發(fā)布時(shí)間：2018-03-25 22:47

  本文選題：生產(chǎn)運(yùn)作　切入點(diǎn)：流程優(yōu)化　出處：《蘇州大學(xué)》2014年碩士論文

【摘要】：在經(jīng)濟(jì)全球化時(shí)代，技術(shù)發(fā)展日新月異，市場(chǎng)需求豐富多樣，產(chǎn)品的更新?lián)Q代越來(lái)越快。這種趨勢(shì)要求企業(yè)一方面加大投入，加快研究和創(chuàng)新的步伐；另一方面要求企業(yè)不斷優(yōu)化生產(chǎn)運(yùn)作管理。 本文在歸納總結(jié)生產(chǎn)運(yùn)作管理理論基礎(chǔ)和前人研究成果的基礎(chǔ)上，對(duì)S公司在2012年前的生產(chǎn)運(yùn)作流程進(jìn)行了介紹，認(rèn)為存在產(chǎn)品制作周期計(jì)劃不準(zhǔn)確；短期生產(chǎn)計(jì)劃變動(dòng)頻繁；生產(chǎn)信息不透明，公司資源浪費(fèi)嚴(yán)重；標(biāo)準(zhǔn)化程度差；生產(chǎn)過(guò)程中原材料庫(kù)存多，占用資金較多，管理困難等問(wèn)題。導(dǎo)致這些情況的原因主要是公司的組織結(jié)構(gòu)不合理；生產(chǎn)流程過(guò)于簡(jiǎn)單；生產(chǎn)計(jì)劃能力不足，信息溝通不暢；執(zhí)行過(guò)程無(wú)監(jiān)管或監(jiān)管不力等。針對(duì)這些原因，指出公司應(yīng)該以項(xiàng)目管理方式為生產(chǎn)運(yùn)作管理優(yōu)化的方向。 接著論文詳細(xì)介紹了2012年后S公司生產(chǎn)運(yùn)作管理優(yōu)化實(shí)施方案，并對(duì)其實(shí)施效果進(jìn)行了總結(jié)，認(rèn)為新方案優(yōu)化了企業(yè)的組織結(jié)構(gòu)，員工技能及素質(zhì)得到全面提高；促進(jìn)了流程管理的規(guī)范化，提高生產(chǎn)運(yùn)作流程效率；優(yōu)化資源配置，合理安排生產(chǎn)；實(shí)現(xiàn)綜合優(yōu)化目標(biāo)，提高企業(yè)生產(chǎn)運(yùn)作效率。S公司生產(chǎn)運(yùn)作管理優(yōu)化方案取得了預(yù)期的效果。
[Abstract]:In the era of economic globalization, technological development is changing with each passing day, the market demand is rich and diverse, and the product upgrading is becoming faster and faster. This trend requires enterprises to increase investment on one hand and speed up the pace of research and innovation; On the other hand, enterprises are required to optimize production operation management. On the basis of summing up the theoretical basis of production operation management and the previous research results, this paper introduces the production operation process of S Company before 2012, and considers that the production cycle plan is inaccurate. The short term production plan changes frequently; the production information is not transparent, the company resource is wasted seriously; the standardization level is poor; the original material is in stock in the production process, the occupation capital is more, Problems such as management difficulties. The main reasons for these situations are the unreasonable organizational structure of the company; the production process is too simple; the production planning capacity is insufficient, the communication of information is not smooth; the implementation process is not regulated or not well regulated, and so on. Pointed out that the company should take the project management mode as the production operation management optimization direction. Then the paper introduces the implementation plan of S Company's production and operation management optimization after 2012, and summarizes the effect of the implementation. The conclusion is that the new scheme optimizes the organizational structure of the enterprise, and improves the skills and quality of the staff in an all-round way. It promotes the standardization of process management, improves the efficiency of production operation process, optimizes the allocation of resources, reasonably arranges production, and realizes the objective of comprehensive optimization. Improve the efficiency of production and operation. S company production and operation management optimization program achieved the desired results.
【學(xué)位授予單位】：蘇州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F426.4;F273

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