小型风电零部件企业基于价值流的研究和改善

发布时间：2019-06-18 18:14

【摘要】：自2007和2008年风力发电行业“淘金热”期过后，整个风电行业的供应链条逐渐出现了饱和现象。2011年和2012年，风电行业经历了前所未有的低速发展，整机厂受到了巨大的冲击，在整体需求数量下降的情况下，还上演了激烈的价格战。受市场经济杠杆作用的影响，2012年国内很多小型风电配件企业纷纷关闭，，或裁员减负降低成本。 A公司是一家小型西班牙风电制动器生产厂家，于2007年在天津建厂。工厂一成立就赶上风力发电的黄金期，客户需求品种多，数量大，回款好，为适应市场环境的需求，A公司投入很大资金成本开发了很多产品。低迷期过后，风电市场的市场行情在2013年有所回暖，客户需求量增加。A公司目前的人员结构和生产能力不能完全满足客户的需求。要抓住行业复苏后的订单，A公司就必须优化现有的供应链流程，在提高生产效率的同时降低成本，以满足客户的需求。本文根据供应链管理和精益生产的基本理论，就A公司的供应链管理和公司内部生产流程的现状为例子，运用价值流图析的方法识别A公司所处供应链的各个环节中存在的浪费。在未来价值流图析中，按照准时制拉动式生产管理的原则，A公司按照客户需求设定了自己的生产节拍，根据节拍重新安排生产和管理，使改善后的A公司在减少一名工人的情况下，实现高于改善前的节拍和效率，从而满足客户的需求。由此来证明在精益生产理论的指导下，通过价值流图析和拉动式生产管理的方法，企业的供应链可以有效得到改善，可以降低自身成本，以更加灵活的姿态应对激烈市场竞争。
[Abstract]:Since the gold rush period of wind power industry in 2007 and 2008, the supply chain of the whole wind power industry has gradually appeared saturation phenomenon. In 2011 and 2012, the wind power industry experienced unprecedented low-speed development, the whole machine factory suffered a huge impact, in the case of the decline of the overall demand, there was also a fierce price war. Under the influence of market economy leverage, many small wind power accessories enterprises in China closed down in 2012, or laid off workers to reduce burden and reduce costs. Company A is a small Spanish wind power brake manufacturer, established in Tianjin in 2007. As soon as the factory was set up, it caught up with the golden period of wind power generation. There were many kinds of customer demand, a large number of customers, and a good payback. In order to meet the needs of the market environment, Company A invested a lot of money to develop a lot of products. After the downturn, the market of wind power market picked up in 2013, and the customer demand increased. The current personnel structure and production capacity of Company A can not fully meet the needs of customers. In order to grasp the orders after the recovery of the industry, Company A must optimize the existing supply chain process and reduce costs while improving production efficiency in order to meet the needs of customers. According to the basic theory of supply chain management and lean production, this paper takes the supply chain management of Company A and the present situation of internal production process of Company A as examples, and uses the method of value flow diagram analysis to identify the waste in each link of supply chain in Company A. In the analysis of future value flow chart, according to the principle of punctual pull production management, company A sets its own production beat according to customer demand, reschedule production and management according to beat, so that company A can realize beat and efficiency higher than that before improvement under the condition of reducing one worker, so as to meet the needs of customers. It is proved that under the guidance of lean production theory, through the analysis of value flow chart and the method of pull production management, the supply chain of enterprises can be effectively improved, the cost can be reduced, and the fierce market competition can be dealt with in a more flexible manner.
【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】：F416.61;F274

【共引文献】