基于价值流的R企业订单处理流程优化研究
发布时间：2018-08-04 07:58
【摘要】：21世纪,各行各业市场竞争日益激烈,客户对产品质量、服务以及产品交付期等各方面的要求也越来越高。企业要想在严峻的竞争环境下生存,需要不断地完善、优化自身的生产和经营模式,更好地满足客户的需求,才能提升企业的市场竞争力。当前,国内很多制造型企业都已经意识到生产流程的优化给企业带来的巨大效益。生产现场的浪费现象越来越少、设备越来越具有柔性,对问题反应的时间越来越短,过程透明化程度越来越高,生产效率也在逐步增长。然而大多数制造型企业对精益思想的应用都局限于生产领域,企业管理人员并未关注到非生产直接相关的领域,相关的流程改进措施也并未应用实施到非生产领域。R企业作为全球领先的汽车柴油系统零部件供应商之一,具有先进的自动化生产设备和现代化信息管理系统,但随着市场的变化、竞争的日趋激烈,R企业也出现了一些生产和管理问题,同样面临着业务流程优化的迫切需求。本文源于R企业逐步建立精益系统以及客户缩短产品交付周期的需求,以该企业客户样品订单处理流程为研究背景,以精益思想、业务流程优化和价值流分析的相关技术理论,作为降低企业生产运营成本、提高客户满意度和流程运行效率的基础理论,应用间接领域价值流分析及设计工具(VSDiA)分析对比优化前后的流程,通过消除完全不增值环节、减少不增值但必要环节,优化增值环节,从信息流角度对现有订单计划流程进行分析及优化,消除企业运作中的各种浪费,不断改善企业的运作效率,提高企业的核心竞争力。文中首先介绍了R企业当前客户样品订单处理流程,利用VSDiA工具绘制当前业务流程的价值流图,对流程中每一个活动环节的传递时间、询问时间、操作时间进行统计,使流程中的物流、信息流一目了然,有效地发现隐藏在流程中的浪费环节和不增值环节,解剖出流程中存在的问题。再根据精益思想“取消不增值的,减少不增值但必须的,优化增值的”的原则对该流程进行分析,然后结合业务流程优化理论以及R企业的工作流程制度,分析当前流程中的可改进点并提出优化方案,据此进行流程的再设计并绘制出改进后的流程价值流图。通过新流程的实施,R企业样品订单处理周期由优化前的597.014个小时,也就是74.627个工作日,缩短至530.991个小时,即66.374个工作日,缩短了11.059%。流程环节活动数由20个减少至17个,消除了2个完全不增值流程环节,减少了1个必要不增值环节,使流程效率由改进前的87.903%提高至96.569%,优化率达到8.666%。通过流程优化,R企业样品订单交付周期缩短,流程效率达到95%以上,提升了R企业样品订单的准时交付率,减少了由于交付期过长而需要由海运转空运的订单数量,大大缩减了样品订单物流成本,降低企业运营成本,客户方也给予了很好的反馈。对R企业内部,流程的顺畅进行,信息完整、无阻碍的传递,降低了企业员工的工作负荷，促进了R企业部门之间的合作,提高了企业管理效率,进一步完善了企业的管理系统。论文最后,总结优化流程的实施成果,并结合持续改进思想,对流程的后续改进实施提出建议。
[Abstract]:In twenty-first Century, the market competition in all walks of life is becoming more and more intense, and the demand of customers to product quality, service and product delivery time is getting higher and higher. In order to survive in the severe competitive environment, enterprises need to improve continuously, optimize their own production and management mode, better meet the needs of customers, and improve the market competition of the enterprises. At present, many domestic manufacturing enterprises have realized that the optimization of the production process has brought great benefits to the enterprises. The waste phenomenon of the production site is less and less, the equipment is more and more flexible, the time of the reaction to the problem is more and more short, the degree of process transparency is higher and the production efficiency is increasing gradually. However, most of the systems are growing. The application of lean thinking in the modeling enterprise is limited to the production field. The enterprise managers do not pay attention to the non production direct related fields. The related process improvement measures have not been applied to the non production field.R enterprises as one of the global leading automotive diesel system parts suppliers, with advanced automation production equipment. And the modern information management system, but with the change of the market and the increasingly fierce competition, the R enterprise also has some problems of production and management. It also faces the urgent demand for the optimization of business process. This paper is based on the gradual establishment of the lean system and the demand for the customer to shorten the delivery cycle of the product by the R enterprise, and to deal with the customer sample order of the enterprise. The process is the research background, based on the theory of lean thought, business process optimization and value flow analysis. As a basic theory to reduce the cost of production and operation, improve customer satisfaction and process efficiency, indirect domain value flow analysis and design tools (VSDiA) are used to analyze and compare and optimize the process before and after the complete elimination. The non value-added link, reduce the non value-added but necessary link, optimize the value-added link, analyze and optimize the existing order planning process from the angle of information flow, eliminate all kinds of waste in the operation of the enterprise, improve the operation efficiency of the enterprise and improve the core competitiveness of the enterprise. In this paper, the current customer sample order processing flow of the R enterprise is introduced. Using the VSDiA tool to draw the current business process value flow chart, statistics on the transfer time, inquiry time and operation time of each activity link in the process, make the logistics and information flow in the process clear, effectively discover the waste links and non value-added links in the process, dissect the problems in the process, and then base on the problems. The lean thought "cancels the non value-added, reduces the non value-added but must optimize the value-added" principle to analyze the process, then combines the business process optimization theory and the R enterprise's workflow system, analyzes the improvement points in the current process and puts forward the optimization scheme, and then redesigns the process and draws the improved process. Process value flow chart. Through the implementation of the new process, the R enterprise sample order processing cycle is 597.014 hours before optimization, that is, 74.627 working days, shortened to 530.991 hours, that is, 66.374 working days, shortened the number of 11.059%. process links from 20 to 17, eliminated 2 complete non value-added processes and reduced 1. It is necessary to increase the process efficiency from 87.903% before improvement to 96.569%. The optimization rate reaches 8.666%. through process optimization, the order delivery cycle of R enterprise sample is shortened, the process efficiency is above 95%, the punctual delivery rate of R enterprise sample orders is improved, and the number of orders which need to be transported by sea by sea is reduced by the long delivery period. Quantity, greatly reduced the sample order logistics cost, reduce the enterprise operation cost, the customer also gave very good feedback. To the R enterprise, the flow smoothly, the information complete, the unobstructed transmission, reduced the work load of the enterprise staff, promoted the cooperation between the R enterprise department, improved the enterprise management efficiency, further perfected. Finally, the paper summarizes the implementation results of the optimization process, and puts forward suggestions for the follow-up improvement of the process.
【学位授予单位】：成都理工大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F274
本文编号：2163167
[Abstract]:In twenty-first Century, the market competition in all walks of life is becoming more and more intense, and the demand of customers to product quality, service and product delivery time is getting higher and higher. In order to survive in the severe competitive environment, enterprises need to improve continuously, optimize their own production and management mode, better meet the needs of customers, and improve the market competition of the enterprises. At present, many domestic manufacturing enterprises have realized that the optimization of the production process has brought great benefits to the enterprises. The waste phenomenon of the production site is less and less, the equipment is more and more flexible, the time of the reaction to the problem is more and more short, the degree of process transparency is higher and the production efficiency is increasing gradually. However, most of the systems are growing. The application of lean thinking in the modeling enterprise is limited to the production field. The enterprise managers do not pay attention to the non production direct related fields. The related process improvement measures have not been applied to the non production field.R enterprises as one of the global leading automotive diesel system parts suppliers, with advanced automation production equipment. And the modern information management system, but with the change of the market and the increasingly fierce competition, the R enterprise also has some problems of production and management. It also faces the urgent demand for the optimization of business process. This paper is based on the gradual establishment of the lean system and the demand for the customer to shorten the delivery cycle of the product by the R enterprise, and to deal with the customer sample order of the enterprise. The process is the research background, based on the theory of lean thought, business process optimization and value flow analysis. As a basic theory to reduce the cost of production and operation, improve customer satisfaction and process efficiency, indirect domain value flow analysis and design tools (VSDiA) are used to analyze and compare and optimize the process before and after the complete elimination. The non value-added link, reduce the non value-added but necessary link, optimize the value-added link, analyze and optimize the existing order planning process from the angle of information flow, eliminate all kinds of waste in the operation of the enterprise, improve the operation efficiency of the enterprise and improve the core competitiveness of the enterprise. In this paper, the current customer sample order processing flow of the R enterprise is introduced. Using the VSDiA tool to draw the current business process value flow chart, statistics on the transfer time, inquiry time and operation time of each activity link in the process, make the logistics and information flow in the process clear, effectively discover the waste links and non value-added links in the process, dissect the problems in the process, and then base on the problems. The lean thought "cancels the non value-added, reduces the non value-added but must optimize the value-added" principle to analyze the process, then combines the business process optimization theory and the R enterprise's workflow system, analyzes the improvement points in the current process and puts forward the optimization scheme, and then redesigns the process and draws the improved process. Process value flow chart. Through the implementation of the new process, the R enterprise sample order processing cycle is 597.014 hours before optimization, that is, 74.627 working days, shortened to 530.991 hours, that is, 66.374 working days, shortened the number of 11.059%. process links from 20 to 17, eliminated 2 complete non value-added processes and reduced 1. It is necessary to increase the process efficiency from 87.903% before improvement to 96.569%. The optimization rate reaches 8.666%. through process optimization, the order delivery cycle of R enterprise sample is shortened, the process efficiency is above 95%, the punctual delivery rate of R enterprise sample orders is improved, and the number of orders which need to be transported by sea by sea is reduced by the long delivery period. Quantity, greatly reduced the sample order logistics cost, reduce the enterprise operation cost, the customer also gave very good feedback. To the R enterprise, the flow smoothly, the information complete, the unobstructed transmission, reduced the work load of the enterprise staff, promoted the cooperation between the R enterprise department, improved the enterprise management efficiency, further perfected. Finally, the paper summarizes the implementation results of the optimization process, and puts forward suggestions for the follow-up improvement of the process.
【学位授予单位】：成都理工大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F274
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