ERP与精益生产协同效应研究

发布时间：2018-03-13 13:36

本文选题：JIT　切入点：IPK　出处：《天津财经大学》2014年硕士论文　论文类型：学位论文

【摘要】：现在,制造型企业管理的难度不断加大,这主要是由于一方面市场竞争在加剧,客户差异化的需求不断增加,另一方面企业内部又需要规范业务流程,导致对于外部变化的反应能力下降。客户更愿意选择交货期短的企业,而过短的交货期需要企业储备大量的库存。面对客户对于产品设计、订货数量等方面的变化,企业又常常需要执行设计变更、紧急插单等操作,为了适应这些不确定性,工厂管理需要制定更多更复杂的业务流程,既不便于业务部门执行,又导致订单-交付周期过长,停工待料损失产能,呆滞库存增加等一系列问题。按需生产、精益制造、柔性应变,这些应该是制造管理的最高境界,这也是构建精益供应链的基石。ERP是企业规范流程,制定资源计划的管理工具。目前制造型企业大部分都在实施精益生产和ERP,但由于精益生产与ERP一个强调推动式管理,一个强调拉动式管理,而且在企业内实施的不同步往往使人产生误解,认为二者相互矛盾,不能协同共存。本文对精益生产和ERP的理论和原理进行了研究,对二者的关系进行了分析,说明精益生产和ERP并非相互矛盾,而是可以相互结合协同增效的关系。通过对两种方法的优势、劣势进行分析,证明利用各自的优势可以弥补另一种方法的不足,找到二者的结合点。并通过案例分析说明二者的在企业当中是可以结合应用并产生协同效应,指出精益与ERP相结合,以精益生产为指导思想,以ERP为载体实施精益ERP项目能够最大程度地发挥各自作用。
[Abstract]:At present, the difficulty of the management of manufacturing enterprises is increasing. This is mainly due to, on the one hand, increasing market competition, increasing demand for customer differentiation, and on the other hand, the need to standardize business processes within enterprises. Customers prefer to choose enterprises with short delivery times, and too short delivery times require enterprises to reserve a large amount of inventory. In the face of customer changes in product design, order quantity, and so on, In order to adapt to these uncertainties, factory management needs to develop more and more complex business processes, which are not easy for business departments to execute and lead to long order-delivery cycles. Production on demand, lean manufacturing, flexible strain, these should be the highest level of manufacturing management, which is the cornerstone of building lean supply chain. ERP is the standard process of enterprise. Management tools for resource planning. Most manufacturing enterprises are currently implementing lean production and ERP, but because lean production and ERP emphasize push management and pull management, Moreover, the implementation of non-synchronization in enterprises often makes people misunderstand that the two are contradictory and cannot co-exist. In this paper, the theory and principle of lean production and ERP are studied, and the relationship between them is analyzed. It shows that lean production and ERP are not contradictory to each other, but can be combined with each other. By analyzing the advantages and disadvantages of the two methods, it is proved that the advantages of the two methods can be used to make up for the shortcomings of the other method. Through the case study, it is proved that both of them can be used together and have synergistic effect in the enterprise. It is pointed out that the combination of lean and ERP is the guiding ideology of lean production. The implementation of lean ERP project with ERP as the carrier can exert their respective roles to the maximum extent.
【学位授予单位】：天津财经大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F270.7;F273;F425

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