M公司基于TOC的计划与排产改善研究

发布时间：2018-01-20 01:48

本文关键词： ERP TOC DBR 计划与排产模拟仿真　出处：《上海交通大学》2014年硕士论文　论文类型：学位论文

【摘要】：M公司是典型的订货生产单件小批量离散制造企业,企业的市场环境对其生产计划与排产有很大的影响,而ERP的生产计划与排产在生产实际操作上的缺陷不能满足市场频繁变化的需求。本文首先运用TOC的理论分析M公司的生产现状,并运用TOC的方法改善M公司的生产管理。具体运用TOC的实施步骤分析M公司的生产瓶颈并改善其生产管理,同时运用DBR的方法解析M公司的瓶颈饥问题。然后以M公司的关键产品液压锁紧装置为例,建立了TOC的计划与排产模型和DBR模型,以三个交货期不同的订单为实例验证了TOC计划与排产的有效性和先进性。其中“例一”是产能出现瓶颈的情况,实验验证了TOC的计划与排产得出的实际出货日期早与订单要求交货日期;“例二”是产能减少并且订单交货期发生变化的瓶颈加剧情况,实验也验证了TOC的计划与排产的有效性:其实际出货日期和订单变动后要求交货期先后顺序一致,由于产能降低的原因,实际出货日期稍晚于要求交货期,但整体晚交时间之和小于基于ERP的计划与排产晚交货时间之和。从而得出了基于TOC的计划与排产优于基于ERP的计划与排产的结论。
[Abstract]:M Company is a typical small batch discrete manufacturing enterprise. The market environment of the company has a great influence on its production planning and scheduling. However, the production planning and scheduling of ERP in the actual operation of the defects can not meet the needs of frequent changes in the market. Firstly, this paper uses the theory of TOC to analyze the production status of M Company. Using the method of TOC to improve the production management of M Company. Using the implementation steps of TOC to analyze the production bottleneck of M Company and improve its production management. At the same time, using the method of DBR to analyze the bottleneck problem of M Company, taking the hydraulic locking device of M Company's key product as an example, the planning and scheduling model and DBR model of TOC are established. Taking three orders with different delivery dates as an example, the effectiveness and advancement of TOC planning and scheduling are verified, among which "example one" is the bottleneck of production capacity. The experimental results show that the actual delivery date of TOC is early and the delivery date of the order is required. Example 2 is an increase in bottlenecks that result in reduced capacity and changes in order delivery times. The experiment also verifies the effectiveness of TOC's planning and scheduling: the actual shipping date and the order order after the change of delivery order is consistent, due to the reduction of capacity, the actual delivery date is a little later than the required delivery date. But the sum of the total late delivery time is less than the sum of the plan based on ERP and the late delivery time of scheduled production. It is concluded that the plan and scheduling based on TOC is better than that based on ERP.
【学位授予单位】：上海交通大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.4;F273

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