本文選題：物流　切入點(diǎn)：3M公司　出處：《湘潭大學(xué)》2014年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：在經(jīng)濟(jì)全球化日益加深的今天，單純的生產(chǎn)制造型企業(yè)利潤(rùn)空間不斷降低，許多公司隨之將目光轉(zhuǎn)向了企業(yè)內(nèi)控，通過(guò)“開(kāi)源節(jié)流”提升企業(yè)競(jìng)爭(zhēng)力。其中的“開(kāi)源”要求企業(yè)不斷創(chuàng)新，在滿(mǎn)足市場(chǎng)需求的同時(shí)，增加企業(yè)銷(xiāo)售收入；而同樣重要的“節(jié)流”則要求企業(yè)的運(yùn)營(yíng)部門(mén)降低運(yùn)營(yíng)成本，合理利用企業(yè)資源，避免浪費(fèi)。 物流部門(mén)作為企業(yè)供應(yīng)鏈管理的一部分，直接對(duì)產(chǎn)品運(yùn)營(yíng)模式進(jìn)行規(guī)劃，理當(dāng)為企業(yè)“節(jié)流”做出貢獻(xiàn)。而倉(cāng)儲(chǔ)作為一項(xiàng)不可或缺的物流活動(dòng)，在貨物存儲(chǔ)、貨物品質(zhì)保障、客戶(hù)服務(wù)、運(yùn)輸配載等各方面都扮演著舉足輕重的角色。因此近年來(lái)，倉(cāng)儲(chǔ)管理不斷受到各企業(yè)的重度重視，現(xiàn)代倉(cāng)儲(chǔ)管理的目的已進(jìn)化為滿(mǎn)足供應(yīng)鏈上、下游需求，這與傳統(tǒng)倉(cāng)儲(chǔ)相比，在深度與廣度上都有了重大的區(qū)別。優(yōu)秀的倉(cāng)儲(chǔ)管理體系能夠幫助企業(yè)提高實(shí)物流動(dòng)率、降低成本，確保訂單順利且高效的完成，并且能夠?qū)ζ髽I(yè)資源進(jìn)行合理利用和有效管理，使貨物猶如水流般在企業(yè)供應(yīng)鏈內(nèi)加速流動(dòng)，從而帶動(dòng)企業(yè)資金快速流轉(zhuǎn)，使企業(yè)從中獲得更大的利益。 本文針對(duì)3M深圳倉(cāng)儲(chǔ)管理的精益化改革進(jìn)行深入的分析、研究。3M深圳成品貨物種類(lèi)繁多，貨品重量、體積、流動(dòng)率、存儲(chǔ)條件等要求各不相同。在倉(cāng)儲(chǔ)操作方面，3M深圳地處寸土寸金的深圳福田保稅區(qū)內(nèi)，不但倉(cāng)庫(kù)面積有限，而且只能選用樓層倉(cāng)庫(kù)（樓庫(kù)）進(jìn)行貨物存儲(chǔ)。 針對(duì)以上情況，論文首先介紹了3M深圳的倉(cāng)儲(chǔ)背景條件，并對(duì)目前倉(cāng)儲(chǔ)設(shè)計(jì)及操作局限性進(jìn)行分析。其次，根據(jù)精益化倉(cāng)儲(chǔ)管理（Lean6-Sigma）理論，利用作業(yè)相關(guān)圖及從一至表法，提出3M深圳倉(cāng)儲(chǔ)管理原則與改進(jìn)要求，，并設(shè)計(jì)出一套完整的改進(jìn)方案，實(shí)施倉(cāng)儲(chǔ)TMQ（全面質(zhì)量管理），并從倉(cāng)庫(kù)設(shè)計(jì)規(guī)劃、倉(cāng)儲(chǔ)作業(yè)、倉(cāng)儲(chǔ)5S管理、倉(cāng)儲(chǔ)人員管理等各方面進(jìn)行分析闡述。最后，從3M深圳倉(cāng)儲(chǔ)部實(shí)施精益化管理后預(yù)期的操作、成本控制情況等方面進(jìn)行綜合評(píng)定及分析，對(duì)本次精益化改革的設(shè)計(jì)方案做出評(píng)估，為3M公司在控制成本、提高倉(cāng)儲(chǔ)操作效率方面提供實(shí)踐參考。
[Abstract]:With the deepening of economic globalization today, the manufacturing enterprises continue to lower profit margins, many companies will turn to the enterprise internal control, through the "cut" to enhance the competitiveness of enterprises. The "open source" requirements of enterprise innovation, to meet the market demand, increase sales revenue of enterprises; and equally important "throttle" asks the enterprise operations to reduce operating costs, reasonable utilization of enterprise resources, avoid waste.
The logistics department as part of the enterprise supply chain management, directly to the planning of products for the enterprise operation mode, should be "throttling" contribute. As an essential and warehousing logistics activities in goods storage, goods quality assurance, customer service, etc. are all aspects of the transport system plays an important role in recent years. Warehouse management, has been the serious attention, the modern warehouse management purpose has been evolved to meet the supply chain, downstream demand, compared with the traditional warehouse, in depth and breadth have a significant difference. The excellent warehouse management system can help enterprises to improve material flow rate, reduce the cost, to ensure the smooth order complete and efficient, and can carry on the reasonable utilization and effective management of enterprise resources, make the goods like water like in the enterprise in the supply chain to accelerate the flow to drive the enterprise The rapid circulation of funds makes the enterprise gain more benefit from it.
This paper analyses the lean reform 3M Shenzhen warehouse management, research.3M Shenzhen finished goods variety, product weight, volume, flow rate, storage conditions and other requirements are not the same. In the warehouse operation, 3M Shenzhen is located in urban Shenzhen Futian Bonded Zone, not only the warehouse area is limited, and only the warehouse floor (floor) for goods storage.
In view of the above situation, this thesis first introduces the background of 3M warehouse in Shenzhen, and the analysis of current storage design and operational limitations. Secondly, according to the lean warehouse management (Lean6-Sigma) theory, using the operation diagram and from a table to put forward 3M method, Shenzhen warehouse management principles and improvement requirements, and design a the complete set of improvement scheme, the implementation of storage TMQ (total quality management), and from the warehouse planning, warehouse operation, warehouse 5S management, analyzes the warehouse personnel management. Finally, from the 3M Shenzhen warehouse implementation of lean management after the desired operation, cost control and other aspects of evaluation and analysis overall, the design scheme of the lean reform assessment for 3M company in the cost control, improve warehouse operation efficiency to provide practical reference.

【學(xué)位授予單位】：湘潭大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F274;F416.1

【參考文獻(xiàn)】

相關(guān)期刊論文 前6條

1 胡國(guó)強(qiáng);;精益生產(chǎn)方式下企業(yè)目標(biāo)成本的設(shè)計(jì)[J];財(cái)會(huì)月刊;2007年32期

2 董安邦,廖志英;供應(yīng)鏈管理的研究綜述[J];工業(yè)工程;2002年05期

3 張冬勻;;基于精益生產(chǎn)理論的生產(chǎn)現(xiàn)場(chǎng)改善方法的應(yīng)用[J];機(jī)電工程;2008年10期

4 劉士全;;我國(guó)倉(cāng)儲(chǔ)管理系統(tǒng)的發(fā)展趨勢(shì)[J];學(xué)理論;2009年22期

5 高霞;臺(tái)灣物流企業(yè)的運(yùn)作模式[J];中國(guó)物流與采購(gòu);2002年12期

6 楊文忠;;精益化倉(cāng)儲(chǔ)管理對(duì)策[J];物流技術(shù);2012年13期

本文編號(hào)：1598006