中宇公司基于精益生产的库存优化研究

发布时间：2018-07-21 10:23

【摘要】：本文主要从精益生产的理论出发，结合中宇公司目前库存现状进行研究，并达到改善库存并保持库存最优数量的目的。精益生产模式基本的内容就是及时制造、消灭故障、消除一切浪费、零库存努力。国外始创并且应用效果显著的是日本丰田汽车公司。国内的汽车制造和流水作业制造业早已引进并取得实效。就是在中央空调生产企业，目前也有许多企业都在尝试这一先进的管理模式，譬如美的、约克、麦克维尔等。但收效甚微，究其原因，主要是国内的企业没有结合到国内、厂内实际情况进行变通与取舍，本次主要是结合到中宇的实际情况进行改革，以达到降低库存的目的。本文提出在中宇实施新的库存模式是借用精益生产等管理方式等模式的精髓，在中央空调生产运营管理中针对大批量生产、大消耗、大周转量、大库存量和不能按时交货等具体问题，提出适应“即时生产”的相关改造方案，包括生产系统的计划、组织、调度、协调以及与生产运营管理密切相关的现场管理系统的相应改造设计方案。改造方案提出了以订单为龙头，合理评审交期，以拉动式生产为工具，加以ABC分析法及“VMI”库存管理方式为辅助，进行流程再造设计，重新划分职责，强调拉动式生产，提高工作效率。通过每道工序的精确控制，实现中间周转在制品周转量和产成品库存量大幅度压缩，减少幅度大于50％。改造方案提出了按订单生产的“物料需求计划”，公司要通过对生产均衡性、稳定性的控制，，实现大幅度压缩原材料库存量的目的。本次研究的目标是：重点原材料库存金额从500万元压减到200万元，整体原材料库存金额从900万元压减到400万元左右。并对于实施新的库存管理模式改造所需的投资进行了预测和分析。对在中宇新的库存管理模式改造可能存在的风险和化解风险的措施提出比较详细的分析和讨论。
[Abstract]:Based on the theory of lean production, this paper studies the current inventory situation of Zhongyu Company, and achieves the purpose of improving inventory and keeping the optimal quantity of inventory. Lean production mode is the basic content of timely manufacturing, eliminate failures, eliminate all waste, zero inventory efforts. The first and most effective application abroad is the Japanese Toyota Motor Company. Domestic automobile manufacturing and streamline manufacturing industry has been introduced and achieved practical results. Even in the central air conditioning production enterprises, at present, many enterprises are trying this advanced management model, such as Midea, York, McVille, etc. But the effect is very little, the main reason is that the domestic enterprises do not combine into the domestic, the actual situation in the factory to adapt and choose, this is mainly combined with the actual situation of Zhongyu to carry on the reform, in order to achieve the purpose of reducing inventory. This paper puts forward that the implementation of the new inventory model in Zhongyu is the quintessence of the management mode such as lean production and so on. In the production and operation management of central air conditioning, it aims at mass production, large consumption, large turnover, etc. The specific problems such as large inventory and failure to deliver goods on time are put forward to adapt to "immediate production", including planning, organization and scheduling of production system. Coordinate and modify the design of site management system closely related to production and operation management. According to the reform plan, taking order as the lead, reasonable evaluation and delivery time, taking pull production as the tool, taking ABC analysis method and VMI inventory management method as the assistant, the process reengineering design is carried out, the responsibility is reclassified, and the pull type production is emphasized. Improve working efficiency. Through the precise control of each working procedure, the turnover of intermediate WIP and the stock of finished goods are greatly compressed, and the extent of reduction is more than 50%. The reconstruction plan puts forward the "material requirement plan" which is produced according to the order. The company will achieve the purpose of reducing the stock of raw materials by controlling the balance and stability of production. The aim of this study is to reduce the inventory amount of key raw materials from 5 million yuan to 2 million yuan, and to reduce the total inventory amount of raw materials from 9 million yuan to 4 million yuan. The investment needed to implement the new inventory management model is forecasted and analyzed. This paper puts forward detailed analysis and discussion on the possible risks of the new inventory management model in Zhongyu and the measures to resolve the risks.
【学位授予单位】：湖南大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F273;F426.6

【参考文献】