2011
年和
2012
年，风电行业经历了前所未有的低速发展，
整机厂受到了巨大的冲击，在整体需求数量下降的情况下，还上演了激烈的价格
战。受市场经济杠杆作用的影响，
2012
年国内很多小型风电配件企业纷纷关闭，
或裁员减负降低成本。

A
公司是一家小型西班牙风电制动器生产厂家，于
2007
年在天津建厂。工
厂一成立就赶上风力发电的黄金期，客户需求品种多，数量大，回款好，为适应
市场环境的需求，
A
公司投入很大资金成本开发了很多产品。

低迷期过后，风电市场的市场行情在
2013
年有所回暖，客户需求量增加。

A
公司目前的人员结构和生产能力不能完全满足客户的需求。要抓住行业复苏后
的订单，
A
公司就必须优化现有的供应链流程，在提高生产效率的同时降低成本，
以满足客户的需求。

本文根据供应链管理和精益生产的基本理论，就
A
公司的供应链管理和公
司内部生产流程的现状为例子，运用价值流图析的方法识别
A
公司所处供应链
的各个环节中存在的浪费。在未来价值流图析中，按照准时制拉动式生产管理的
原则，
A
公司按照客户需求设定了自己的生产节拍，根据节拍重新安排生产和管
理，使改善后的
A
公司在减少一名工人的情况下，实现高于改善前的节拍和效
率，从而满足客户的需求。由此来证明在精益生产理论的指导下，通过价值流图
析和拉动式生产管理的方法，企业的供应链可以有效得到改善，可以降低自身成
本，以更加灵活的姿态应对激烈市场竞争。

关键词：精益生产 价值流图析 拉动式 生产节拍ABSTRACT
It becomes saturated for the whole supply chain of wind energy industry after the
“Gold-Rush” period for wind energy during 2007 and 2008. During 2011 and 2012,
the industry experienced unprecedented slow development, the turbine manufactures
had suffered great impact subjecting to not only the decreasing market demand but
also the fierce price competition. Many small-scale wind energy component
manufactures, affected by the market economy, closed their business. Staff reduction
is regarded as the most common phenomenon for cutting cost in wind energy industry
during the whole year of 2012.
Company A produces brakes for wind energy. It is a small-scale Spanish
company that set up Tianjin factory in 2007 when coinciding with the “Gold-Rush”.
At that time the customers are with various brake specifications, large order quantity,
and quick payment. In order to catch the market, Company A had invested a lot of
brake specifications.
After the low months, wind energy market recoveries in 2013 with increasing
quantity demand. However, Company A is not able to satisfy customer demand based
on current level of staff structure and production capacity. In order to grasp orders and
pursuing development, Company A has to optimize current supply chain process,
improve productivity, and reduce costs.
The article is to identify the waste hiding in somewhere of Company A supply
chain, following the theory of supply chain management and Lean production, taking
as an example that Company A current status with regards to supply chain
management and production process management, and utilizing the tool of the value
stream mapping. Meanwhile, the article also draws the future value stream mapping.
In the future value stream mapping, JIT pull production management requires
Company A calculates the Takt time in light of customer demand, and then arrange
production and management corresponding to the Takt time. As a result, Company A
achieves customer demand with better Takt time and higher productivity, as well as
lower headcount in the assembly line. In summary, companies are able to improve
their supply chain under and reduce their costs as being more flexible when facing