本文選題：生產(chǎn)計(jì)劃　切入點(diǎn)：按照訂單生產(chǎn)　出處：《中國海洋大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：對于制造型企業(yè)來講合理的生產(chǎn)計(jì)劃對資源和物流的合理使用、降低在制品和完成品庫存、更快的交付客戶訂單，降低制造成本、縮短制造周期、實(shí)現(xiàn)靈活的柔性生產(chǎn)至關(guān)重要。但是，企業(yè)中往往不可避免的存在著瓶頸資源或工序的制約，根據(jù)TOC約束理論，要想使整個(gè)生產(chǎn)運(yùn)營順利進(jìn)行滿足客戶的交貨期及有競爭力的價(jià)格和質(zhì)量等多個(gè)目標(biāo)，瓶頸資源是首先要考慮和解決的。在大多數(shù)制造型企業(yè)中實(shí)際瓶頸的發(fā)現(xiàn)和生產(chǎn)計(jì)劃的編制都主要依據(jù)經(jīng)驗(yàn)而進(jìn)行一般通常都是按照無限能力法進(jìn)行的生產(chǎn)計(jì)劃編制，沒有對瓶頸資源和能力進(jìn)行分析并同過TOC約束理論的5大核心步驟進(jìn)行解決，，從而使生產(chǎn)計(jì)劃得執(zhí)行無法順利進(jìn)行而造成產(chǎn)品訂單的延期交付。 本文主要根據(jù)TOC約束理論的核心步驟和思維流程工具的指導(dǎo)，并結(jié)合JIT準(zhǔn)時(shí)制生產(chǎn)方式管理思想的方法對SF公司按照訂單生產(chǎn)的生產(chǎn)計(jì)劃的制定問題分析并制定新的生產(chǎn)計(jì)劃制定流程。本文主要進(jìn)行了如下的分析研究。 1）首先分析了按照訂單生產(chǎn)模式下SF公司當(dāng)前生產(chǎn)運(yùn)營過程中遇到的問題，如訂單無法及時(shí)交付，制造成本難以控制，質(zhì)量問題頻頻發(fā)生等問題原因 2）TOC約束理論下的五大核心步驟及其思維流程TP的管理工具，如CRP現(xiàn)實(shí)樹，F(xiàn)RP未來樹，EC消除法等等。 3）通過對JIT準(zhǔn)時(shí)制生產(chǎn)方式優(yōu)缺點(diǎn)的分析找出適合按照訂單生產(chǎn)模式運(yùn)營的管理方法和理念。引入了對瓶頸資源或工序前后實(shí)行不同的推拉模式，并引入看板管理方法使得生運(yùn)營過程中的信息流暢。 4）通過對TOC約束理論和JIT準(zhǔn)時(shí)制生產(chǎn)方式和MRPII制造資源計(jì)劃的生產(chǎn)管理的優(yōu)點(diǎn)進(jìn)行吸收得出按照訂單生產(chǎn)模式的制造型企業(yè)的生產(chǎn)計(jì)劃制定流程，使其瓶頸資源最大化產(chǎn)出，提高企業(yè)的資源利用率，以及訂單及時(shí)交付率
[Abstract]:For manufacturing enterprises, a reasonable production plan for the rational use of resources and logistics, reduce in-process and finished goods inventory, faster delivery of customer orders, reduce manufacturing costs, shorten manufacturing cycle, It is very important to realize flexible production. However, bottleneck resources or process constraints are inevitable in enterprises. According to TOC constraint theory, In order for the entire production and operation to be carried out smoothly to meet the customer's delivery time and competitive price and quality and other objectives, Bottleneck resources are the first to be considered and solved. In most manufacturing enterprises, the discovery of actual bottlenecks and the preparation of production plans are mainly based on experience. The bottleneck resources and capabilities are not analyzed and solved with the five core steps of TOC constraint theory, which results in the delay in the delivery of product orders due to the poor execution of production planning. This paper is mainly based on the core steps of TOC constraint theory and the guidance of thinking process tools. Combined with the management method of JIT JIT production mode, this paper analyzes the production planning problem of SF Company according to the order and formulates the new production planning process. This paper mainly carries on the following analysis and research. 1) first of all, the paper analyzes the problems encountered in the current production and operation process of SF Company according to the order production mode, such as the order cannot be delivered in time, the manufacturing cost is difficult to control, the quality problems occur frequently, and so on. (2) five core steps under TOC constraint theory and the management tools of TP, such as CRP reality tree, future tree EC elimination and so on. 3) based on the analysis of the advantages and disadvantages of JIT JIT production mode, the paper finds out the management methods and concepts suitable for operation according to the order production mode, and introduces different push-pull modes before and after the bottleneck resource or process. Kanban management method is introduced to make the flow of information in the process of operation. 4) by absorbing the advantages of TOC constraint theory and JIT just-in-time production mode and the production management of MRPII manufacturing resource plan, the author draws the conclusion that the production planning process of manufacturing enterprises based on order production mode can maximize the output of bottleneck resources. Improve enterprise resource utilization and timely delivery of orders
【學(xué)位授予單位】：中國海洋大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F273;F416.4

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相關(guān)期刊論文 前2條

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