本文關(guān)鍵詞：基于JIT理論的A公司物料配送改進(jìn)研究　出處：《吉林大學(xué)》2014年碩士論文　論文類(lèi)型：學(xué)位論文

  更多相關(guān)文章： JIT 零部件分揀系統(tǒng) 物流配送 裝配線(xiàn)

【摘要】：隨著汽車(chē)制造產(chǎn)業(yè)先進(jìn)的技術(shù)迅猛發(fā)展，我國(guó)汽車(chē)產(chǎn)業(yè)隨著技術(shù)發(fā)展而不斷壯大，汽車(chē)產(chǎn)業(yè)逐漸成為支柱國(guó)家經(jīng)濟(jì)的產(chǎn)業(yè)之一，使得汽車(chē)制造業(yè)之間競(jìng)爭(zhēng)也隨之不斷加大同時(shí)也導(dǎo)致過(guò)剩的生產(chǎn)能力。中國(guó)汽車(chē)產(chǎn)業(yè)歷經(jīng)從無(wú)到有，從小到大的過(guò)程，而現(xiàn)在已經(jīng)超過(guò)日本和美國(guó)，變成世界最大的汽車(chē)市場(chǎng)。汽車(chē)走近了尋常百姓，變成了生活中衣食住行的一部分。中國(guó)汽車(chē)產(chǎn)業(yè)騰飛之際，，我們同樣看到，汽車(chē)企業(yè)之間的市場(chǎng)競(jìng)爭(zhēng)也變得越來(lái)越激烈，這對(duì)汽車(chē)的外型設(shè)計(jì)、研發(fā)周期、性?xún)r(jià)比以及個(gè)性化服務(wù)等多方面，提出了更加嚴(yán)格的標(biāo)準(zhǔn)。為了在汽車(chē)行業(yè)中贏得主導(dǎo)地位，汽車(chē)制造企業(yè)需要抓住能為企業(yè)制造效益的核心，應(yīng)該對(duì)企業(yè)的經(jīng)營(yíng)管理方面進(jìn)行更高的要求，采用先進(jìn)的生產(chǎn)方式才能不斷降低企業(yè)的運(yùn)營(yíng)成本，為客戶(hù)提供更高的服務(wù)質(zhì)量和水平。物流是降低企業(yè)運(yùn)營(yíng)成本的一個(gè)突破口，實(shí)施JIT可以消除企業(yè)在生產(chǎn)過(guò)程中浪費(fèi)，大幅度降低企業(yè)運(yùn)營(yíng)成本，提高生產(chǎn)率和產(chǎn)品質(zhì)量。本課題將結(jié)合JIT思想并針對(duì)A公司物流配送的特點(diǎn)，提出A公司物流配送的改進(jìn)方案。 首先，本文分析分析當(dāng)前A公司物流配送現(xiàn)狀，A公司物流配送中存在的主要問(wèn)題，并對(duì)成因進(jìn)行分析，主要問(wèn)題包括供應(yīng)過(guò)剩、供應(yīng)等待、過(guò)分加工、搬運(yùn)的浪費(fèi)、不良修正的浪費(fèi)、庫(kù)存的浪費(fèi)、物料配送過(guò)程中存在的配送不匹配、配送物料分揀區(qū)分區(qū)不合理、入庫(kù)不合理、作業(yè)現(xiàn)場(chǎng)混亂、生產(chǎn)線(xiàn)物料空間緊張、零部件管理不合理、形成這些問(wèn)題的主要原因包括JIT配送的表面化、信息技術(shù)不完善、人員的自我管理意識(shí)不強(qiáng)等。 其次，對(duì)A公司倉(cāng)儲(chǔ)中心向生產(chǎn)現(xiàn)場(chǎng)的物流配送進(jìn)行改進(jìn)。針對(duì)本地的供應(yīng)商采用同步配送的方式。針對(duì)外地供應(yīng)商A公司將根據(jù)生產(chǎn)計(jì)劃提出物料需求，然后供應(yīng)商將物料配送至A公司倉(cāng)儲(chǔ)中心，由A公司倉(cāng)儲(chǔ)中心進(jìn)行統(tǒng)一管理；同時(shí)，根據(jù)零部件的特性的不同，分別采用JIT準(zhǔn)時(shí)配送和采用SPS零部件分揀系統(tǒng)進(jìn)行零部件的上線(xiàn)作業(yè)，對(duì)配貨區(qū)進(jìn)行規(guī)劃，并標(biāo)準(zhǔn)化配送流程。 最后，對(duì)A公司的物流配送模式進(jìn)行改進(jìn)：主要包括配送方式的優(yōu)化、配送容器的優(yōu)化、配送信息平臺(tái)的優(yōu)化、配送車(chē)輛路徑的優(yōu)化。SPS物料配送器的相關(guān)優(yōu)化方案，如A公司倉(cāng)儲(chǔ)中心的集貨方式的改進(jìn)、SPS物料配送器具的改進(jìn)、SPS流程改善。對(duì)改善方案進(jìn)行試點(diǎn)實(shí)施，并得出結(jié)論，優(yōu)化改進(jìn)的實(shí)施取得了預(yù)期的效果。對(duì)A公司的未來(lái)進(jìn)行了展望并提出了一些后續(xù)改進(jìn)意見(jiàn)，希望能為后來(lái)工作者提供一些幫助。
[Abstract]:With the rapid development of the advanced technology of the automobile manufacturing industry, the automobile industry of our country is growing with the development of the technology, and the automobile industry has gradually become one of the industries of the pillar country economy. China's auto industry has gone through a process of growing from scratch, from small to large, and has now surpassed Japan and the United States. It has become the world's largest auto market. Cars have come closer to ordinary people and become a part of life, food, clothing, housing and transportation. As China's auto industry takes off, we see it as well. The market competition among automobile enterprises is becoming more and more fierce, which has many aspects such as appearance design, R & D cycle, performance price ratio and personalized service. In order to win the leading position in the automobile industry, the automobile manufacturing enterprises need to grasp the core of the manufacturing benefits for the enterprises, and should have higher requirements on the management of the enterprises. The adoption of advanced production methods can continuously reduce the operating costs of enterprises and provide higher service quality and level for customers. Logistics is a breakthrough to reduce the operating costs of enterprises. The implementation of JIT can eliminate enterprise waste in the production process, greatly reduce the operating costs of enterprises, improve productivity and product quality. This subject will combine with the idea of JIT and aim at the characteristics of logistics distribution in company A. Proposed A company logistics distribution improvement plan. First of all, this paper analyzes the current situation of A company logistics distribution A company logistics distribution in the main problems, and analyzes the causes of the main problems, including oversupply, supply waiting, over-processing. Waste of handling, waste of bad correction, waste of inventory, mismatch of distribution in the process of material distribution, unreasonable partition of distribution material sorting area, unreasonable storage, confusion of operation site. The material space of production line is tight and the management of parts is unreasonable. The main reasons for these problems include the appearance of JIT distribution, the imperfection of information technology, the weak consciousness of self-management of personnel and so on. Secondly, the logistics distribution from warehouse center to production site is improved. For local suppliers, synchronous distribution is adopted. For foreign suppliers, A company will propose material requirements according to the production plan. Then the supplier distributes the material to the warehouse center of company A, and the warehouse center of company A carries on the unified management; At the same time, according to the different characteristics of the parts, JIT on time distribution and SPS parts sorting system are used to carry out the on-line operation of the parts, to plan the distribution area, and to standardize the distribution process. Finally, the logistics distribution model of company A is improved: it mainly includes the optimization of distribution mode, the optimization of distribution container and the optimization of distribution information platform. The optimization of vehicle routing. The optimization scheme of SPS material distributor, such as the improvement of stock collection mode of warehouse center of company A, and the improvement of SPS material distribution equipment. SPS process improvement. The pilot implementation of the improvement program, and draw a conclusion, optimize the implementation of the improvement achieved the desired results. The future of the company A prospects and put forward some suggestions for further improvement. Hope to provide some help for later workers.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F426.47;F252

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