基于价值流的美的微波炉订单周期改善研究

发布时间：2018-01-04 15:34

本文关键词：基于价值流的美的微波炉订单周期改善研究　出处：《华南理工大学》2015年硕士论文　论文类型：学位论文

【摘要】：运营,成本和效率是企业获得竞争力的三大手段。卓越的运营能够引领企业走向正确的道路,合理的成本让企业在市场具有盈利空间,高效的运作是企业成功的后勤保障。然而目前中国的制造企业产品同质化日趋严重,中国人口红利消失导致人工成本不断上升,新兴经济体货币大幅波动造成需求不稳定,全球经济环境充满不确定性,企业要想在不确定的经营环境下得到可持续发展,必须在效率上能够优于竞争对手,从而获得更多的市场机会。对于以订单为源头的企业来说,订单的周期的长短将极大程度的影响总体资产的周转效率。美的微波炉,年销量内外销3000多万台,占中国出口总量的40%以上,国内市场50%市场份额。外销订单占比80%,因此外销订单周期的缩短对于美的微波炉整体效率的提升至关重要,周期缩短可降低需求预测波动对于后台资源匹配的影响,从而使整体流程更加顺畅。美的微波炉自2006年到2014年市场份额从10%提升到40%,但订单周期仅下降了1%。很明显规模的扩大是资源拉动,而非效率提升,为了进一步制定行业效率标准,巩固行业老大地位,订单周期的缩短对于本行业有着重大的意义。本文以美的微波炉为研究背景,基于精益生产价值流来分析订单全周期,将端到端的流程细分为4个子周期:a下单周期,包含客户询问等待回复的时间;b订单评审周期;c生产周期包含采购和等待时间,清尾时间;d出货周期包含从完工到出货的周期,找到各子周期过程中的浪费并分析了存在浪费的原因。下单周期的等待浪费在于没有订单承诺,单单需要咨询再下单,延长了等待时间;订单评审周期耗时长主要在于流程设置不合理及大部分人工评审导致于等待浪费;生产周期主要浪费在产销不匹配造成的推单延长周期,长周期物料临时备料延长采购周期等;最后出货周期的等待影响多来源于客户及OEM的商业模式。在第三章的问题解决章节,采用20/80 ABC客户分类法确定了订单承诺机制,解决了大部分客户咨询等待的问题,缩短下单周期;对于评审周期,主要采用标杆法,EISA法对于流程进行重新梳理,同时也通过系统评审的方式释放了人的精力,避免了评审过程中的等待;对于生产周期的排队,采用了销售预测五步法的方式加强了对于预测的管理,从而使产销更加平衡,推单大幅度减少;通过对于物料的分类管理,提前下单等方式部分规避了物料采购对于生产周期的影响;最后产品下线后,通过流程优化的方式使尾数管理更加简单高效。对于客户端影响较大的出货周期,也通过一些激励和考核的方式推动销售对于客户的管理。在实施了一系列措施之后,缩短了美的微波炉的整体交货周期,及时交货率得到提升,差异化的客户管理提升了大客户满意度,预测准确率的提升也使产销更加匹配,避免了产能的大幅度波动,使生产更加稳定,总体流程操作更加顺畅。
[Abstract]:Operation, cost and efficiency are three major means for enterprises to obtain competitive. Operational excellence can lead the enterprise to the right path, reasonable cost make enterprise profit space in the market, efficient operation is the success of the enterprise logistics. However, the homogenization of products manufacturing enterprises China is becoming more and more serious, the demographic dividend disappeared due to artificial Chinese the rising cost of emerging economies, currency fluctuations caused by the instability of the demand, the global economic environment is full of uncertainty, enterprises want to get sustainable development in the uncertain business environment, must be better than competitors in efficiency, so as to obtain more market opportunities. In order for the source of the enterprise, the order cycle the duration of the total assets turnover efficiency greatly. The influence of Midea microwave oven, annual sales and sales of about 30000000 units, accounting for the total amount of export Chinese More than 40% of the domestic market, 50% market share. Export orders accounted for more than 80%, so the export order cycle shorten is crucial to the overall efficiency of Midea microwave oven upgrade, shorten the period of demand forecasting can reduce the fluctuation in the influence of background resources, and thus make the whole process more smoothly. Midea microwave oven market share from 2006 to 2014 from 10% to 40%, but the order cycle dropped only to expand the 1%. obviously scale is resource pull, rather than enhance the efficiency, in order to further develop industry standards of efficiency, consolidate the industry leader position, shorten the order cycle is of great significance for the industry. In this paper, Midea microwave oven as the research background, lean production based on the analysis of value flow order cycle, the end-to-end process is divided into 4 sub periods: a single cycle, including client waiting time; b order review cycle; C The production cycle includes purchasing and waiting time, clearance time; D delivery cycle contains from the completion of shipping cycle, find the sub cycle in the process of waste and waste are analyzed. The reason is that there is no single cycle for waste order commitment, only need to consult the next single, prolongs the waiting time; order review cycle the time-consuming process mainly lies in the unreasonable and most manual review led to the waiting waste; waste in the production cycle is mainly caused by the mismatch and push a single extended cycle, long cycle of material procurement cycle extended temporary preparation; final shipment cycle wait for effect from the customer and the business mode of OEM. To solve the chapter in the third chapter issue order commitment mechanism are determined by using the 20/80 ABC customer classification, customer consultation for solve most problems, shorten the order cycle; for the assessment of the main cycle. The benchmarking method, EISA method for the re carding process, but also through the system review of the way people release energy, avoid the review process to wait; production cycle queue, the sales forecast five steps to strengthen the forecast for management, so that the production and marketing more balanced, single push substantially reduced; through the management for materials, such as the way to avoid a single part before purchasing for the production cycle of the product line; finally, through process optimization the mantissa management more simple and efficient. The client influence delivery cycle, promote sales for the customer management through some incentive and evaluation the way. After the implementation of a series of measures to shorten the Midea microwave overall delivery cycle, timely delivery rate has been increased, differentiated customer management promotion The improvement of the customer satisfaction and the prediction accuracy also make the production and marketing more match, avoiding the large fluctuation of production capacity, making the production more stable and the overall process operation more smoothly.

【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】：F426.6

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