H电梯成品仓储管理改善研究

发布时间：2018-11-21 07:59

【摘要】：电梯产成品的物流仓储运作是在“制造商存货加直送”基础上的仓储整合环节。因为终端客户作业需求波动大、作业计划安排不完善、缺乏有效作业效率管理体系,H电梯成品仓的运作存在资源配置浪费的问题。因此在目前作业模式基础上,采取一些有针对性的改善措施,进一步优化场地、人员、设备的利用率,提供服务质量是十分具有现实意义的实践。本文首先对仓库的运作现状、存在问题及原因进行了定性描述,对作业能力与作业需求进行了定量分析。特别聚焦一线作业的关键岗位吊机组与叉车手、工作日常规作业内容收货卸车、入库、备货、发货装车,及作业在不同时间段(按小时)的需求分布与完成急迫性。接着在排队论与工时定额法的理论基础上,利用Arena仿真软件建立了一个装、卸车作业模型,对完成时效要求高的收货卸车、发货装车作业的服务水平与装卸车位、人员等资源需求进行了仿真运算,并结合入库、备货作业的理论工时需求,分析指出工时的理论计算与人员实际配置存在差异的原因。最后,综合前文所述,提出了三个方面的改善措施——降低作业需求的不确定性、规范作业标准与提高作业效率、优化作业班次安排。并再次结合仿真模型与工时核算,对措施改善的效果进行了预测及分析。本文为H电梯成品仓的运作管理提供了更为科学有效的参考,虽然存在一定局限性,但突破了以往仅停留在口头的、主观意识很强的管理思维。
[Abstract]:The logistics warehousing operation of elevator finished goods is a link of warehousing integration on the basis of "manufacturer's inventory plus direct delivery". Because of the large fluctuation of the terminal customer's job demand, the imperfection of the job plan arrangement and the lack of effective operation efficiency management system, the problem of resource allocation waste exists in the operation of the finished product warehouse of H elevator. Therefore, on the basis of the current operation mode, it is of great practical significance to take some targeted improvement measures to further optimize the utilization ratio of site, personnel and equipment, and to provide service quality. In this paper, the present situation, existing problems and reasons of warehouse operation are described qualitatively, and the operational capacity and operational requirements are quantitatively analyzed. Especially focus on the key position crane group and forklift hand in the front line operation, the routine work contents of the working day, receiving, unloading, stocking, loading and unloading, and the distribution of demand and the urgency of completion of the work in different time periods (by the hour). Then, based on the theory of queuing theory and man-hour quota method, a loading and unloading operation model is established by using Arena simulation software. In this paper, the personnel and other resource requirements are simulated, and the reasons for the difference between the theoretical calculation of man-hour and the actual allocation of personnel are pointed out by combining with the theoretical man-hour demand of storage and stock-keeping operations. Finally, three improvement measures are put forward, which are reducing the uncertainty of operation demand, standardizing the operation standard and improving the work efficiency, and optimizing the work schedule. Furthermore, the effect of improvement is predicted and analyzed by combining simulation model and man-hour accounting. This paper provides a more scientific and effective reference for the operation and management of the finished product warehouse of H elevator. Although there are some limitations, it breaks through the management thinking that only stays in oral and subjective consciousness in the past.
【学位授予单位】：华南理工大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F426.4;F274

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