本文選題：JIT　切入點(diǎn)：IPK　出處：《天津財(cái)經(jīng)大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：現(xiàn)在,制造型企業(yè)管理的難度不斷加大,這主要是由于一方面市場(chǎng)競(jìng)爭(zhēng)在加劇,客戶差異化的需求不斷增加,另一方面企業(yè)內(nèi)部又需要規(guī)范業(yè)務(wù)流程,導(dǎo)致對(duì)于外部變化的反應(yīng)能力下降�？蛻舾敢膺x擇交貨期短的企業(yè),而過(guò)短的交貨期需要企業(yè)儲(chǔ)備大量的庫(kù)存。面對(duì)客戶對(duì)于產(chǎn)品設(shè)計(jì)、訂貨數(shù)量等方面的變化,企業(yè)又常常需要執(zhí)行設(shè)計(jì)變更、緊急插單等操作,為了適應(yīng)這些不確定性,工廠管理需要制定更多更復(fù)雜的業(yè)務(wù)流程,既不便于業(yè)務(wù)部門執(zhí)行,又導(dǎo)致訂單-交付周期過(guò)長(zhǎng),停工待料損失產(chǎn)能,呆滯庫(kù)存增加等一系列問(wèn)題。按需生產(chǎn)、精益制造、柔性應(yīng)變,這些應(yīng)該是制造管理的最高境界,這也是構(gòu)建精益供應(yīng)鏈的基石。ERP是企業(yè)規(guī)范流程,制定資源計(jì)劃的管理工具。目前制造型企業(yè)大部分都在實(shí)施精益生產(chǎn)和ERP,但由于精益生產(chǎn)與ERP一個(gè)強(qiáng)調(diào)推動(dòng)式管理,一個(gè)強(qiáng)調(diào)拉動(dòng)式管理,而且在企業(yè)內(nèi)實(shí)施的不同步往往使人產(chǎn)生誤解,認(rèn)為二者相互矛盾,不能協(xié)同共存。本文對(duì)精益生產(chǎn)和ERP的理論和原理進(jìn)行了研究,對(duì)二者的關(guān)系進(jìn)行了分析,說(shuō)明精益生產(chǎn)和ERP并非相互矛盾,而是可以相互結(jié)合協(xié)同增效的關(guān)系。通過(guò)對(duì)兩種方法的優(yōu)勢(shì)、劣勢(shì)進(jìn)行分析,證明利用各自的優(yōu)勢(shì)可以彌補(bǔ)另一種方法的不足,找到二者的結(jié)合點(diǎn)。并通過(guò)案例分析說(shuō)明二者的在企業(yè)當(dāng)中是可以結(jié)合應(yīng)用并產(chǎn)生協(xié)同效應(yīng),指出精益與ERP相結(jié)合,以精益生產(chǎn)為指導(dǎo)思想,以ERP為載體實(shí)施精益ERP項(xiàng)目能夠最大程度地發(fā)揮各自作用。
[Abstract]:At present, the difficulty of the management of manufacturing enterprises is increasing. This is mainly due to, on the one hand, increasing market competition, increasing demand for customer differentiation, and on the other hand, the need to standardize business processes within enterprises. Customers prefer to choose enterprises with short delivery times, and too short delivery times require enterprises to reserve a large amount of inventory. In the face of customer changes in product design, order quantity, and so on, In order to adapt to these uncertainties, factory management needs to develop more and more complex business processes, which are not easy for business departments to execute and lead to long order-delivery cycles. Production on demand, lean manufacturing, flexible strain, these should be the highest level of manufacturing management, which is the cornerstone of building lean supply chain. ERP is the standard process of enterprise. Management tools for resource planning. Most manufacturing enterprises are currently implementing lean production and ERP, but because lean production and ERP emphasize push management and pull management, Moreover, the implementation of non-synchronization in enterprises often makes people misunderstand that the two are contradictory and cannot co-exist. In this paper, the theory and principle of lean production and ERP are studied, and the relationship between them is analyzed. It shows that lean production and ERP are not contradictory to each other, but can be combined with each other. By analyzing the advantages and disadvantages of the two methods, it is proved that the advantages of the two methods can be used to make up for the shortcomings of the other method. Through the case study, it is proved that both of them can be used together and have synergistic effect in the enterprise. It is pointed out that the combination of lean and ERP is the guiding ideology of lean production. The implementation of lean ERP project with ERP as the carrier can exert their respective roles to the maximum extent.
【學(xué)位授予單位】：天津財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F270.7;F273;F425

【參考文獻(xiàn)】

相關(guān)期刊論文 前1條

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本文編號(hào)：1606606