【摘要】：當(dāng)今的我國無疑是一個(gè)制造大國,但并非制造強(qiáng)國,主要是因?yàn)槲覈圃鞓I(yè)管理水平和效率都十分低下,要想在全球化競(jìng)爭(zhēng)中立于不敗之地我們就不得不提高我們的運(yùn)營效率,而提高運(yùn)營效率最好的方法就是優(yōu)化流程。本文是以成都某上市公司旗下一家項(xiàng)目型制造子公司為背景,針對(duì)目前流程混亂、運(yùn)營和管理效率低下致使生產(chǎn)進(jìn)度緩慢、交貨不準(zhǔn)時(shí)影響項(xiàng)目安裝進(jìn)度、項(xiàng)目竣工等問題,運(yùn)用流程診斷方法對(duì)現(xiàn)有流程進(jìn)行了診斷。利用建立系統(tǒng)性質(zhì)量管理體系和企業(yè)資源計(jì)劃(ERP, Enterprise Resource Planning)軟件推進(jìn)兩者與流程優(yōu)化集成的方法對(duì)z公司進(jìn)行流程改進(jìn),以提高運(yùn)營和管理效率,最終達(dá)到更好的配合項(xiàng)目安裝進(jìn)度使客戶更滿意的目的。本文在介紹流程優(yōu)化相關(guān)理論和診斷方法的基礎(chǔ)上,利用相關(guān)理論和診斷方法對(duì)z公司現(xiàn)有的流程進(jìn)行了診斷。同時(shí)根據(jù)邁克爾·波特的價(jià)值鏈理論,對(duì)Z公司基本活動(dòng)和核心業(yè)務(wù)流程進(jìn)行了分析,確定項(xiàng)目運(yùn)營是z公司價(jià)值創(chuàng)造過程也是z公司的主要業(yè)務(wù)流程,而生產(chǎn)管理流程又是項(xiàng)目運(yùn)營中信息流轉(zhuǎn)和成本控制的重要子流程。因此對(duì)z公司進(jìn)行流程優(yōu)化本文主要對(duì)項(xiàng)目運(yùn)營流程和生產(chǎn)管理流程進(jìn)行了優(yōu)化。經(jīng)過分析,z公司項(xiàng)目運(yùn)營中最主要的問題是現(xiàn)有的各種管理制度和流程文件不能完全涵蓋和規(guī)范整個(gè)項(xiàng)目運(yùn)營過程,某些過程存在不完全受控和空白的情況,因此采用了建立系統(tǒng)化質(zhì)量管理體系的方法對(duì)業(yè)務(wù)流程固化和規(guī)范化。而生產(chǎn)管理子流程現(xiàn)主要存在的問題是信息化程度低、手工表格和單據(jù)傳遞慢且容易失真,同時(shí)公司信息化情況是2011年U9系統(tǒng)上線,銷售、生產(chǎn)等模塊一直未使用,U9系統(tǒng)僅僅成為倉庫和財(cái)務(wù)出入賬的工具,完全沒發(fā)揮出其作用,因此生產(chǎn)管理流程優(yōu)化采用了ERP推進(jìn)(MRP模塊啟用)的方法對(duì)生產(chǎn)管理流程進(jìn)行了優(yōu)化。優(yōu)化方案確定后,實(shí)施過程一定會(huì)遇到各種問題和阻力,甚至可能出現(xiàn)直接導(dǎo)致優(yōu)化方案失敗的風(fēng)險(xiǎn)。本文最后對(duì)優(yōu)化方案實(shí)施可能存在的問題進(jìn)行了預(yù)判,如人為因素、方案執(zhí)行規(guī)范性、信息不暢和培訓(xùn)不到等問題。針對(duì)可能存在的問題,文章最后提出了方案實(shí)施的保障措施,人力投入、監(jiān)督與獎(jiǎng)懲、培訓(xùn)、PDC循環(huán)改進(jìn)和廣泛搜集意見等方法來保障優(yōu)化方案的實(shí)施。
[Abstract]:Today, China is undoubtedly a manufacturing power, but not a manufacturing power, mainly because the management level and efficiency of our manufacturing industry are very low. If we want to be invincible in the global competition, we have to improve our operational efficiency. The best way to improve operational efficiency is to optimize the process. This paper is based on a project-based manufacturing subsidiary of a listed company in Chengdu. Aiming at the problems of chaotic process, low efficiency of operation and management, slow production progress, untimely delivery of goods affecting the project installation progress and project completion, etc. The process diagnosis method is used to diagnose the existing process. Using the method of establishing systematic quality management system and enterprise resource planning (ERP, Enterprise Resource Planning) software to promote the integration of both systems and process optimization to improve the operation and management efficiency of Z Company. Finally achieve a better cooperation with the project installation schedule to make customers more satisfied. On the basis of introducing the theory and diagnosis method of process optimization, this paper makes use of the relevant theory and diagnosis method to diagnose the existing process of z company At the same time, according to Michael Porter's value chain theory, the basic activities and core business processes of Z Company are analyzed. It is determined that project operation is the value creation process of Z Company and the main business process of Z Company. Production management process is an important sub-process of information flow and cost control in project operation. Therefore, this paper mainly optimizes the project operation process and the production management process of z Company. After analysis, the most important problem in the project operation of z Company is that the existing management systems and process documents can not completely cover and standardize the whole project operation process, and some processes are not completely controlled and blank. Therefore, the method of establishing systematic quality management system is adopted to solidify and standardize the business process. However, the main problems in the production management sub-process are the low level of informatization, the slow and easily distorted transmission of manual forms and documents, and the fact that the information situation of the company is that the U9 system went online, sold, and produced modules in 2011 have not been used. The U9 system is only a tool for warehouse and financial accounting, and it has not played its role at all. Therefore, the optimization of production management process has been carried out by using the method of ERP propulsion (MRP module enabled) to optimize the production management process. After the optimization scheme is determined, the implementation process will meet with a variety of problems and resistance, and may even lead to the risk of failure of the optimization scheme. At the end of this paper, the problems that may exist in the implementation of the optimized scheme are forecasted, such as human factors, normative implementation of the scheme, lack of information and lack of training, and so on. Aiming at the possible problems, the paper finally puts forward the methods of ensuring the implementation of the scheme, manpower input, supervision, reward and punishment, training, PDC cycle improvement and extensive collection of opinions to ensure the implementation of the optimized scheme.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F425;F273.2;F270.7

【參考文獻(xiàn)】

相關(guān)期刊論文 前8條

1 常娜娜;;基于多級(jí)模糊綜合評(píng)判法的供應(yīng)鏈管理績效評(píng)價(jià)[J];現(xiàn)代商貿(mào)工業(yè);2010年23期

2 劉樹海;齊二石;;基于流程管理的制造企業(yè)績效評(píng)價(jià)系統(tǒng)[J];商業(yè)研究;2009年11期

3 李文華;王良元;;企業(yè)流程再造的績效分析及模糊綜合評(píng)價(jià)法[J];技術(shù)與創(chuàng)新管理;2009年04期

4 潘燕華;蔣薇薇;;船舶制造企業(yè)質(zhì)量信息管理系統(tǒng)框架模型研究[J];江蘇科技大學(xué)學(xué)報(bào)(自然科學(xué)版);2009年01期

5 李鵬輝;;論企業(yè)業(yè)務(wù)流程再造[J];現(xiàn)代商業(yè);2007年24期

6 劉琰,黃天佑,李文珍;流程型制造企業(yè)生產(chǎn)系統(tǒng)信息化[J];工業(yè)技術(shù)經(jīng)濟(jì);2003年02期

7 潘國友,陳榮秋;企業(yè)流程再造循環(huán)[J];企業(yè)經(jīng)濟(jì);2003年03期

8 趙濤;企業(yè)作業(yè)流程再造與全面質(zhì)量管理[J];管理工程學(xué)報(bào);1997年02期

相關(guān)博士學(xué)位論文 前1條

1 吉衛(wèi)喜;面向業(yè)務(wù)流程重組的生產(chǎn)管理系統(tǒng)快速重構(gòu)及其關(guān)鍵技術(shù)研究[D];南京航空航天大學(xué);2002年

相關(guān)碩士學(xué)位論文 前4條

1 連亞明;SH集團(tuán)基于質(zhì)量管理的流程改進(jìn)研究[D];華東師范大學(xué);2010年

2 于濤;企業(yè)業(yè)務(wù)流程再造效果的評(píng)價(jià)方法研究[D];武漢理工大學(xué);2008年

3 齊良春;基于ERP的業(yè)務(wù)流程再造研究[D];昆明理工大學(xué);2007年

4 劉利軍;業(yè)務(wù)流程再造的理論與應(yīng)用研究[D];遼寧工程技術(shù)大學(xué);2002年

，

本文編號(hào)：2334329