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论文编号：	9877
作者编号：	2120152840
上传时间：	2017/12/22 14:46:47
中文题目：	基于精益价值流图的L公司客户订单交付周期改善研究
英文题目：	The Study of Customer Order Delivery Lead Time Improvement in L Corporation Based on Lean Management and Value Stream Mapping
指导老师：	李季
中文关键字：	精益生产；持续改善；价值流图
英文关键字：	Lean production; Kaizen; Value stream map
中文摘要：	从手工作坊到大批量制造使得生产方式发生了翻天覆地的变化，也使成本急剧减少。但是，随着人们对于产品和服务的个性化需求的增长，使得生产方式再次发生改变，由大批量生产方式向个性化的小批量方式转变，小批量制造意味着品种的增多。如何能够通过企业内部的优化改善创新，运用尽量低的生产成本，为顾客提供高品质高质量的产品或者服务是现在企业所追求的目标。这种模式的转变对于企业运营提出了严峻的挑战，每个订单都是按照客户的需求来生产，每个订单都具有自己的独特性，相应的在工艺上的要求也不同，在这样的情况下，使得生产出来的产品质量会有波动，相同产品不同要求交期也不同，同时生产成本也不同，这种波动，使得制造过程极大地不平衡，使得工厂整体运营效率低下。多样化的客户需求带来的生产模式的改变使得企业必须首先在思想上进行转变，进而改变生产方式，改变生产流程，改造我们的生产设备，工装，夹具，建立一种更加柔性的生产方式，从而能够让顾客在市场众多的产品中选择公司产品。 L公司是世界著名500强公司的子公司。是消防全面解决方案的提供商，是消防行业的领导者。L公司提供消防产品的全系列产品线，为全世界消防客户量身定制，提供解决方案。遍布全球80多个国家和地区的销售服务网络，全国140多个城市的销售服务机构，和10多个物流中心，L公司成为母公司集团重要的全球化业务的组成部分。由于公司的消防产品与国家房地产的发展紧密相关，在当前房地产市场疲软的形势下，我们的产品市场竞争愈发的激烈。不管是商业地产还是民用住宅，自从2012年以来，每年的房地产投资率在呈现逐年下降的趋势。种种数据标明，房地产市场进入了下降调整期。在当前不景气的大环境下，如何提高企业自身运营效率，提高竞争力，显得尤其的重要了。2013年初，爱德华等产品线分别从上海和南非转移过来，由于最终转移完成较预期延迟，加之客户在转移期间的需求预计不足，导致转移初期，出现了供货问题。随后的几年间，这种供货问题越来越严重，客户投诉越来越多。随着中国劳动力成本的上升以及今年出现的大宗物品成本价格上涨带来的整体产品成本的影响，L公司在整个集团内成本领先的优势越来越小，我们的工厂运营成本已经基本接近于欧洲波兰工厂的运营成本。如果我们再不迅速解决客户订单交付周期长的问题，我们将会面临失去订单，失去客户的风险。这是我们L公司生死存亡的必须要解决的最大问题。具体的说，预计内需求，客户订单交付周期目前是120天，我们最终目标要实现21天，指的是从订单下达到产品完成入库。要想达到以上目标，要求L公司运营各个部门的努力和贡献 本文以L公司的客户交付周期为研究对象，以缩短交付周期为目标，通过运用精益价值流图，对产品的整个交付价值流进行分析。首先成立团队，选定产品系列，绘制物料流，绘制信息流，绘制完成交付周期阶梯，总交付周期 = 流程中时间 + 库存时间 + 等待和延迟时间=73.98 – 270.83 天，处理时间=PT，即流程中所有单纯操作时间的汇总=25.6 – 45.58天，浪费时间：48.38 –225.25天，操作时间最长为45天，但是我们可以发现总的交付周期长达270天，83%以上的工作都不能够带来客户认可的价值。当前价值流中存在巨大浪费，累积起来长达225天，严重影响工作效率以及交付率。将浪费消除后交付率可提高2倍~5倍。 在绘制完现状图后运用精益价值流准则进行改善，针对制造流程结合精益原则，提出了高效的项目周现场改善的方式消除浪费。通过项目周现场改善的形式所有团队人员全部在现场进行改善，第一天为项目启动，现状调查，计算产品节拍，理论人数，核定各个工位工时。第二天到第四天每日对改善点，产出，平衡率等进行跟踪，实时把握改善动态。第五天为项目汇报。对插件线体进行改善，实现了30%的效率提升。针对业务流程结合制造流程的8大精益原则提出了适用于业务流程的9大精益原则，按照9大精益原则对业务流程进行改善。最后绘制未来价值流图。通过价值流图分析，运用精益原则将流程步骤由现在的51个减少为35个，减少31.37%，流程时间减少36.01%-26.90%。通过运用先进先出原则及工作流周期，整合事件将浪费时间减少70.77%-92.61%。最终交付周期减少59%-82%。为了保证计划的实施，将计划按照所属的部门分为了几大部分来进行实施，每个部门设立了一个总的负责人，同时启动了每月一次的实施会议来监控计划的实施进展。历时9个月，计划项全部实施完成，实现了未来状态图。制造流程与业务流程是两个相互促进，相互作用的流程。 本文通过案例研究的方法，以VSM精益价值流图为平台与工具，结合UTC公司ACE理论及工具，对L公司的25款产品进行价值流图分析，对客户订单交付期缩短进行研究。 1.将精益理论，工业工程，ACE理论及工具有效相结合，是改善产品交付周期，提高运营能力的高效模式。 2.实践证明，本文提出的5天项目周现场改善的方式，通过识别改善点，减少浪费，是制造流程迅速提高效率的法宝。 3.在现有8大浪费理论基础之上，提出的适用于业务流程的9个精益准则，是业务流程改进的有效工具，有效补充制造流程改善，促进整体流程价值流改善。 关键词：精益生产；持续改善；价值流图
英文摘要：	There is significant change of production style from manual workshop to mass production, which brings remarkable cost reduction as well. With the increasing personalized demand of product and service, cause production style change again. How to improve our operation efficiency effectively through internal improvment and innovation with lower cost is the direction for each enterprise. Faster response to customer demand and high quality product with lower cost is the target enterprise pursues with the change from mass production to more varieties of small batch production. This shift mode puts forward severe challenge for enterprise operation, each order is made according to customer requirements, with different BOM list, different technological requirements, and the production of uncertainty affect the product quality, delivery, cost thus making factory efficiency lower. Companies need to actively change their thinking mode, the mode of production, the production process, the production equipment, tooling, fixture thus can establish a more flexible way of production that can improves efficiency, reduces cost and satisfy the customer delivery cycle. L company is a one-stop fire product comprehensive solutions provider and is the fire industry leader, a subsidiary of the world famous fortune 500 company.L company provides a full range of product lines and solutions for customers worldwide. All over the world there are more than 80 countries and regional sales and service network, more than 140 cities across the country, and more than 10 logistics centers, L company become the important part of the global business of the parent group. As the company's products are closely related to the development of national real estate, product market competition is increasingly fierce. Whether commercial real estate or residential, the annual real estate investment rate has been decreasing year by year since 2012. It is important that how to improve the operation efficiency of the enterprise itself, enhance the competitiveness. In early 2013, Kilsen and other product line transferred from the Shanghai and South Africa, because the final transfer delay, combined with customer demand expected shortage during transfer, lead to supply problems. Over the next few years, the supply problem became more and more serious, and customers complained added. As rising of labor costs, factory operation cost has been basically close to the Poland plant operating costs in Europe. If we don't solve the problem of the customer order delivery cycle quickly, we will face the risk of losing orders and losing customers. This is the biggest problem we have to solve for the survival of our company. Specifically, the expected internal demand, the customer order delivery cycle is 120 days now, and our goal is 21 days. To achieve the above objectives, we will require the efforts and contributions of all departments This paper takes the customer delivery cycle of L company as the research object to shorten the delivery cycle, and analyzes the whole delivery value stream of the product by using lean value stream map. First establish team, the select product series, paint material flow, information flow, then delivery cycle ladder. Total delivery cycle = process time + inventory time+wait and delay time = 73.98-270.83 days, processing time = PT, namely all operation summary in the process = 25.6-25.6 days of time. waste time=48.38-225.25 days.The longest operating time is 45 days, but the total delivery cycle lasted 270 days, more than 83% of the work is not able to bring the value of customer recognition. There is a huge waste in the current value stream, which accumulates up to 225 days, which seriously affects productivity and delivery rate. The waste removal rate can be increased by two to five times. After drawing the current situation diagram, the lean value was applied to improve the manufacturing process, and the efficiency of the project was put forward to eliminate waste. the first day for the project started, the status investigation, computing products takt time, necessary operators. The next day to the fourth day, daily improvement point, output, balance rate and other tracking, real-time control of the improvement of the dynamic. Report to the project on the fifth day. The eight lean principles for business processes and manufacturing processes are applied to the 9 lean principles applicable to business processes, and the business processes are improved according to the 9 lean principles. Finally draw the future value stream map. Through the analysis of value flow graph, the process steps were reduced from 51 to 35 by lean principles, 31.37% decreased, and the process time decreased by 36.01-26.90%. By using the first in first out principle and workflow cycle, the integration event wastes time by 70.77% to 92.61%. The final delivery cycle was reduced by 59% to 82%. In order to guarantee the implementation of the plan, plan according to the subordinate departments can be divided into several implementation, each department has set up a general director, at the same time launched a monthly meeting to monitor the implementation of the plan . After nine months, the project was completed and the future state diagram was realized. Manufacturing processes and business processes are two mutually reinforcing, interacting processes. In this thesis, through the case study method combined with the UTC ACE theory and tool to study the customer order delivery time shorten. 1. Combining lean theory, industrial engineering, ACE theory and tools is an efficient way to improve product delivery cycle and improve operational capability. 2. The practice proves that the five days project, by identifying improvement points and reducing waste, is a magic weapon for the rapid improvement of the manufacturing process. 3. Based on the existing 8 waste theory, put forward the suitable for the business process of 9 lean principles, is an effective tool for business process improvement and complement manufacturing process improvement, improve overall process value stream. Key Words: Lean production; Kaizen; Value stream map
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