毕业设计（论文）-XS-ZY300A液压系统设计.doc

学 号_0810111106_ 前期工作材料课 题 XS-ZY300A 液 压 系 统 设 计 学生姓名 系 别 机械工程系 专业班级 08机械设计制造及自动化2班 指导教师 二一二年 六 月 iii目录实习报告.11.1实习时间.11.2实习地点.11.3实习目的.11.4实习单位简. 11.5实习过程.11.6个人感悟21.7实习心得21.8感谢3外文原文.4中文译文.8- 11 -实习报告1.1实习时间2012年4月9日2012年4月29日1.2实习地点铜陵市羊山矶实业有限公司1.3实习目的毕业实习是本专业学生的一门重要实践性课程，也是大学期间最后一次重要的实习环节，是对本专业毕业生的一次综合实习以及考验。旨在通过实习环节形象的了解毕业设计题目，同时对自己从事的工作有一定程度的了解。是学生将理论知识同生产实践相结合的有效途径，是增强学生的群众性观念，劳动观念，工程观点和建设有中国特色社会主义事业的责任心和使命感的过程。通过生产实习，使学生了解陶瓷过滤机机械从原材料到成品批量生产的全过程以及生产组织管理知识，培养学生树立理论联系实际的工作作风以及生产现场中将科学而理论知识加以验证，深化巩固和充实。并培养学生进行调查、研究、分析和解决工程实际问题的能力。通过生产实习，学生拓宽学习的知识面，增加感性认识，把所学知识条理化、系统化，学到从书本学不到的专业知识，并获得本专业国内外科技和发展现状的积极性，为今后的学习和将从事的技术工作打下坚实的基础。 1.4实习单位简介 铜陵市羊山矶实业有限公司坐落于我国青铜文化发祥地之一素有“中国古铜都”之美誉的安徽省铜陵市，因此，邻有风景秀丽的黄山，佛教圣地九华山。该公司主要生产及销售陶瓷板过滤机。公司产品广泛应用于冶金、化工、建筑、矿山等行业。销往全国各地，并出口到东南亚等地区，获得普遍好评司。公司注册资本3000万元，企业现有员工120余人，其中技术管理人员20人，大专以上学历24人，拥有各类机械加工及专用设备40多台，具有雄厚的技术力量，健全的管理体制，良好的售后服务。公司新征地五十亩建设新生产基地，目前已完成一期厂房建设。新的生产基地建成后，将大大促进公司上规模，上台阶，产生良好的经济效益和社会效益。“十一五”期间，安徽省铜陵市羊山矶实业有限公司将以新一轮解放思想为契机，全面落实科学发展观，加快省861重点项目新生产基地建设，形成年产200多台，继续深化改革，加快企业融资上市步伐，加快发展努力把企业建设为国内一流的现代化企业。1.5实习过程1.观看企业宣传片，进行安全教育，到了企业之后企业的师傅首先将我们带到铜陵市羊山矶实业有限公司培训中心，首先观看了企业的PPT，对于企业的发展和历史进行了初步的了解，也对企业一直一来的生产状况有了一点的了解。随后观看了企业的宣传视频，重点了解企业重组之后的发展状况。最后师傅强调了进行实习的安全问题。2参观实习a首先我们来到的是铜陵市羊山矶实业的普通车间，这个车间主要负责陶瓷板过滤机生产加工任务，在车间里同时我们也看到了并询问了基本的加工工艺。b后来又参观了装配车间，了解了装配的一些生产流程等等。3生产实习开始接触陶瓷过滤机，在铜陵市羊山矶实习师傅对陶瓷板过滤机的设计，产品工艺工装，产品材料及焊接做了大概的讲述之后大致了解产品的基本生产过程。在每个车间这三个星期的实习期更加详细的了解了产品生产的各个环节，以及各个环节的注意事项，通过实际生产操作、顺利的设计、工艺、工装、材料、焊接、生产热处理、装配、油漆包装、运送、维修等各个环节联系融合在一起，对产品的整个流程建立了一个完整思路，为以后的学习扎实基础。同时，我在实习期间，充分感受到了团结，互敬互爱，不屈不饶，任劳任怨，认真做好本质工作，使产量提高质量过硬，这充分发挥了该公司的自强不息，认真进取的精神，这也让我认识到一个企业的文化，蕴含的力量庞大。1.6个人感悟 和我在一起工作的工人师傅文化水平不是很高，大部分是初中毕业，但是通过这段时间的实际工作，我知道他们的经验和熟练程度是我们这些大学生在课本上得不到的，所以，今后走入社会，我想我首先应该克服的就是眼高手低的毛病，俯下身来、踏踏实实的工作，去积累自己的经验，增加自己的知识！但是由于工人师傅的文化水平有限，这也是一个很大的制约性因素，他们可能在这个岗位上干了很多年，可以说比他们的领导干的都好，但是他们并不知道这其中的原理、管理上的因素，所以，文化水平可能永远是他们工作生涯中的一道障碍，从这当中，我知道了知识的重要性，它是我们不断学习的基石，也是我前进的资本，我想通过实习我会更加珍惜自己的学习机会。 在实习时的工作学习同时我也认识到社会是残酷的，没有文化、没有本领、没有进取心，就注定你永远是社会的最底层！但同时社会又是美好的，只要你肯干、有进取心，它就会给你回报、让你得到自己想要的！ 总之，虽然实习的时间很短，但对我来说，收获是很大的。虽然即将要毕业，但是我知道真正的学习才刚刚开始，生活的道路上，工作的道路上需要我学习的东西还很多很多，我必须耐下心来一丝不苟的学习，并且用实习的心得时时激励自己，让自己成为生活的创造者！1.7实习心得通过这次的实习，我对自己的专业有了更为详尽而深刻的了解，对实际操作有了更多地了解，增强了专业知识的感性面和认识面，对所学专业有了新的认识。从这次实习中，我体会到了实际的工作与书本上的知识是有一定距离的，并且需要进一步的再学习，俗话说，千里之行始于足下，这些最基本的技能是不能在书本上彻底理解的。短短的实习，让我打开眼界，也学会了不少东西，也让我对自己今后要从事的行业有所思考。短短的三周仿佛思想又得到一次升华，心中有多了一份人生感情。这次实习让我深刻体会到读书固然是增长知识开阔眼界的途径，但是多一些实践，徜徉于实践中接触实际的工作接触一下社会的脉搏，给自己定个位，也是一种绝好的提高自身综合素质的选择。不实践很多问题都考虑不到，实践后才知道什么情况都可能遇到，这就要求我们必须有丰富的实践经验，像刚刚走出校门的实习生经验还不是足够丰富，但是理论中的东西要是什么也不会，那在实习工作中就会吃不开了。到了施工现场经过一段时间的学习，才体会到并不是课本中学到的东西用不上，而是看你会不会用，懂不懂得变通和举一反三的道理。本次实习中比较严重的问题有以下几个问题一：对理论知识掌握不够扎实问题二：绘图的速度慢，没有熟练掌握CAD快捷键，计算机能力有待提高问题三：理论联系实际的能力差，对专业方面知识了解还是太少实习的经验与收获首先本次实习最大的收获就是通过这次实习使我对工程方面的有关知识在实际中有了更深的了解。应该说在学校学再多专业只是也只是理论上的，与实际还是有点差别。这次实习虽然不长，但我还是学到了一些现实的东西，锻炼的是解决问题的能力。通过三周的实习，使我学到了很多的实践知识，所谓实践是检验真理的唯一标准。通过参观样板工程和师傅的指导学到了很多很实用的基本知识。实习实质是毕业前的模拟演练，在即将走向社会，踏上工作岗位之前，这样的磨砺是很重要。希望人生能由此延展开来，真正使所学所想，有用武之地。1.8致谢最后，非常感谢公司给我这个成长的平台，令我在工作中不断的学习，不断的进步，慢慢的提升了自身的素质与才能，感谢在此次实习中为我提供帮助的同事们和前辈们，感谢校方给我们提供这次宝贵的实习机会。我会更加努力提高个人实践能力做好踏入社会的准备。外文原文Machinery developments Machinery manufacturing enterprises in the production management model is changing. As the production from different backgrounds, different scale of enterprises, the quality of personnel and business leaders than different way of thinking is different from the production machinery manufacturing management model also different. Production management in China compared with developed countries. In the production concept, production, management appears to lag behind other areas. 1. look for problems and defects in Chinas machinery manufacturing enterprise production management Chinas machinery manufacturing production management mode, look for problems and defects in Chinas machinery manufacturing enterprise production management, 50 years in the 20th century on the basis of learning developed in the USSR, the production management model is the product-centric production, the production schedule for the center control the entire production, and single species (less variety) mass production to adapt the production management. The machinery manufacturing enterprises of production management in the following drawbacks: 1.1 the companys multi-power source of propulsion, the large increase in inventories. Multi-power source of propulsion. Refers to the various parts and components production stage, have their own production capacity, production speed production of parts, and then pushed to the next stage, thus progressively push down the formation of series, parallel to the push-down form a parallel until the push to the last general assembly, constitute the multi-drive propulsion. Since production is the multi-power source, the multi-drive, plus the output of each stage of production is bound to form a long and short. Long-term parts and components vent poor into the stock. To increase inventory levels, while the short-term components of supporting the assembly to form a shortage of parts. When the long longer short the more short-term, so that not only can not play a variety of inventory coordinate production, resulting in the product backlog and the cash flow slow, long production cycle. to the product quality management, cost management, labor productivity. and the ability to respond to the market and so have extremely adverse effects. 1.2 the production of a single (less variety) products large, small production. With the continuous progress of science and technology and the continuous improvement of living conditions, consumer values change rapidly. Diversification of consumer demand, which led to the corresponding reduced product life cycle, in order to meet market demand changes in the environment, will make the many varieties, small and medium-volume hybrid production machinery manufacturing enterprises to become the mainstream mode of production. Under the traditional production system in the large, small way of the production structure, is not only an inefficient mode of production, but also exclusion diversification, to reduce costs by increasing production volume. This production is not conducive to diversify risk and improve efficiency. 1.3 production planning and operational plans out of touch, program control is weak. Machinery manufacturing enterprises in the process of compiling the production plan, production plan as the only factory-level units of the product, according to Taiwan were to reach the production stage next, but not to produce cars under the internal asked. Workshop is based on plant-level production of internal programs to prepare their own parts as a unit production plan of the workshop. As a result of workshop process, objects, and production planning of the particularity and independence, resulting in the production workshop production schedule is different. The plant-level plan is a product prepared as a unit, on the part of the plants production plan for the unit can not play a controlling role. Led to plans to control the weak. 2. how to update machinery manufacturing production management Facing the new situation, Chinas machinery manufacturing enterprises should be updated to production management concepts. The use of advanced production methods. Construct a new, suitable for Chinas production management, Chinas manufacturing industry would have a fundamental change, driven off the entire national economy. 2.1 production organization, the product-centric organization of production into the part-centric organization of production. Product-centric organization of production, is in the whole production process. Between the various stages of production, logistics and information flow are units of the product flow and delivery. The mode of production as between the various stages of production and the production stages of inner diameter of the inconsistency of units, they showed the characteristics of the traditional production management. The mode of production in various stages of production within and between the various stages of production, logistics and information flow of the unit is unified, it overcomes the product-centric approach is inconsistent because of its flat-diameter caused by the logistics and information flow of the fragmented and disjointed, so that production planning and production scheduling of the question, the transmission of information accessible, so that each stage of production between and within the logistics and information flow can be controlled by a unified control center. 2.2 species structure, the less variety, mass production, into many varieties, small batch, customized production Product-centric production, the dispatch center control the progress of management, with less variety, suitable for mass production. Today, on the one hand, diversity in the face of market demand. This mode of production gradually reveal its lack of flexibility, can not be flexible to meet market demand weakness; the other hand, the rapid development of electronic technology, automation technology and computer technology, from the production process technology and production methods of conversion possible. And for users of todays enterprises must adapt to the market, and based on market and customer needs change constantly optimize the product structure to meet the users of the products to maximize the variety, quality, price and personalized services. This is also the objective requirements of market economy. Therefore, a large number of production is gradually losing its advantage, and more variety, small batch, personalized mode of production will become mainstream. 2.3 production management systems, so institutionalized, and standardized procedures Chinas machinery manufacturing enterprises is the management foundation for a weak link in D, production and management of non-institutionalized, non-procedural and non-standardized manufacturing is a traditional feature of the management model. It is reflected in the management business, management, production operations, production processes, the report documents, data and other aspects. Production management, the institutionalization and standardization of procedures is the basis of scientific management, modern production and management requirements of the scientific management, in the management of work. To fully in accordance with the rules and regulations, operating standards, regulations and other implementation, everything to do evidence-based, rule-based, according to the system work, according to standard operating job, according to the procedure management. 3. the management should pay attention to the problem of updating Although the production and management techniques of a certain level of development. Many enterprises have introduced advanced production management techniques and methods, but the current production of Chinas machinery manufacturing enterprises in the overall level of production management is not high enough, the enterprise management level difference between the relatively large production. Therefore, in the production management model update should note the following aspects: 3.1 a clear system of production management, the relationship between the various components Production management system includes three parts: the production preparation system; second is the production of the operating system; third is the production process control system. Handle the production management system between the various components of the system, so that each subject of each system, coordinated, timely and effective operation of production management systems to improve the resilience and adaptability. Production management information system to promote strong, and thus help accelerate production and management updates. 3.2 Correctly handle the enterprise system innovation, technological innovation and the relationship between management innovation The present stage in the improvement of market economy period, too much emphasis on enterprise system innovation, technological innovation and management innovation neglect is bound to affect our production and management updates. So. Enterprises must correctly handle the enterprise system innovation, technological innovation and the relationship between management innovation, adhere to the three closely combined in the system innovation and management innovation based on the premise of the organization to ensure that, through technological innovation to develop new products to meet market demand, or through technological innovation to create new methods of production. 3.3 note that enterprises in the introduction of digestion and absorption and innovation Introduction of advanced production management must be combined with the actual situation of their enterprises digestion and absorption and innovation. Single-piece production companies, and financial strength, management of high level, a certain computer-based enterprise management, the introduction of ERP MRP or more appropriate model; for most of our current mechanical processing and assembly manufacturing enterprises, the first introduction of JIT (JIT) thinking generally more adaptable. Enterprises have made progress until after the second introduction of the development and innovation, the implementation of ERP model. Whether lean production (LP) model also ERP model, not suited to the majority of our business has its aspects. Production Management LP model emphasizes the elimination of all waste, but in our current production environment is difficult to achieve; ERP although you can make a significant reduction in business inventories, productivity increased significantly, but to have advanced computer systems support, larger investment. Chinas enterprises should actively absorb the essence of the idea of two advanced models, and explore a combination of both, according to actual situation of enterprises. Gradual implementation of innovation, to build with Chinese characteristics, a new mode of production management中文译文机械制造业发展形势机械生产制造企业的生产管理模式是不断变化的。由于企业的生产背景不同、企业规模不同、人员素质的比不同和企业领导的思维方式不同，机械生产制造企业的生产管理模式也存在千差万别。我国生产管理模式与发达国家相比。在生产观念、生产方式、管理方式等方面显得落后。 1. 在我国机械生产制造企业生产管理模式中寻在问题及弊端 我国机械生产制造企业的生产管理模式，是在20世纪50年代学习苏联的基础上发展起来的，生产管理模式是以产品为中心组织生产，以生产调度为中心控制整个生产，与单一品种(少品种)大批量生产方式相适应的生产管理模式。这种机械生产制造企业的生产管理模式存在着以下弊端： 1.1企业的多动力源的推进方式使库存大量增加 多动力源的推进方式。是指各个零部件生产阶段，各自都以自己的生产能力、生产速度生产零部件，而后推到下一个阶段，由此逐级下推形成串联，平行下推形成并联，直到推到最后的总装配，构成了多级驱动推进方式。由于生产是以多动力源的多级驱动，加各生产阶段的产量必然会形成长线 和短线。长线零部件宣泄不畅进入库存。加大库存量，而短线零部件影响配套装配，形成短缺件。当长线越长，短线越短时，使各种库存不但不能起到协调生产，造成在制品积压，流动资金周转慢，生产周期长。给产品的质量管理、成本管理、劳动生产率。以及对市场的反应能力等方面带来极其不利的影响。 1.2生产单一(少品种)产品的大而全、小而全生产结构随着科学技术的不断进步和人们生活条件的不断改善，消费者的价值观念变化很快。消费需求多样化，从而引起产品的寿命周期相应缩短，为适应市场需求环境的变化，必将使多品种、中小批量混合生产成为机械生产制造企业生产方式的主流。在传统生产体制下的大而全、小而全生产结构方式，不但是一种效率低下的生产方式，而且也排斥多样化经营，靠增大批量降低成本生产。这样的生产非常不利于企业分散风险，提高效益。 1.3企业生产计划与作业计划相脱节，计划控制力弱机械生产制造企业在生产计划的编制过程中，作为厂一级的生产计划只能以产品为单位，按台份下达到各生产阶段，而不能下达到生产车问内部。生产车间内部则根据厂级生产计划，以零件为单位自行编制本车间的生产作业计划。由于各生产车间的工艺、对象和生产作业计划的特殊性和独立性，致使各生产车间产量进度不尽相同。而厂级计划是以产品为单位编制的，对各车间以零件为单位的生产作业计划不能起到控制作用。导致计划控制力弱。 2. 如何更新机械生产制造企业生产管理模式面对新形势，我国机械生产制造企业应更新生产管理观念。采用先进的生产方式。构造出新的、适合中国国情的生产管理模式，我国的制造业必然会产生根本性的变化，带动整个国民