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论文编号：	13621
作者编号：	2320180635
上传时间：	2022/12/5 11:17:26
中文题目：	QS公司北京工厂流程再造研究
英文题目：	Research on Process Reengineering of QS Beijing Factory
指导老师：	车建国
中文关键字：	快速消费品；流程再造；精益生产；生产效率；价值流图
英文关键字：	FMCG; Process reengineering; Lean production; Production efficiency; Value stream map
中文摘要：	中国进入新发展阶段以来，逐渐形成了内外双循环的大市场，随着科技水平和信息化程度不断提高，互联网进一步普及，80后90后甚至00后成为社会消费主力，消费大升级时代已然到来。在这个消费升级时代，由生存型消费、传统型消费已经逐渐被发展型消费、快乐型消费所替代，这也为企业带来了巨大的挑战。对于生产快速消费品的企业来说，面对市场竞争激烈化、客户需求多样化的趋势，传统的生产模式已无法满足消费升级下的市场竞争需求。为了增强产品竞争力、扩大市场份额、更好的满足消费者需求，从而提高企业利润率，各快消品制造企业纷纷将流程再造理念应用于实际生产中。QS公司为著名外资企业，主要生产知名品牌化妆品，北京工厂为主要产品制造基地。QS公司在深耕中国市场30年后，生产管理落后、流程不畅、组织决策缓慢等问题不断出现，北京工厂目前的生产流程已经无法适应激励的市场竞争。因此工厂急需一次彻底的流程再造来改善生产环境，提高管理效率和水平。 本文以QS北京工厂生产流程为研究对象,运用精益生产理论和方法，分析工厂生产管理流程所面临的问题和挑战。本文从研究背景、目的及意义入手，先后对流程再造和精益生产的基本理论、方法、工具和案例进行综述。然后对本文的研究对象—QS公司北京工厂进行概述介绍。通过使用SWOT分析法、问卷调查法和内部访谈法等方法对QS公司北京工厂目前生产管理流程进行分析，挖掘过程存在不同层面的生产管理问题，利用精益生产工具鱼骨图分析法、价值流图分析法确定问题背后的原因，针对问题和原因，基于精益生产理论制定针对性的流程再造方案。以减少浪费、提升效率为目标，通过需求计划流程再造、厂房布局及设备布局再造、组织结构及绩效指标再造，最后对流程再造后的效果进行评价，并就落地实效提出相应的保障措施。 本文进行的分析、研究、方案、举措为QS北京工厂的流程再造和精益生产提供了解决思路和有效方案，为QS公司其他工厂应用流程再造和精益生产进行了有效探索，奠定了实践基础。QS北京工厂面临的新环境下生产效率问题，也是其他同类型快速消费品企业的共性问题，在对流程再造、精益生产理论研究的基础上，本文提出了自己的观点和实际应用方案，为同类型快消品工厂流程再造及精益管理的应用提供了新的解决思路，可供在实践中参考与借鉴。
英文摘要：	Since China entered the new stage of development, it has gradually formed a large market with internal and external circulation. With the continuous improvement of scientific and technological level and informatization, the Internet has been further popularized. The post-80s, post-90s and even post-00s have become the main force of social consumption. The era of consumption upgrading has come. In this era of consumption upgrading, subsistence consumption and traditional consumption have been gradually replaced by development consumption and happy consumption, which has also brought great challenges to enterprises. For the enterprises producing FMCG, facing the trend of fierce market competition and diversified customer demand, the traditional production mode has been unable to meet the market competition demand under the consumption upgrading. In order to enhance product competitiveness, expand market share, better meet consumer demand, and improve enterprise profit margin, FMCG manufacturing enterprises have applied the concept of process reengineering to actual production. QS company is a well-known foreign-funded enterprise, mainly producing well-known brand cosmetics. Beijing factory is the main product manufacturing base. After 30 years of deep cultivation in the Chinese market, QS has been facing problems such as backward production management, poor process and slow organizational decision-making. The current production process of Beijing factory has been unable to adapt to the incentive market competition. Therefore, the factory urgently needs a thorough process reengineering to improve the production environment and improve the management efficiency and level. This paper takes QS Beijing factory production process as the research object, and analyzes the problems and challenges faced by the factory production management process by using lean production theory and methods. Starting with the research background, purpose and significance, this paper summarizes the basic theories, methods, tools and cases of process reengineering and lean production. Then it gives an overview of QS Beijing factory, the research object of this paper. Through the use of SWOT analysis, questionnaire survey, internal interview and other methods, this paper analyzes the current production management process of QS Beijing factory, excavates the production management problems at different levels of the project, uses lean production tools fishbone diagram analysis and value flow diagram analysis to determine the reasons behind the problems, and formulates targeted process reengineering schemes based on lean production theory. In order to reduce waste and improve efficiency, through demand planning process reengineering, plant layout and equipment layout reengineering, organizational structure and performance indicators reengineering, finally evaluate the effect of process reengineering, and put forward corresponding safeguard measures for the implementation effectiveness. The analysis, research, scheme and measures carried out in this paper provide solutions and effective schemes for the process reengineering and lean production of QS Beijing factory, and effectively explore the application of process reengineering and lean production in other factories of QS company, laying a practical foundation. QS Beijing factory is facing the problem of production efficiency in the new environment, which is also a common problem of other FMCG enterprises of the same type. Based on the theoretical research on Process Reengineering and lean production, this paper puts forward its own views and practical application schemes, which provide new solutions for the application of process reengineering and lean management in FMCG factories of the same type, and can be used for reference in practice.
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