本文選題：供應鏈管理 + 產(chǎn)品交貨期��； 參考：《天津大學》2013年碩士論文

【摘要】：隨著采購全球化的發(fā)展和人們對供應鏈管理認識的不斷加深，企業(yè)之間的競爭不再是傳統(tǒng)意義上的產(chǎn)品和價格的競爭，而是供應鏈上各個環(huán)節(jié)的競爭。在極大限度地滿足客戶需求的前提下，消除浪費、不斷創(chuàng)新、優(yōu)化企業(yè)流程管理、持續(xù)改進、實現(xiàn)價值鏈增值是提高企業(yè)競爭力的關鍵。 奧的斯電梯作為電梯行業(yè)的領軍先鋒，在激烈的市場競爭中占有一定的市場份額，具有其獨特的管理方法和經(jīng)營理念。本文以奧的斯電梯為研究背景，基于價值流來分析企業(yè)的產(chǎn)品交貨期，重點研究如何以精益生產(chǎn)為指導原則，消除不增值環(huán)節(jié)和浪費環(huán)節(jié)；如何以滿足最終客戶的需求為出發(fā)點，結合價值流圖析來找出導致產(chǎn)品生產(chǎn)周期過長和響應客戶速度過慢的問題根源。通過分析奧的斯電梯制造業(yè)務的供應鏈管理情況，找到浪費，消除一切不增值活動，消除各種浪費，對產(chǎn)品交貨期進行改善，使信息流和物料流在供應鏈系統(tǒng)上連續(xù)流動起來，實現(xiàn)價值鏈增值。 本文在價值流分析的過程中，綜合信息流和物料流在價值流圖析上的流動情況來區(qū)分哪些是增值環(huán)節(jié)，哪些是非增值環(huán)節(jié)，以最終客戶的需求為導向，繪制未來價值流圖析。通過對比當前狀態(tài)和未來狀態(tài)的價值流圖析，找出改善方案，提高信息在業(yè)務制造流程上傳遞的準確性和有效性，保證物料傳遞的及時性，進而徹底解決產(chǎn)品交貨期推遲和響應客戶需求速度過慢的問題。 根據(jù)實踐結果反饋，價值流程圖能夠準確描述供應鏈上各個環(huán)節(jié)的活動情況，并反映浪費的根源所在。通過改善價值流上的不增值環(huán)節(jié)，，奧的斯電梯在縮短產(chǎn)品生產(chǎn)制造周期和快速響應客戶需求等方面得到了極大改善。希望奧的斯電梯公司在產(chǎn)品交貨期方面的改善實踐，能為電梯行業(yè)提供有益的借鑒，并為其它生產(chǎn)制造型企業(yè)提供一些寶貴經(jīng)驗。
[Abstract]:With the development of procurement globalization and the deepening of people's understanding of supply chain management, the competition among enterprises is no longer the competition of products and prices in the traditional sense, but the competition of every link in the supply chain. On the premise of meeting the needs of customers to a great extent, it is the key to improve the competitiveness of enterprises to eliminate waste, innovate constantly, optimize the business process management, improve continuously and realize the value chain increment. As the leader of elevator industry, Otis Elevator occupies a certain market share in the fierce market competition, and has its unique management method and management idea. This paper takes the Otis elevator as the research background, based on the value flow to analyze the product delivery time, focusing on how to take lean production as the guiding principle to eliminate the link of no value-added and waste; How to find out the root cause of the long production cycle and the slow response speed of the product based on the value flow graph to meet the demand of the final customer. By analyzing the supply chain management of Otis elevator manufacturing business, we find out the waste, eliminate all non-value-added activities, eliminate all kinds of waste, improve the product delivery time, and make the information flow and material flow continuously in the supply chain system. Value chain value added. In the process of value flow analysis, this paper synthesizes the flow situation of information flow and material flow in value flow graph to distinguish which is value added link and which is not value added link, and draws the future value flow chart based on the final customer's demand. By comparing the value flow graph of current state and future state, we find out the improvement scheme, improve the accuracy and effectiveness of information transmission in the business manufacturing process, and ensure the timeliness of material delivery. And then solve the problem of product delivery delay and response to customer demand too slow. According to the feedback of practical results, the value flow chart can accurately describe the activities of each link in the supply chain and reflect the root of waste. By improving the non-value-added link in the value stream, Otis elevators have been greatly improved in terms of shortening the manufacturing cycle and responding quickly to customer needs. It is hoped that the improvement practice of Otis Elevator Company in product delivery time can provide useful reference for elevator industry and provide some valuable experience for other manufacturing enterprises.
【學位授予單位】：天津大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F416.4;F274

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相關期刊論文 前1條

1 黃吉喬,張冬;論新經(jīng)濟時代的業(yè)務外包[J];物流技術;2002年01期

本文編號：2082521