the quality of the deficiencies and is conducive to resolving the long-term construction period long, waste, poor quality, high cost of the problem. Value Engineering laws generally carried out in three steps: assessing the design of targeted technical scores and scores of economic calculation of the design object technology index and economic index, calculated each design object of the geometric mean, from which to compare, choose the best design .Construction of the tender stage project cost control. Construction of the tender stage of the project cost control should be accurate grasp of design drawings, construction projects through the analysis of the specific circumstances of the units and pre-qualification of bidders, preparation of tender documents, works basic price determined through Pingbiaodingbiao, select the successful bidder units, and to determine the contract price . Reasonably sure of is the basic price of the tender stage of the project cost control an important way of determining the basic price is often incomplete because of the design, material changes, or the market price because of the constantly changing and difficult to have an accurate value. When these happen, you can use fuzzy identification, fuzzy clustering analysis, computer simulation technology (Monte Carlo simulation) Three mathematical methods, the project cost to more accurately determine.The construction phase project cost control. Project implementation phase of the project cost control can proceed from the following: careful review of the contract price and volume list, the basic unit prices and other relevantdocuments in conjunction with the progress of the project and the quality of works carried out the correct measurement, review payment of bills, according to the provisions The price of clearing; correctly understand the design intent, strictly control the design changes, the design is wrong with the local timely corrections; strengthen engineering claims control, contract management in all its aspects; skilled use of the budget over the fixed and reasonable conduct on-site visa; review of organizational design, Use of technology economy is relatively comprehensive assessment method, using the value of works on the construction phase and construction materials to optimize options, select a reasonable construction plan; strengthen project construction supervision.On the review of the list of projects, supervision engineers should pay attention to inventory control measures in the project. Price list of projects provided in the list of measures, for the completion of the project is the construction project occurred in the pre-construction and construction process technology, life, security and other non-engineering aspects of the project entity. At this stage because many projects are the construction plans and construction of circumstances imperfections at the scene on the tender, until tender, construction projects and measures designed to have greater access to the actual scene. Supervising engineer in the handling of raw data to collect first-hand, itemized checking identification, not of the proposed amendments.Clearing the completion of phase project cost control. For a long time, the completion of the construction plans ultra-clearing budget is cost management issues requiring urgent solution. The completion phase of the project cost control, should conscientiously do a good job the following points: check the terms of the contract, clearing the completion of the preparation of the audit, preparation of the project refers to the preparation of the completion of the works and the cost of clearing areas. Examine whether the content of the completion of the contract requirements, whether qualifiedacceptance, review billing methods, pricing methods, concessionary terms whether the contract; completion of the audit plans of projects in the audit, the plans should be based on the completion of the design changes, such as visa at the scene, according to state In terms of engineering works required by the rules of each check; strictly enforced in accordance with the valuation method of valuation; rigorous review design changes to visa fees for inspection standards, different regions of the rate of price index may be different. Therefore, the project must be in accordance with the standards of admission fees under the contract requirements, according to grade the quality of construction unit, the type of construction work, such as setting a reasonable standard admission fee.翻译：译者：AAA工程项目各阶段的成本控制Chung-Ho Chen摘要：工程项目成本管理的基本内容就是合理确定和有效的控制工程项目成本。
工业工程毕业论文范文
工业工程毕业论文范文工业工程(Industrial Engineering)是一门世界上公认的、能杜绝各种浪费,有效地提高生产率和经济效益,把技术与管理有机地结合起来的边缘学科。
下面是店铺为大家整理的工业工程毕业论文范文，供大家参考。
工业工程毕业论文范文篇一1工业建筑项目工程的管理问题研究分析1.1工业建筑施工项目中造价管理研究分析施工单位以及投资者所获取利益和建筑工程施工造价有着直接的关联。
所以说，对于建筑工程项目施工过程中施工成本管理是相当重要的。
但是现阶段内很多的企业为了获得更多的经济利益，在成本使用上会选择一些违法的材料。
进行偷工减料、以次充好等方式。
部分企业对于工程质量、工程施工进度以及工程造价三个方面关系没有很好的协调。
在施工过程中这三者会出现一定的矛盾，存在着不科学的情况。
1.2工业建筑施工项目中施工安全管理研究分析建筑工程施工需要施工人员直接的参与，人员工作态度与建筑工程整体效果有着直接的关联。
在现阶段内，国内建筑事业发展是相当比较迅速的，施工人员也在不断的扩展，但是在建筑施工队伍中不具备高素质的人员。
现阶段内，施工队伍整体综合素质还是比较差的，不具备安全意识。
所以说，在建筑工程施工过程中，也不会有相应的安全保护方式。
这样的情况下施工过程中就会出现安全事故，不单单给施工人员带来伤亡损失，还会给施工企业带来较为沉重的经济负担。
在施工安全管理过程中，因为管理所出现的问题，由于管理不到位，使得施工现场秩序混乱，给建筑工程施工安全带来一定的安全隐患。
同时在施工过程中，企业为了节约成本，现场中不具备安全生产设备，这样是很容易出现安全事故的。
1.3工业建筑施工项目中施工质量管理研究分析在工业建筑施工过程中关键的就是施工材料的选择。
工业建筑项目质量的好坏于施工材料质量好坏有着直接的关联性，所以说建筑施工企业对于施工材料选择重视度是需要增加。
在进行材料选择过程中，不能为了使得企业成本降低，而去选择一些不合格的材料，这样不单单对于工业建筑施工整体质量有所影响，同时还会给施工企业以及人们群众带来严重的损害，甚至出现人员伤亡以及大量的财产损失。
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1 毕 业 设 计（论文） 外 文 文 献 翻 译
文献、资料中文题目： 对于E类型的简单生产线平衡问题的解决过程
文献、资料英文题目： 文献、资料来源： 文献、资料发表（出版）日期： 院 （部）： 专 业： 工业工程 班 级： 姓 名： 学 号： 指导教师： 翻译日期： 2017.02.14 本科毕业论文外文翻译 外文译文题目： 对于E类型的简单生产线平衡问题的解决过程 A solution procedure for type E simple assembly line balancing problem
Nai-Chieh Wei , I-Ming Chao Industrial Engineering and Management，I-Shou University, No. 1, Section 1, Syuecheng Rd. Dashu District, Kaohsiung City 84001, Taiwan, ROC.
对于E类型的简单生产线平衡问题的解决过程 Nai-Chieh Wei , I-Ming Chao 工业工程与管理，中华人民共和国，台湾省，高雄市，Syuecheng Rd. Dashu街一号，义守大学，第一章第一节
摘要 本文提出了结合SALBP-1和SALBP-2的E型简单装配线平衡问题（SALBP-E），更多的，本研究为提出的模型提供了解决方法。提出的模型在最小化空闲时间的同时优化装配线平衡率，为管理实践提供了更好的理解，计算结果表明：给出周期
的上限maxct以后，提出的模型可以最优的解决问题，因为它含有最少的变量，约束和计算时间。 1前言
从研究者第一次讨论装配线平衡问题以来，大约有50年了，在众多有关生产线平衡问题中，最基本的是简单装配线平衡问题，早在1954年，Bryton就定义并且研究了生产线平衡问题。后一年，Salverson建立了第一个生产线平衡的数学模型并提出了定性的解决步骤，这引来了很大的兴趣，在Gutjahr 和 Nemhauser说明生产线平衡是一种NP组合优化难题，大多数研究者希望开发一种能高效解决多种装配线问题的方法。在随后的几年,生产线平衡成为了一个流行的主题，Kim, Kim, and Kim (1996) 把生产线平衡分为五类问题，其中的问题1（SALBP-1）和问题Ⅱ(SALBP-Ⅱ)是两种基本的优化问题。 研究者发表了许多有关解决SALBP-1问题的研究结果，Salverson（1995）用整数规划解决工作站分配问题，Jackson用动态规划解决SALBP-1，Bowman提出了两种数学模型并引入了0-1变量保证没有不同任务占用同一时间且同一任务不被分配到不同的工作站。Talbot 和 Patterson (1984)提出了一个数学模型，它还有一个单一变量，专门用来计量分配到工作站的任务数量， Essafi, Delorme, Dolgui, 和 Guschins-kaya (2010) 提出了一个解决由相同的数控机床构成的线平衡问题的混合整数规划模型，Hack-man, Magazine, and Wee (1989)使用分支定界法解决了SALBP-1，为了减小分支的数量，他们提出了启发式深度测量技术，提供了一个高效率的方法，Betts and Mahmoud (1989), Scholl and Klein(1997, 1999), Ege, Azizoglu, and Ozdemirel (2009)建议实施分支定界法，其他的启发式方法已经被用来解决多种问题，这些包括模拟退火算法(Cakir, Altiparmak, & Dengiz, 2011; Saeid & Anwar,1997; Suresh & Sahu, 1994)，遗传算法(McGovern & Gupta,2007; Sabuncuoglu, Erel, & Tayner, 2000)、蚁群优化算法(Sabuncuoglu, Erel, & Alp, 2009; Simaria & Vilarinho,2009)，现今，随着顾客多样化需求的出现，多目标问题产生了。例如， Rahimi-Vahed和 Mirzaei (2007)提出了一种混合多目标算法，包括总效用工作最小化，总生产速率变化最小化、总过程成本最小化。Chica, Cordon, and Damas (2011)提出了一种模型，包含一系列具有冲突目标的联合优化，这些冲突目标包括周期、工作站数目、工作站数目的面积等。另一个有趣的延伸是混合模型问题，这是装配线平衡的一个特殊的例子，它允许不同型号的产品在同一生产线上流动。为了解决混合模型装配线平衡问题，Erel和 Gökçen (1999)对混合模型装配线进行了研究并且建立了0-1整数规划模型和结合顺序图以减少决策变化和解决侠侣增长的约束条件。Kim 和 Jeong (2007)使用包含依赖于序列的准备时间的运输系统解决了混合模型装配线平衡中工作输入队列的优化问题。Özcan and Toklu (2009) 提出了一个数学模型，用来解决混合模型的双边装配线平衡问题，目标是解决成对工作站和已知周期的工作站数目的优化问题。
不同于SALBP-1，SALBP-2的目标是给定若干工作站，最小化它们的周期时间。大多数研究都只关注SALBP-1的解，而不是关注SALBP-2的解，这是因为SALBP-2可以通过逐渐增加SALBP-1的周期直到装配线平衡的方法来解决。早在1961年，Helgeson 和 Bimie就已经提出了一种解决SALBP-2的启发式算法。Scholl (1999)提出了几个关于装配线系统安装和利用的决策问题，表明在有节奏的装配线中，平衡问题是非常重要的。Scholl运用面向任务的分支定界法来解决SALBP-2，然后将结果与已存在的解决方案进行比较。Klein和Scholl (1996)采用新的统计方法作为解决方案，并且为直接解决SALBP-2开发了一个广义的分支定界法。此外，Gökçen 和Agpak (2006)运用目标规划求解简单U形装配线平衡问题，在这个问题中，决策者必须同时考虑几个冲突的目标。Nearchou (2007)基于微分进化提出了一个启发式算法来解决SALBP-2。紧接着，Nearchou (2008)基于多目标微分进化法又提出了一个新的启发式算法来解决SALBP-2。Gao, Sun, Wang, and Gen (2009)提出了一个机器人装配线平衡问题，在该问题中，装配线任务必须要分配给工作站，并且每一个工作站都需要选择一个可用的机器人以最小化周期为目的来处理分配到的任务。在文献中还表述了其他的方法。例如， Bock (2000)提出了用禁忌搜索解决SALBB2，他还利用并行宽度拓展了禁忌搜索，并行宽度可以用来提升现存的禁忌搜索程序以解决装配线问题，Levitin, Rubinovitz, 和Shnits(2006)开发了遗传算法，通过应用一个简单的进化规则和分支定界法解决大型、复杂的机器装配线平衡问题。Asan 和Tunali (2008)给出了遗传算法解决装配线问题的完整观点。 大多数研究都集中在SALBP-1和SALBP-2，很少有关于优化装配线平衡率的研究。这种类型的问题被称作SALBP-E，本文构建了SALBP-E和解决SALBP-E
问题的模型， SALBP-E被定义为，是处理装配线平衡率等问题的。所有工作的总时间是工作站的数目与周期的乘积。 SALBP-E试图让装配线平衡率最大而使空闲时间最小。换句话说，SALBP-E就是为了减少工作站的数目和周期。文章接下来的类容是这样组织的，章节2介绍SALBP-E的公式和解决过程。章节3说明利用小到中型数学计算解决一个笔记本装配线模型和一些测试问题。文章最后做了一个总结。
2 SALBP-E的公式和解决过程 SALBP-E集成了SALBP1和SALBP2模型，为了达到这个目标，定义以下符号和变量： n 任务数量（i=1,2,3，..........n） m 站的数目（j=1,2,3，.........m）
maxm 工作站最大值（j=1,2,3，.......maxm）
minm 工作站最小值（j=1,2,3，......minm）
it 任务i的运行时间 ct 周期 P 任务（i，k）的子集，直接给出优先级关系 决策变量：
ijx（0,1） 如果任务i分配到任务j为1，否则为0， (min.....maxij=mm；)
iy（0,1） 如果任何一个任务i分配到j为1，否则为0，(j=1.....maxm) ct0 周期大于等于0 *m 工作站最小数
SALBP-1的原始模型如下：
（1）
（2） （3） （4） （5） 对于SALBP1的原始模型，目标函数（1）保证了工作站数目m最小，工作站的周期已知，约束（2）用来约束第i个工作只能被分配到一个工作站。约束（3）约束分配到工作站j的任务的总时间不超过周期。约束4定义了优先关系，约束（5）确定了如果某个工作i被分配到了工作站j，则它的值为1，否则为0，在目标函数
（1）中，是未知的且不能解出来，变量y用来促进解决方案，修正后的模型SALBP-1-i是如下定义的，目标函数（6）决定了在周期CT已知情况下工作站最小数mmin，约束（7）-（10）与上面SALBP1的约束（2）-（5）定义类似。约束（11）的意思是如果任何一个工作分配到工作站j，则它的值为1，否则设置为0. SALBP-1-i：
……………………………………………………………..（6） ……………………………………….……..（7） …………………………………………（8） ……………………………………………（9） ………………….…..（10） ………………………………………………..（11） SALBP-2的模型如下，目标函数是在工作站数目已知的情况下保证周期最小，约束13--16与上文SALBP1约束2---5的定义方法相同。 SALBP-2
………………………………………………...…………（12）