本文關(guān)鍵詞：基于價值流的美的微波爐訂單周期改善研究　出處：《華南理工大學(xué)》2015年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 精益生產(chǎn) 價值流 訂單周期

【摘要】：運營,成本和效率是企業(yè)獲得競爭力的三大手段。卓越的運營能夠引領(lǐng)企業(yè)走向正確的道路,合理的成本讓企業(yè)在市場具有盈利空間,高效的運作是企業(yè)成功的后勤保障。然而目前中國的制造企業(yè)產(chǎn)品同質(zhì)化日趨嚴(yán)重,中國人口紅利消失導(dǎo)致人工成本不斷上升,新興經(jīng)濟(jì)體貨幣大幅波動造成需求不穩(wěn)定,全球經(jīng)濟(jì)環(huán)境充滿不確定性,企業(yè)要想在不確定的經(jīng)營環(huán)境下得到可持續(xù)發(fā)展,必須在效率上能夠優(yōu)于競爭對手,從而獲得更多的市場機(jī)會。對于以訂單為源頭的企業(yè)來說,訂單的周期的長短將極大程度的影響總體資產(chǎn)的周轉(zhuǎn)效率。美的微波爐,年銷量內(nèi)外銷3000多萬臺,占中國出口總量的40%以上,國內(nèi)市場50%市場份額。外銷訂單占比80%,因此外銷訂單周期的縮短對于美的微波爐整體效率的提升至關(guān)重要,周期縮短可降低需求預(yù)測波動對于后臺資源匹配的影響,從而使整體流程更加順暢。美的微波爐自2006年到2014年市場份額從10%提升到40%,但訂單周期僅下降了1%。很明顯規(guī)模的擴(kuò)大是資源拉動,而非效率提升,為了進(jìn)一步制定行業(yè)效率標(biāo)準(zhǔn),鞏固行業(yè)老大地位,訂單周期的縮短對于本行業(yè)有著重大的意義。本文以美的微波爐為研究背景,基于精益生產(chǎn)價值流來分析訂單全周期,將端到端的流程細(xì)分為4個子周期:a下單周期,包含客戶詢問等待回復(fù)的時間;b訂單評審周期;c生產(chǎn)周期包含采購和等待時間,清尾時間;d出貨周期包含從完工到出貨的周期,找到各子周期過程中的浪費并分析了存在浪費的原因。下單周期的等待浪費在于沒有訂單承諾,單單需要咨詢再下單,延長了等待時間;訂單評審周期耗時長主要在于流程設(shè)置不合理及大部分人工評審導(dǎo)致于等待浪費;生產(chǎn)周期主要浪費在產(chǎn)銷不匹配造成的推單延長周期,長周期物料臨時備料延長采購周期等;最后出貨周期的等待影響多來源于客戶及OEM的商業(yè)模式。在第三章的問題解決章節(jié),采用20/80 ABC客戶分類法確定了訂單承諾機(jī)制,解決了大部分客戶咨詢等待的問題,縮短下單周期;對于評審周期,主要采用標(biāo)桿法,EISA法對于流程進(jìn)行重新梳理,同時也通過系統(tǒng)評審的方式釋放了人的精力,避免了評審過程中的等待;對于生產(chǎn)周期的排隊,采用了銷售預(yù)測五步法的方式加強(qiáng)了對于預(yù)測的管理,從而使產(chǎn)銷更加平衡,推單大幅度減少;通過對于物料的分類管理,提前下單等方式部分規(guī)避了物料采購對于生產(chǎn)周期的影響;最后產(chǎn)品下線后,通過流程優(yōu)化的方式使尾數(shù)管理更加簡單高效。對于客戶端影響較大的出貨周期,也通過一些激勵和考核的方式推動銷售對于客戶的管理。在實施了一系列措施之后,縮短了美的微波爐的整體交貨周期,及時交貨率得到提升,差異化的客戶管理提升了大客戶滿意度,預(yù)測準(zhǔn)確率的提升也使產(chǎn)銷更加匹配,避免了產(chǎn)能的大幅度波動,使生產(chǎn)更加穩(wěn)定,總體流程操作更加順暢。
[Abstract]:Operation, cost and efficiency are three major means for enterprises to obtain competitive. Operational excellence can lead the enterprise to the right path, reasonable cost make enterprise profit space in the market, efficient operation is the success of the enterprise logistics. However, the homogenization of products manufacturing enterprises China is becoming more and more serious, the demographic dividend disappeared due to artificial Chinese the rising cost of emerging economies, currency fluctuations caused by the instability of the demand, the global economic environment is full of uncertainty, enterprises want to get sustainable development in the uncertain business environment, must be better than competitors in efficiency, so as to obtain more market opportunities. In order for the source of the enterprise, the order cycle the duration of the total assets turnover efficiency greatly. The influence of Midea microwave oven, annual sales and sales of about 30000000 units, accounting for the total amount of export Chinese More than 40% of the domestic market, 50% market share. Export orders accounted for more than 80%, so the export order cycle shorten is crucial to the overall efficiency of Midea microwave oven upgrade, shorten the period of demand forecasting can reduce the fluctuation in the influence of background resources, and thus make the whole process more smoothly. Midea microwave oven market share from 2006 to 2014 from 10% to 40%, but the order cycle dropped only to expand the 1%. obviously scale is resource pull, rather than enhance the efficiency, in order to further develop industry standards of efficiency, consolidate the industry leader position, shorten the order cycle is of great significance for the industry. In this paper, Midea microwave oven as the research background, lean production based on the analysis of value flow order cycle, the end-to-end process is divided into 4 sub periods: a single cycle, including client waiting time; b order review cycle; C The production cycle includes purchasing and waiting time, clearance time; D delivery cycle contains from the completion of shipping cycle, find the sub cycle in the process of waste and waste are analyzed. The reason is that there is no single cycle for waste order commitment, only need to consult the next single, prolongs the waiting time; order review cycle the time-consuming process mainly lies in the unreasonable and most manual review led to the waiting waste; waste in the production cycle is mainly caused by the mismatch and push a single extended cycle, long cycle of material procurement cycle extended temporary preparation; final shipment cycle wait for effect from the customer and the business mode of OEM. To solve the chapter in the third chapter issue order commitment mechanism are determined by using the 20/80 ABC customer classification, customer consultation for solve most problems, shorten the order cycle; for the assessment of the main cycle. The benchmarking method, EISA method for the re carding process, but also through the system review of the way people release energy, avoid the review process to wait; production cycle queue, the sales forecast five steps to strengthen the forecast for management, so that the production and marketing more balanced, single push substantially reduced; through the management for materials, such as the way to avoid a single part before purchasing for the production cycle of the product line; finally, through process optimization the mantissa management more simple and efficient. The client influence delivery cycle, promote sales for the customer management through some incentive and evaluation the way. After the implementation of a series of measures to shorten the Midea microwave overall delivery cycle, timely delivery rate has been increased, differentiated customer management promotion The improvement of the customer satisfaction and the prediction accuracy also make the production and marketing more match, avoiding the large fluctuation of production capacity, making the production more stable and the overall process operation more smoothly.

【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F426.6

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本文編號：1378999