【摘要】：21世紀(jì),各行各業(yè)市場(chǎng)競(jìng)爭(zhēng)日益激烈,客戶(hù)對(duì)產(chǎn)品質(zhì)量、服務(wù)以及產(chǎn)品交付期等各方面的要求也越來(lái)越高。企業(yè)要想在嚴(yán)峻的競(jìng)爭(zhēng)環(huán)境下生存,需要不斷地完善、優(yōu)化自身的生產(chǎn)和經(jīng)營(yíng)模式,更好地滿(mǎn)足客戶(hù)的需求,才能提升企業(yè)的市場(chǎng)競(jìng)爭(zhēng)力。當(dāng)前,國(guó)內(nèi)很多制造型企業(yè)都已經(jīng)意識(shí)到生產(chǎn)流程的優(yōu)化給企業(yè)帶來(lái)的巨大效益。生產(chǎn)現(xiàn)場(chǎng)的浪費(fèi)現(xiàn)象越來(lái)越少、設(shè)備越來(lái)越具有柔性,對(duì)問(wèn)題反應(yīng)的時(shí)間越來(lái)越短,過(guò)程透明化程度越來(lái)越高,生產(chǎn)效率也在逐步增長(zhǎng)。然而大多數(shù)制造型企業(yè)對(duì)精益思想的應(yīng)用都局限于生產(chǎn)領(lǐng)域,企業(yè)管理人員并未關(guān)注到非生產(chǎn)直接相關(guān)的領(lǐng)域,相關(guān)的流程改進(jìn)措施也并未應(yīng)用實(shí)施到非生產(chǎn)領(lǐng)域。R企業(yè)作為全球領(lǐng)先的汽車(chē)柴油系統(tǒng)零部件供應(yīng)商之一,具有先進(jìn)的自動(dòng)化生產(chǎn)設(shè)備和現(xiàn)代化信息管理系統(tǒng),但隨著市場(chǎng)的變化、競(jìng)爭(zhēng)的日趨激烈,R企業(yè)也出現(xiàn)了一些生產(chǎn)和管理問(wèn)題,同樣面臨著業(yè)務(wù)流程優(yōu)化的迫切需求。本文源于R企業(yè)逐步建立精益系統(tǒng)以及客戶(hù)縮短產(chǎn)品交付周期的需求,以該企業(yè)客戶(hù)樣品訂單處理流程為研究背景,以精益思想、業(yè)務(wù)流程優(yōu)化和價(jià)值流分析的相關(guān)技術(shù)理論,作為降低企業(yè)生產(chǎn)運(yùn)營(yíng)成本、提高客戶(hù)滿(mǎn)意度和流程運(yùn)行效率的基礎(chǔ)理論,應(yīng)用間接領(lǐng)域價(jià)值流分析及設(shè)計(jì)工具(VSDiA)分析對(duì)比優(yōu)化前后的流程,通過(guò)消除完全不增值環(huán)節(jié)、減少不增值但必要環(huán)節(jié),優(yōu)化增值環(huán)節(jié),從信息流角度對(duì)現(xiàn)有訂單計(jì)劃流程進(jìn)行分析及優(yōu)化,消除企業(yè)運(yùn)作中的各種浪費(fèi),不斷改善企業(yè)的運(yùn)作效率,提高企業(yè)的核心競(jìng)爭(zhēng)力。文中首先介紹了R企業(yè)當(dāng)前客戶(hù)樣品訂單處理流程,利用VSDiA工具繪制當(dāng)前業(yè)務(wù)流程的價(jià)值流圖,對(duì)流程中每一個(gè)活動(dòng)環(huán)節(jié)的傳遞時(shí)間、詢(xún)問(wèn)時(shí)間、操作時(shí)間進(jìn)行統(tǒng)計(jì),使流程中的物流、信息流一目了然,有效地發(fā)現(xiàn)隱藏在流程中的浪費(fèi)環(huán)節(jié)和不增值環(huán)節(jié),解剖出流程中存在的問(wèn)題。再根據(jù)精益思想“取消不增值的,減少不增值但必須的,優(yōu)化增值的”的原則對(duì)該流程進(jìn)行分析,然后結(jié)合業(yè)務(wù)流程優(yōu)化理論以及R企業(yè)的工作流程制度,分析當(dāng)前流程中的可改進(jìn)點(diǎn)并提出優(yōu)化方案,據(jù)此進(jìn)行流程的再設(shè)計(jì)并繪制出改進(jìn)后的流程價(jià)值流圖。通過(guò)新流程的實(shí)施,R企業(yè)樣品訂單處理周期由優(yōu)化前的597.014個(gè)小時(shí),也就是74.627個(gè)工作日,縮短至530.991個(gè)小時(shí),即66.374個(gè)工作日,縮短了11.059%。流程環(huán)節(jié)活動(dòng)數(shù)由20個(gè)減少至17個(gè),消除了2個(gè)完全不增值流程環(huán)節(jié),減少了1個(gè)必要不增值環(huán)節(jié),使流程效率由改進(jìn)前的87.903%提高至96.569%,優(yōu)化率達(dá)到8.666%。通過(guò)流程優(yōu)化,R企業(yè)樣品訂單交付周期縮短,流程效率達(dá)到95%以上,提升了R企業(yè)樣品訂單的準(zhǔn)時(shí)交付率,減少了由于交付期過(guò)長(zhǎng)而需要由海運(yùn)轉(zhuǎn)空運(yùn)的訂單數(shù)量,大大縮減了樣品訂單物流成本,降低企業(yè)運(yùn)營(yíng)成本,客戶(hù)方也給予了很好的反饋。對(duì)R企業(yè)內(nèi)部,流程的順暢進(jìn)行,信息完整、無(wú)阻礙的傳遞,降低了企業(yè)員工的工作負(fù)荷，促進(jìn)了R企業(yè)部門(mén)之間的合作,提高了企業(yè)管理效率,進(jìn)一步完善了企業(yè)的管理系統(tǒng)。論文最后,總結(jié)優(yōu)化流程的實(shí)施成果,并結(jié)合持續(xù)改進(jìn)思想,對(duì)流程的后續(xù)改進(jìn)實(shí)施提出建議。
[Abstract]:In twenty-first Century, the market competition in all walks of life is becoming more and more intense, and the demand of customers to product quality, service and product delivery time is getting higher and higher. In order to survive in the severe competitive environment, enterprises need to improve continuously, optimize their own production and management mode, better meet the needs of customers, and improve the market competition of the enterprises. At present, many domestic manufacturing enterprises have realized that the optimization of the production process has brought great benefits to the enterprises. The waste phenomenon of the production site is less and less, the equipment is more and more flexible, the time of the reaction to the problem is more and more short, the degree of process transparency is higher and the production efficiency is increasing gradually. However, most of the systems are growing. The application of lean thinking in the modeling enterprise is limited to the production field. The enterprise managers do not pay attention to the non production direct related fields. The related process improvement measures have not been applied to the non production field.R enterprises as one of the global leading automotive diesel system parts suppliers, with advanced automation production equipment. And the modern information management system, but with the change of the market and the increasingly fierce competition, the R enterprise also has some problems of production and management. It also faces the urgent demand for the optimization of business process. This paper is based on the gradual establishment of the lean system and the demand for the customer to shorten the delivery cycle of the product by the R enterprise, and to deal with the customer sample order of the enterprise. The process is the research background, based on the theory of lean thought, business process optimization and value flow analysis. As a basic theory to reduce the cost of production and operation, improve customer satisfaction and process efficiency, indirect domain value flow analysis and design tools (VSDiA) are used to analyze and compare and optimize the process before and after the complete elimination. The non value-added link, reduce the non value-added but necessary link, optimize the value-added link, analyze and optimize the existing order planning process from the angle of information flow, eliminate all kinds of waste in the operation of the enterprise, improve the operation efficiency of the enterprise and improve the core competitiveness of the enterprise. In this paper, the current customer sample order processing flow of the R enterprise is introduced. Using the VSDiA tool to draw the current business process value flow chart, statistics on the transfer time, inquiry time and operation time of each activity link in the process, make the logistics and information flow in the process clear, effectively discover the waste links and non value-added links in the process, dissect the problems in the process, and then base on the problems. The lean thought "cancels the non value-added, reduces the non value-added but must optimize the value-added" principle to analyze the process, then combines the business process optimization theory and the R enterprise's workflow system, analyzes the improvement points in the current process and puts forward the optimization scheme, and then redesigns the process and draws the improved process. Process value flow chart. Through the implementation of the new process, the R enterprise sample order processing cycle is 597.014 hours before optimization, that is, 74.627 working days, shortened to 530.991 hours, that is, 66.374 working days, shortened the number of 11.059%. process links from 20 to 17, eliminated 2 complete non value-added processes and reduced 1. It is necessary to increase the process efficiency from 87.903% before improvement to 96.569%. The optimization rate reaches 8.666%. through process optimization, the order delivery cycle of R enterprise sample is shortened, the process efficiency is above 95%, the punctual delivery rate of R enterprise sample orders is improved, and the number of orders which need to be transported by sea by sea is reduced by the long delivery period. Quantity, greatly reduced the sample order logistics cost, reduce the enterprise operation cost, the customer also gave very good feedback. To the R enterprise, the flow smoothly, the information complete, the unobstructed transmission, reduced the work load of the enterprise staff, promoted the cooperation between the R enterprise department, improved the enterprise management efficiency, further perfected. Finally, the paper summarizes the implementation results of the optimization process, and puts forward suggestions for the follow-up improvement of the process.
【學(xué)位授予單位】：成都理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類(lèi)號(hào)】：F274

【參考文獻(xiàn)】

相關(guān)期刊論文 前3條

1 張曉玲,何軼雯;價(jià)值流——企業(yè)構(gòu)建質(zhì)量管理體系的基礎(chǔ)[J];東南大學(xué)學(xué)報(bào)(哲學(xué)社會(huì)科學(xué)版);2002年04期

2 楊勇霞;徐克林;;基于價(jià)值流的生產(chǎn)線分析與改善[J];機(jī)床與液壓;2008年12期

3 蔡征云;;流程優(yōu)化4A模型[J];現(xiàn)代商業(yè);2010年27期

相關(guān)碩士學(xué)位論文 前1條

1 繆潔;基于價(jià)值流理論的生產(chǎn)物流優(yōu)化[D];上海交通大學(xué);2012年

，

本文編號(hào)：2163167