为了应对日益加剧的市场竞争，同时应对与日俱增的产品成本压力，作为整
车生产厂而言，必须要对整个生产制造中的重要环节进行全新的评价及检
查，从采购环节、生产环节、计划环节以及最终的交付环节进行调整和改
进，以此来应对竞争激烈的环境和成本负担。整车生产厂之间的竞争已经演
化为生产制造的运作管理水平之间的竞争。对于汽车制造行业来说，建立一
套有效的生产制造运作管理体系，并使其保持长期有效且高效地运转，至关
重要
CF 公司是位于山城重庆的中外合资汽车整车生产企业。与国内众多汽车
制造企业一样，CF 公司也面临着生产制造运作管理上诸多问题的困扰。长期
以来，CF 公司的整个生产制造系统存在着库存居高不下、缺少对市场需求的
有效预测、产品提货周期长、生产计划缺少灵活性、难以实现均衡生产等诸
多问题。这些问题已成为影响企业综合竞争力、阻碍公司进一步发展的关键
瓶颈。在这样的背景下，从 2011 年起，CF 公司开始了生产制造运作管理的
改进项目。在汽车制造企业的生产制造运作管理方面，有两大理论与方法体
系对汽车企业的运作管理有着深刻的影响并得到了广泛的应用，分别是代表
标准化大规模生产的制造资源计划（Manufacturing Resource Planning，
简称 MRP2）系统和丰田公司精益生产管理的 JIT（Just in time，即准时
制）方法体系。这两种理论方法都有各自的特点、优势和不足。在汽车制造
企业的运作管理中，经常处于这两种方法体系的矛盾取舍之中，有的企业甚2
至会在管理系统的选择上摇摆不定。CF 公司在生产制造运作管理改进过程
中，确定了“以按订单拉动的混线生产方式”，彻底转变了过去按库存生产
的方式；同时结合 MRP2 和 JIT 两种理论方法的优势，实现整个生产制造运
作管理的改进。通过该项目的实施，较好地解决了 CF 公司在生产制造运作
管理方面存在的主要问题，有效提升了 CF 公司的运作管理水平和综合竞争
力
笔者作为 CF 公司内部的一员，亲自参与了生产制造运作管理改进的整
个过程。借助本文，将 CF 公司作为一个典型的案例进行研究，一方面可以
更系统地梳理和分析如何将 MRP2 和 JIT 两种方法体系结合起来，综合应用
到汽车制造企业运作管理优化和管理中，充分发挥两者的优势，起到 1+1＞2
的效果；另一方面，通过对 CF 公司运作管理改进过程进行分析与探讨，总
结其成功的经验与不足，对 CF 公司进一步改进运作管理、提升企业竞争
力，有积极的意义，对我国其他汽车制造企业也具有很好的借鉴作用。这也
是本文的主要贡献所在
在内容上，本文主要包括五个部分。第一部分是本文的绪论，针对本文
的研究背景以及研究意义进行了简单地论述，同时也针对本文在研究方面做
出的贡献进行了介绍；第二部分是对汽车制造行业运作管理相关理论介绍与
发展历程；第三部分首先介绍了作为论文研究对象的 CF 公司，并分析了其
生产制造中存在的问题与挑战，以及 CF 公司对于生产方式的战略转变；第
四、五部分是论文的重点，详细介绍了 CF 公司生产制造运作管理改进的理
论依据及实施过程中涉及到的一系列管理工具；第六部分则是总结部分，介
绍了 CF 公司运作管理改进后的效果，并指出系统目前仍然存在的问题及进
一步改进的建议
最后，对于汽车行业来说，运作管理系统也是不断发展的，不存在完美
的系统，只有最适合本企业的系统。要用发展的眼光看问题，不断适应环境
的变化
关键词：CF 公司 生产运作 改进 MRP2 JIT1
Abstract
In the past decade, the auto industry was experiencing a dramatic change. The
whole auto industry had fierce competition and excess labor. In this situation, the
auto industry shows trends like less profit, lower price, more complicated products
and higher research cost, which has brought significant impact and higher risks to
the auto supply chain. In order to handle the cost limitation and increasing
competition, the auto manufactories start to re-evaluate the key components on the
manufacturing chain, including planning, ordering, purchasing, manufacturing and
delivery, etc. The competition between manufactories has been focused on
manufacturing improvement. It is obvious that it is very critical for auto industry
to build a stable manufacturing system and keep it running smoothly.
CF Company is a joint-venture auto manufacturing company, located in
Chongqing. Like other domestic auto manufacturing company, CF also faces many
problems on operation and manufacturing management. The problems of CF
manufacturing system have existed for many years, mainly including high rate of
stock, lack of accurate forecast, long lead time of delivery, lack of production
flexibility and difficulties to achieve leveling production. These problems have
become the bottleneck, which have brought negative impact on CF’s
comprehensive competition and further development. In this situation, CF
Company decided to start manufacturing improvement project since 2011. For
manufacturing manage system, there are two main theories: MRP2 –
Manufacturing Resource Planning and JIT- Just in Time. Both theories have their
own advantages and disadvantages. Many companies find it very hard to make the
selection and some of them even swing between two systems. In the process of
improvement project, CF Company made the following decisions: Use OTD
(Order to delivery) manufacturing method to replace the old stock-based method;
Combine the advantages of MRP2 and JIT in order to improve management of the
whole manufacturing system. After the implementation, the main problems in CF2
manufacuturing system have been fixed; the company management skill and
competition skill have also been improved.
As a member of CF Company, the author joined the improvement project. In
this paper, the author takes CF Company as a study object for manufacturing
improvement. On one hand, it can show how to combine two theories and
implement it in auto manufacturing company in order to achieve the effect of
1+12; on the other hand, the author analyzes the improvement process and
summarizes the lesson and learning which will also benefit other domestic auto
manufacturing companies. This is also the main contribution of this paper.
In the content, this paper mainly includes five parts. The first part introduces
the background, meaning and main contribution of this paper. The second part
states supply chain management theory and development of auto manufacturing
management system. The third part describes the background of CF Company and
its main problems in manufacturing system. It also introduces CF Company’s
strategic change. The forth and fifth part is the main part of this paper, it
introduces why CF needs to combine MRP2 and JIT. In the meanwhile, it provides
a serial of management tools to achieve the objects. The sixth part is the closure
part. It introduces the effect of improvement project and also points out some
problems which still exist in current system.
At last, for auto industry, manufacturing management system is developing.
There is no perfect system in the world. Any company should adapt to the change
of environment and change their own system accordingly.
Key words: CF Company
；
manufacturing management system
；
improvement
；
MRP2
；
JIT1
目 录
摘要1
ABSTRACT........1
目 录1
1 绪论1
1.1 选题背景及意义......... 1
1.2 研究主要内容与框架..... 3
1.3 研究方法... 4
1.4 主要贡献... 5
2 相关理论基础与文献综述 6
2.1 从 MRP 到 MRP2 .......... 7
2.1.1 MRP 理论简介 ....... 7
2.1.2 MRP2 的原理与逻辑 . 10
2.2 丰田的精益生产体系对 MRP2 的冲击 .. 10
2.3 JIT 与 MRP2 理论的比较 . 12
2.3.1 相同之处 .......... 12
2.3.2 不同之处.......... 12
3 CF公司运作管理存在的主要问题与项目改进目标.......13
3.1 CF 公司简介 ........... 132
3.2 CF 公司生产制造系统面临的外部竞争挑战 ......... 14
3.3 CF 公司生产制造系统存在的主要问题 . 15
3.3.1 按照落后的生产方式组织生产.... 15
3.3.2 缺少对市场需求的有效预测...... 16
3.3.3 产品提货周期长.... 16
3.3.4 生产计划缺少灵活性 17
3.3.5 难以实现均衡生产.
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