本文以目前市场的快速变化环境下,从而要求企业提高生产效率,提供及时性及精

确性为背景,从价值流程图的相关理论进行分析客户增值和非增值的价值流和信息流为

出发点,利用精益工具和六西格玛的管理方法,有效的减少非增值部分,提高增值部分,

从而优化供应链的管理,满足客户的需求。

首先,分析了当前全球经济一体化的迅猛发展,商业竞争日益加剧,客户的需求也

在向对产品的个性化,多样化要求发展,企业为了满足客户的需求,需要从事多品种、

小批量生产的现状。

然后,从价值流程图的理论出发,结合其他精益生产和六西格玛的工具,阐述如何

找出供应链管理过程中增值和非增值的流程,优化各个环节,消除和减少各种浪费,提

升价值流和信息流的速度,缩短产品的交货周期,从而提高对客户来说增值部分的流程,

同时减少非增值部分的流程,优化供应链管理,以此来满足客户及时性,精确性的需求,

提高客户满意度。价值流程图将企业流程所有相关的物流,信息流以图示的方式加以表

达,有助于形象化当前流程的活动状态,并根据观察和分析,提出理想的价值流程图。

不断利用PDCA的循环过程,体现了一个持续改善的思想。

最后,结合一个公司中的实际案例,通过具体的改进措施,并通过分析数据,来验

证价值流程图方法来改进供应链管理的实际效果,生动的展示价值流程图分析方法在实

际案例中的应用。

关键词:价值流程图;精益生产;供应链,供应链生产管理

Abstract

The dissertation analysis the background of current rapidly changing market

environment, and customer require enterprises to improve production efficiency, timeliness

and accuracy, then base on the theory of value stream map to analysis value-added and

non-value-added process during supply chain activity for customer, using Lean Six Sigma

tools and management methods to effectively reduce non-value added, increase the value

added to optimize the supply chain management, so it will help to meet customer demand.

Firstly, under the current rapid development of economic globalization, and increasing

business competition, customer demand for the product is also personalized to the

diversification requirements, it lead to company run the production with small batch size and

more variety to meet customer's requirement.

Secondly, from the theory of value stream map,combined with other Lean and Six

Sigma tools,it explains how to identify value-added processes and non-value-added processes,

optimize all aspects of the elimination and reduction of various waste,and enhance the value

of speed of information flow, shorten product delivery cycle,thereby increasing the value

added process for customers,while reducing non-value added processes,optimize the supply

chain management, in order to meet customer timeliness, accuracy needs to improve customer

satisfaction. Base on value of the business process flow chart of all related material flow and

information flow, to be expressed in a manner shown to help visualize the currently active

processes, and based on the observations and analysis, it will help to design future value

stream map. Using ofPDCA thinking, it reflect a continued improvement ideas.

Finally, combined with one actual case of a company, through detail improve activity,

and detail data analysis, to show the actual effect to verify the value stream map method to

improve the supply chain management It also show the application vividly that how to use

value stream map theory to solve the supply chain problem.

Key word: Value Stream Map; Lean manufactory; Supply Chain; Supply Chain management