基于價值流的R企業(yè)訂單處理流程優(yōu)化研究
發(fā)布時間：2018-08-04 07:58
【摘要】：21世紀,各行各業(yè)市場競爭日益激烈,客戶對產品質量、服務以及產品交付期等各方面的要求也越來越高。企業(yè)要想在嚴峻的競爭環(huán)境下生存,需要不斷地完善、優(yōu)化自身的生產和經營模式,更好地滿足客戶的需求,才能提升企業(yè)的市場競爭力。當前,國內很多制造型企業(yè)都已經意識到生產流程的優(yōu)化給企業(yè)帶來的巨大效益。生產現(xiàn)場的浪費現(xiàn)象越來越少、設備越來越具有柔性,對問題反應的時間越來越短,過程透明化程度越來越高,生產效率也在逐步增長。然而大多數(shù)制造型企業(yè)對精益思想的應用都局限于生產領域,企業(yè)管理人員并未關注到非生產直接相關的領域,相關的流程改進措施也并未應用實施到非生產領域。R企業(yè)作為全球領先的汽車柴油系統(tǒng)零部件供應商之一,具有先進的自動化生產設備和現(xiàn)代化信息管理系統(tǒng),但隨著市場的變化、競爭的日趨激烈,R企業(yè)也出現(xiàn)了一些生產和管理問題,同樣面臨著業(yè)務流程優(yōu)化的迫切需求。本文源于R企業(yè)逐步建立精益系統(tǒng)以及客戶縮短產品交付周期的需求,以該企業(yè)客戶樣品訂單處理流程為研究背景,以精益思想、業(yè)務流程優(yōu)化和價值流分析的相關技術理論,作為降低企業(yè)生產運營成本、提高客戶滿意度和流程運行效率的基礎理論,應用間接領域價值流分析及設計工具(VSDiA)分析對比優(yōu)化前后的流程,通過消除完全不增值環(huán)節(jié)、減少不增值但必要環(huán)節(jié),優(yōu)化增值環(huán)節(jié),從信息流角度對現(xiàn)有訂單計劃流程進行分析及優(yōu)化,消除企業(yè)運作中的各種浪費,不斷改善企業(yè)的運作效率,提高企業(yè)的核心競爭力。文中首先介紹了R企業(yè)當前客戶樣品訂單處理流程,利用VSDiA工具繪制當前業(yè)務流程的價值流圖,對流程中每一個活動環(huán)節(jié)的傳遞時間、詢問時間、操作時間進行統(tǒng)計,使流程中的物流、信息流一目了然,有效地發(fā)現(xiàn)隱藏在流程中的浪費環(huán)節(jié)和不增值環(huán)節(jié),解剖出流程中存在的問題。再根據(jù)精益思想“取消不增值的,減少不增值但必須的,優(yōu)化增值的”的原則對該流程進行分析,然后結合業(yè)務流程優(yōu)化理論以及R企業(yè)的工作流程制度,分析當前流程中的可改進點并提出優(yōu)化方案,據(jù)此進行流程的再設計并繪制出改進后的流程價值流圖。通過新流程的實施,R企業(yè)樣品訂單處理周期由優(yōu)化前的597.014個小時,也就是74.627個工作日,縮短至530.991個小時,即66.374個工作日,縮短了11.059%。流程環(huán)節(jié)活動數(shù)由20個減少至17個,消除了2個完全不增值流程環(huán)節(jié),減少了1個必要不增值環(huán)節(jié),使流程效率由改進前的87.903%提高至96.569%,優(yōu)化率達到8.666%。通過流程優(yōu)化,R企業(yè)樣品訂單交付周期縮短,流程效率達到95%以上,提升了R企業(yè)樣品訂單的準時交付率,減少了由于交付期過長而需要由海運轉空運的訂單數(shù)量,大大縮減了樣品訂單物流成本,降低企業(yè)運營成本,客戶方也給予了很好的反饋。對R企業(yè)內部,流程的順暢進行,信息完整、無阻礙的傳遞,降低了企業(yè)員工的工作負荷，促進了R企業(yè)部門之間的合作,提高了企業(yè)管理效率,進一步完善了企業(yè)的管理系統(tǒng)。論文最后,總結優(yōu)化流程的實施成果,并結合持續(xù)改進思想,對流程的后續(xù)改進實施提出建議。
[Abstract]:In twenty-first Century, the market competition in all walks of life is becoming more and more intense, and the demand of customers to product quality, service and product delivery time is getting higher and higher. In order to survive in the severe competitive environment, enterprises need to improve continuously, optimize their own production and management mode, better meet the needs of customers, and improve the market competition of the enterprises. At present, many domestic manufacturing enterprises have realized that the optimization of the production process has brought great benefits to the enterprises. The waste phenomenon of the production site is less and less, the equipment is more and more flexible, the time of the reaction to the problem is more and more short, the degree of process transparency is higher and the production efficiency is increasing gradually. However, most of the systems are growing. The application of lean thinking in the modeling enterprise is limited to the production field. The enterprise managers do not pay attention to the non production direct related fields. The related process improvement measures have not been applied to the non production field.R enterprises as one of the global leading automotive diesel system parts suppliers, with advanced automation production equipment. And the modern information management system, but with the change of the market and the increasingly fierce competition, the R enterprise also has some problems of production and management. It also faces the urgent demand for the optimization of business process. This paper is based on the gradual establishment of the lean system and the demand for the customer to shorten the delivery cycle of the product by the R enterprise, and to deal with the customer sample order of the enterprise. The process is the research background, based on the theory of lean thought, business process optimization and value flow analysis. As a basic theory to reduce the cost of production and operation, improve customer satisfaction and process efficiency, indirect domain value flow analysis and design tools (VSDiA) are used to analyze and compare and optimize the process before and after the complete elimination. The non value-added link, reduce the non value-added but necessary link, optimize the value-added link, analyze and optimize the existing order planning process from the angle of information flow, eliminate all kinds of waste in the operation of the enterprise, improve the operation efficiency of the enterprise and improve the core competitiveness of the enterprise. In this paper, the current customer sample order processing flow of the R enterprise is introduced. Using the VSDiA tool to draw the current business process value flow chart, statistics on the transfer time, inquiry time and operation time of each activity link in the process, make the logistics and information flow in the process clear, effectively discover the waste links and non value-added links in the process, dissect the problems in the process, and then base on the problems. The lean thought "cancels the non value-added, reduces the non value-added but must optimize the value-added" principle to analyze the process, then combines the business process optimization theory and the R enterprise's workflow system, analyzes the improvement points in the current process and puts forward the optimization scheme, and then redesigns the process and draws the improved process. Process value flow chart. Through the implementation of the new process, the R enterprise sample order processing cycle is 597.014 hours before optimization, that is, 74.627 working days, shortened to 530.991 hours, that is, 66.374 working days, shortened the number of 11.059%. process links from 20 to 17, eliminated 2 complete non value-added processes and reduced 1. It is necessary to increase the process efficiency from 87.903% before improvement to 96.569%. The optimization rate reaches 8.666%. through process optimization, the order delivery cycle of R enterprise sample is shortened, the process efficiency is above 95%, the punctual delivery rate of R enterprise sample orders is improved, and the number of orders which need to be transported by sea by sea is reduced by the long delivery period. Quantity, greatly reduced the sample order logistics cost, reduce the enterprise operation cost, the customer also gave very good feedback. To the R enterprise, the flow smoothly, the information complete, the unobstructed transmission, reduced the work load of the enterprise staff, promoted the cooperation between the R enterprise department, improved the enterprise management efficiency, further perfected. Finally, the paper summarizes the implementation results of the optimization process, and puts forward suggestions for the follow-up improvement of the process.
【學位授予單位】：成都理工大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F274
本文編號：2163167
[Abstract]:In twenty-first Century, the market competition in all walks of life is becoming more and more intense, and the demand of customers to product quality, service and product delivery time is getting higher and higher. In order to survive in the severe competitive environment, enterprises need to improve continuously, optimize their own production and management mode, better meet the needs of customers, and improve the market competition of the enterprises. At present, many domestic manufacturing enterprises have realized that the optimization of the production process has brought great benefits to the enterprises. The waste phenomenon of the production site is less and less, the equipment is more and more flexible, the time of the reaction to the problem is more and more short, the degree of process transparency is higher and the production efficiency is increasing gradually. However, most of the systems are growing. The application of lean thinking in the modeling enterprise is limited to the production field. The enterprise managers do not pay attention to the non production direct related fields. The related process improvement measures have not been applied to the non production field.R enterprises as one of the global leading automotive diesel system parts suppliers, with advanced automation production equipment. And the modern information management system, but with the change of the market and the increasingly fierce competition, the R enterprise also has some problems of production and management. It also faces the urgent demand for the optimization of business process. This paper is based on the gradual establishment of the lean system and the demand for the customer to shorten the delivery cycle of the product by the R enterprise, and to deal with the customer sample order of the enterprise. The process is the research background, based on the theory of lean thought, business process optimization and value flow analysis. As a basic theory to reduce the cost of production and operation, improve customer satisfaction and process efficiency, indirect domain value flow analysis and design tools (VSDiA) are used to analyze and compare and optimize the process before and after the complete elimination. The non value-added link, reduce the non value-added but necessary link, optimize the value-added link, analyze and optimize the existing order planning process from the angle of information flow, eliminate all kinds of waste in the operation of the enterprise, improve the operation efficiency of the enterprise and improve the core competitiveness of the enterprise. In this paper, the current customer sample order processing flow of the R enterprise is introduced. Using the VSDiA tool to draw the current business process value flow chart, statistics on the transfer time, inquiry time and operation time of each activity link in the process, make the logistics and information flow in the process clear, effectively discover the waste links and non value-added links in the process, dissect the problems in the process, and then base on the problems. The lean thought "cancels the non value-added, reduces the non value-added but must optimize the value-added" principle to analyze the process, then combines the business process optimization theory and the R enterprise's workflow system, analyzes the improvement points in the current process and puts forward the optimization scheme, and then redesigns the process and draws the improved process. Process value flow chart. Through the implementation of the new process, the R enterprise sample order processing cycle is 597.014 hours before optimization, that is, 74.627 working days, shortened to 530.991 hours, that is, 66.374 working days, shortened the number of 11.059%. process links from 20 to 17, eliminated 2 complete non value-added processes and reduced 1. It is necessary to increase the process efficiency from 87.903% before improvement to 96.569%. The optimization rate reaches 8.666%. through process optimization, the order delivery cycle of R enterprise sample is shortened, the process efficiency is above 95%, the punctual delivery rate of R enterprise sample orders is improved, and the number of orders which need to be transported by sea by sea is reduced by the long delivery period. Quantity, greatly reduced the sample order logistics cost, reduce the enterprise operation cost, the customer also gave very good feedback. To the R enterprise, the flow smoothly, the information complete, the unobstructed transmission, reduced the work load of the enterprise staff, promoted the cooperation between the R enterprise department, improved the enterprise management efficiency, further perfected. Finally, the paper summarizes the implementation results of the optimization process, and puts forward suggestions for the follow-up improvement of the process.
【學位授予單位】：成都理工大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F274
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