基于价值流的订单履约流程分析与改善

发布时间：2018-06-29 15:13

本文选题：供应链管理 + 产品交货期　；参考：《天津大学》2013年硕士论文

【摘要】：随着采购全球化的发展和人们对供应链管理认识的不断加深，企业之间的竞争不再是传统意义上的产品和价格的竞争，而是供应链上各个环节的竞争。在极大限度地满足客户需求的前提下，消除浪费、不断创新、优化企业流程管理、持续改进、实现价值链增值是提高企业竞争力的关键。奥的斯电梯作为电梯行业的领军先锋，在激烈的市场竞争中占有一定的市场份额，具有其独特的管理方法和经营理念。本文以奥的斯电梯为研究背景，基于价值流来分析企业的产品交货期，重点研究如何以精益生产为指导原则，消除不增值环节和浪费环节；如何以满足最终客户的需求为出发点，结合价值流图析来找出导致产品生产周期过长和响应客户速度过慢的问题根源。通过分析奥的斯电梯制造业务的供应链管理情况，找到浪费，消除一切不增值活动，消除各种浪费，对产品交货期进行改善，使信息流和物料流在供应链系统上连续流动起来，实现价值链增值。本文在价值流分析的过程中，综合信息流和物料流在价值流图析上的流动情况来区分哪些是增值环节，哪些是非增值环节，以最终客户的需求为导向，绘制未来价值流图析。通过对比当前状态和未来状态的价值流图析，找出改善方案，提高信息在业务制造流程上传递的准确性和有效性，保证物料传递的及时性，进而彻底解决产品交货期推迟和响应客户需求速度过慢的问题。根据实践结果反馈，价值流程图能够准确描述供应链上各个环节的活动情况，并反映浪费的根源所在。通过改善价值流上的不增值环节，，奥的斯电梯在缩短产品生产制造周期和快速响应客户需求等方面得到了极大改善。希望奥的斯电梯公司在产品交货期方面的改善实践，能为电梯行业提供有益的借鉴，并为其它生产制造型企业提供一些宝贵经验。
[Abstract]:With the development of procurement globalization and the deepening of people's understanding of supply chain management, the competition among enterprises is no longer the competition of products and prices in the traditional sense, but the competition of every link in the supply chain. On the premise of meeting the needs of customers to a great extent, it is the key to improve the competitiveness of enterprises to eliminate waste, innovate constantly, optimize the business process management, improve continuously and realize the value chain increment. As the leader of elevator industry, Otis Elevator occupies a certain market share in the fierce market competition, and has its unique management method and management idea. This paper takes the Otis elevator as the research background, based on the value flow to analyze the product delivery time, focusing on how to take lean production as the guiding principle to eliminate the link of no value-added and waste; How to find out the root cause of the long production cycle and the slow response speed of the product based on the value flow graph to meet the demand of the final customer. By analyzing the supply chain management of Otis elevator manufacturing business, we find out the waste, eliminate all non-value-added activities, eliminate all kinds of waste, improve the product delivery time, and make the information flow and material flow continuously in the supply chain system. Value chain value added. In the process of value flow analysis, this paper synthesizes the flow situation of information flow and material flow in value flow graph to distinguish which is value added link and which is not value added link, and draws the future value flow chart based on the final customer's demand. By comparing the value flow graph of current state and future state, we find out the improvement scheme, improve the accuracy and effectiveness of information transmission in the business manufacturing process, and ensure the timeliness of material delivery. And then solve the problem of product delivery delay and response to customer demand too slow. According to the feedback of practical results, the value flow chart can accurately describe the activities of each link in the supply chain and reflect the root of waste. By improving the non-value-added link in the value stream, Otis elevators have been greatly improved in terms of shortening the manufacturing cycle and responding quickly to customer needs. It is hoped that the improvement practice of Otis Elevator Company in product delivery time can provide useful reference for elevator industry and provide some valuable experience for other manufacturing enterprises.
【学位授予单位】：天津大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F416.4;F274

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