本文關(guān)鍵詞：L公司物流部業(yè)務(wù)流程優(yōu)化研究　出處：《東華大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 流程優(yōu)化 價值鏈分析 ECRSI法 Extendsim 仿真優(yōu)化

【摘要】：L公司是一家醫(yī)療科技公司,主要從事高端醫(yī)療器械的研發(fā)生產(chǎn)和銷售業(yè)務(wù),公司物流部門現(xiàn)在主要面臨的問題如下：物流成本居高不下,倉儲空間利用率低下,工作人員工作效率低下,物流器械在出入庫低峰時期使用率較低,高峰時期不夠用。部門之間溝通不夠,信息得不到共享,而信息流動的遲緩導(dǎo)致的運作低效進(jìn)而使得作業(yè)計劃進(jìn)度的愈發(fā)難以控制；其次,權(quán)責(zé)不明確,對于很多貨損貨差問題無法追溯責(zé)任。對于呆滯料的處理過于簡單,浪費嚴(yán)重。這些問題均導(dǎo)致L公司物流部的工作效率大大降低,客戶滿意度始終無法提高,物流成本也居高不下。 本文對L公司物流部業(yè)務(wù)流程優(yōu)化問題進(jìn)行了研究。論文在綜述了相關(guān)文獻(xiàn)的基礎(chǔ)上,使用業(yè)務(wù)流程圖描述了企業(yè)現(xiàn)有業(yè)務(wù)流程,然后使用價值鏈分析法對現(xiàn)有流程進(jìn)行了分析,并提出現(xiàn)有的物流部業(yè)務(wù)流程存在的問題,包括采購入庫流程繁瑣,貨損貨差的追責(zé)困難,出入庫高峰期的貨物積壓,呆滯料處理過于簡單而導(dǎo)致的浪費嚴(yán)重,以及信息溝通不暢導(dǎo)致的成本問題和效率問題等。運用ECRSI優(yōu)化方法,對采購入庫業(yè)務(wù)流程進(jìn)行了取消待入庫區(qū)、簡化合并入庫暫存區(qū)和扒箱區(qū)的功能,以及增加供應(yīng)商信息數(shù)據(jù)庫的優(yōu)化方法；對銷售發(fā)貨實行了增加駁前檢查區(qū)并設(shè)計U型裝卸平臺的優(yōu)化辦法；對呆滯料處理流程增加了呆滯料預(yù)警系統(tǒng),增加了合格零件和研發(fā)可用件的檢驗由此形成新的業(yè)務(wù)流程方案。最后通過Extendsim仿真模擬技術(shù)對優(yōu)化前后的物流部業(yè)務(wù)流程進(jìn)行仿真模擬并對比評估。仿真及預(yù)測性評估結(jié)果表明：新方案簡化了工作流程,可以提高L公司物流部工作人員的工作效率、倉儲空間的使用效率,物流機(jī)械的利用率,并控制了產(chǎn)品質(zhì)量、加強(qiáng)了部門之間的溝通、減少了高峰期出入庫貨物積壓、降低了物流成本、提高了客戶滿意度,研究成果對提升L公司的綜合競爭力具有一定的參考價值。 本論文分為六大章節(jié)：第一章為引言；第二章為業(yè)務(wù)流程相關(guān)理論；第三章為L公司物流部業(yè)務(wù)流程現(xiàn)狀分析；第四章提出了L公司物流部業(yè)務(wù)流程優(yōu)化方案；第五章為L公司物流部業(yè)務(wù)流程優(yōu)化仿真及評價；第六章為L公司物流部業(yè)務(wù)流程優(yōu)化效益評估,對之前在模擬仿真中無法建模仿真的業(yè)務(wù)流程進(jìn)行補(bǔ)充對比評價,由此證明了優(yōu)化方案的有效性。
[Abstract]:Company L is a medical technology company, mainly engaged in high-end medical equipment R & D, production and sales business, the company's logistics department is now facing the main problems as follows: high logistics costs. Low utilization of storage space, low efficiency of staff, low utilization rate of logistics equipment in the low peak period of entering and leaving warehouse, insufficient use in peak period, insufficient communication between departments, and information can not be shared. The slow flow of information leads to inefficient operation, which makes it more and more difficult to control the progress of the work plan. Secondly, the rights and responsibilities are not clear, for a lot of damaged goods can not be traced back to the problem of liability. For stagnant materials too simple, wasteful. These problems have led to the L company logistics department work efficiency greatly reduced. Customer satisfaction has always been unable to improve, logistics costs are also high. In this paper, the logistics department of L business process optimization problem was studied. Based on the review of relevant literature, business flow chart is used to describe the existing business processes. Then the use of value chain analysis of the existing process analysis, and put forward the existing logistics department business process problems, including the cumbersome process of procurement and warehousing, the loss of goods poor accountability difficulties. The goods in and out of storage peak period is overstocked, the waste caused by too simple processing of stagnant materials, the cost problem and efficiency problem caused by poor information communication, etc. ECRSI optimization method is used. The business process of purchasing storage is cancelled, the function of merging temporary storage area and picking box area is simplified, and the optimization method of adding supplier information database is also introduced. The optimization method of increasing the check area before barge and designing U type loading and unloading platform is carried out for sales and delivery. The early warning system of stagnant material is added to the processing process of stagnant material. The test of qualified parts and available parts is added to form a new business process scheme. Finally, the logistics business process before and after optimization is simulated and compared with Extendsim simulation technology. Assessment. Simulation and predictive assessment results show that:. The new programme simplifies the workflow. It can improve the working efficiency of logistics staff, the use efficiency of storage space, the utilization rate of logistics machinery, control the quality of products and strengthen the communication between departments. It reduces the backlog of goods in and out of storage during the peak period, reduces the logistics cost, and improves the customer satisfaction. The research results have certain reference value to enhance the comprehensive competitiveness of company L. This paper is divided into six chapters: the first chapter is the introduction; The second chapter is the theory of business process; The third chapter is the analysis of business process of logistics department of L company. Chapter 4th puts forward the business process optimization scheme of logistics department of L company; Chapter 5th for L company logistics department business process optimization simulation and evaluation; Chapter 6th is the benefit evaluation of business process optimization in logistics department of L Company. The effectiveness of the optimization scheme is proved by comparing and evaluating the business process which can not be modeled and simulated in simulation before.
【學(xué)位授予單位】：東華大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F426.4;F252

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