3M深圳仓储部精益管理模式之系统设计研究

发布时间：2018-03-11 11:39

本文选题：物流　切入点：3M公司　出处：《湘潭大学》2014年硕士论文　论文类型：学位论文

【摘要】：在经济全球化日益加深的今天，单纯的生产制造型企业利润空间不断降低，许多公司随之将目光转向了企业内控，通过“开源节流”提升企业竞争力。其中的“开源”要求企业不断创新，在满足市场需求的同时，增加企业销售收入；而同样重要的“节流”则要求企业的运营部门降低运营成本，合理利用企业资源，避免浪费。物流部门作为企业供应链管理的一部分，直接对产品运营模式进行规划，理当为企业“节流”做出贡献。而仓储作为一项不可或缺的物流活动，在货物存储、货物品质保障、客户服务、运输配载等各方面都扮演着举足轻重的角色。因此近年来，仓储管理不断受到各企业的重度重视，现代仓储管理的目的已进化为满足供应链上、下游需求，这与传统仓储相比，在深度与广度上都有了重大的区别。优秀的仓储管理体系能够帮助企业提高实物流动率、降低成本，确保订单顺利且高效的完成，并且能够对企业资源进行合理利用和有效管理，使货物犹如水流般在企业供应链内加速流动，从而带动企业资金快速流转，使企业从中获得更大的利益。本文针对3M深圳仓储管理的精益化改革进行深入的分析、研究。3M深圳成品货物种类繁多，货品重量、体积、流动率、存储条件等要求各不相同。在仓储操作方面，3M深圳地处寸土寸金的深圳福田保税区内，不但仓库面积有限，而且只能选用楼层仓库（楼库）进行货物存储。针对以上情况，论文首先介绍了3M深圳的仓储背景条件，并对目前仓储设计及操作局限性进行分析。其次，根据精益化仓储管理（Lean6-Sigma）理论，利用作业相关图及从一至表法，提出3M深圳仓储管理原则与改进要求，，并设计出一套完整的改进方案，实施仓储TMQ（全面质量管理），并从仓库设计规划、仓储作业、仓储5S管理、仓储人员管理等各方面进行分析阐述。最后，从3M深圳仓储部实施精益化管理后预期的操作、成本控制情况等方面进行综合评定及分析，对本次精益化改革的设计方案做出评估，为3M公司在控制成本、提高仓储操作效率方面提供实践参考。
[Abstract]:With the deepening of economic globalization today, the manufacturing enterprises continue to lower profit margins, many companies will turn to the enterprise internal control, through the "cut" to enhance the competitiveness of enterprises. The "open source" requirements of enterprise innovation, to meet the market demand, increase sales revenue of enterprises; and equally important "throttle" asks the enterprise operations to reduce operating costs, reasonable utilization of enterprise resources, avoid waste.
The logistics department as part of the enterprise supply chain management, directly to the planning of products for the enterprise operation mode, should be "throttling" contribute. As an essential and warehousing logistics activities in goods storage, goods quality assurance, customer service, etc. are all aspects of the transport system plays an important role in recent years. Warehouse management, has been the serious attention, the modern warehouse management purpose has been evolved to meet the supply chain, downstream demand, compared with the traditional warehouse, in depth and breadth have a significant difference. The excellent warehouse management system can help enterprises to improve material flow rate, reduce the cost, to ensure the smooth order complete and efficient, and can carry on the reasonable utilization and effective management of enterprise resources, make the goods like water like in the enterprise in the supply chain to accelerate the flow to drive the enterprise The rapid circulation of funds makes the enterprise gain more benefit from it.
This paper analyses the lean reform 3M Shenzhen warehouse management, research.3M Shenzhen finished goods variety, product weight, volume, flow rate, storage conditions and other requirements are not the same. In the warehouse operation, 3M Shenzhen is located in urban Shenzhen Futian Bonded Zone, not only the warehouse area is limited, and only the warehouse floor (floor) for goods storage.
In view of the above situation, this thesis first introduces the background of 3M warehouse in Shenzhen, and the analysis of current storage design and operational limitations. Secondly, according to the lean warehouse management (Lean6-Sigma) theory, using the operation diagram and from a table to put forward 3M method, Shenzhen warehouse management principles and improvement requirements, and design a the complete set of improvement scheme, the implementation of storage TMQ (total quality management), and from the warehouse planning, warehouse operation, warehouse 5S management, analyzes the warehouse personnel management. Finally, from the 3M Shenzhen warehouse implementation of lean management after the desired operation, cost control and other aspects of evaluation and analysis overall, the design scheme of the lean reform assessment for 3M company in the cost control, improve warehouse operation efficiency to provide practical reference.

【学位授予单位】：湘潭大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F274;F416.1

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