随着社会经济的发展,即使在传统的装备制造业，也呈现出定制化、小批量的生产 特点,表现为产品升级换代的周期短、非标产品加工周期长,公司多走轻资产经营模式， 采用外协加工生产的方式，物料管理越来越复杂,产品的准时交付越来越难管控。随着 大环境的竞争越来越激烈,企业运营起来越来越困难,只有不断的提高供应链管理水平, 不断提升公司的产品设计能力,不断的提高公司的准时交货率,才能使企业始终处于竞 争中的不败之地，做大做强。 本文以一家尘爆控制设备公司 VL 公司为研究对象。由于公司产品为多样化的客户 定制设备，接到订单开始设计。VL 公司采用轻资产的模式，所有钣金加工部分全部选 择外协加工的方式，因此核心的部件交货周期长，质量不稳定。从客户下单到产品交货 存在着多方面的不可控因素，经统计，公司的准时交货率只占订单的 52%左右。交付较 为准时的标准机器采用月度计划库存的模式生产，客户下单到出货只需要 3-5 天，而非 标定制设备的交期 60%是 28 天，30%是 30 天，10%是 30-45 天，平均交期达 30 天。公司 整个交付流程中非标机和非标件交期过长问题突出。交期周期过长，客户难以接受，为 公司前端的销售接单带来极大的困扰，同时，接到的订单也会造成挤压，严重影响公司 业绩成长，由此造成客户订单流失。针对公司目前的交货水平，通过加强供应链管理和 企业流程优化，对 VL 公司的准时交货率进行详细的调查研究，找出目前准时交货率低 的一系列的可能影响因素，并且按照鱼骨图法、价值流程法和头脑风暴法分析出可改善 的关键因素，从中找出相应的解决办法并对相关环节进行流程优化，提高公司内部订单 管理各项流程的响应速度，通过精益生产改善生产效率，从而提高公司准时交货率。 论文中提到的 VL 公司关于 MTO 模式下生产订单管理、外协供应商管理、生产计划 以及物料控制、产品出货等流程的优化在某些方面有成功可取之处，并且已经应用到企 业的日常流程管理中，生产周期从 26 天改善到 21 天，产品准时交付率从 52%经过 10 个月的改善提升到 93.55%，取得了初步的成效。 关键词，准时交货率；精益生产；订单流程优化II ABSTRACT With the development of economy, more and more people tend to pursue diverse, personalized, and immediacy. Traditional mass-produced products can no longer meet people's needs, thus the personalized customized production came into being. Even in the traditional equipment manufacturing industry, it shows the characteristics of many varieties and small batches. Such as short product iteration cycle, long non-standard product processing cycle, and complex warehouse logistics management, which brings great challenge to the on-time delivery of products. In this case, if the company wants to survive, it must improve the supply chain management level to enhance product design and product delivery in order to increase company competitiveness. This article is taking a dustless solution provider as an example and is aiming to study the status of supply chain management and production delivery time. Most product of VL are diversified and customized. They adopt the light-asset model and are mainly in charge of the design, all the material processing is outsourced，which is leading to a long lead time concerning the core parts. Because of so many uncontrollable factors during production, the on-time delivery rate is only 60%, which is the below average for the industry. For the delivery time of non-standard equipment and non-standard parts, it takes 28 days in 60% of the cases, 30 days in 30% of the cases and above 30 days, up to 45 days in 10% of all cases. The average delivery time is 30 days. This is a big problem, which is not acceptable by customers, causing troubles for sales orders and resulting loss of customers. At the same time, the backlog of orders has seriously affected the company’s growth performance. According to the delivery situation, I conducted a detailed research on the on-time delivery rate of VL company by strengthening the theory of supply chain management and business process optimization, found out a range of possible factors that are currently impact the on-time delivery rate, and analyzed the key ones, which can be improved by Analytic Hierarchy Process. Furthermore I work out the appropriate solutions and reengineer the relevant objects to improve the response speed of internal supply chain to enhance the company’s on-time delivery rate. The optimization of production order management, outsourcing supplier management, production planning, material control, logistics planning and other processes of VL company mentioned in this article has some successes in some aspects, and has achieved initial results after being used in daily process of the company. Keywords: OTD; LP; BPIIII 目 录 摘要...........................................................................................................................................I ABSTRACT .............................................................................................................................. II 第一章 绪论..............................................................................................................................1 1.1 研究意义......................................................................................................................... 1 1.2 国内外研究现状............................................................................................................. 2 1.2.1 MTO 订单管理 ......................................................................................................... 2 1.2.2 生产计划和物料管理.............................................................................................. 4 1.2.3 业务流程优化(BPI) ................................................................................................. 4 1.2.4 供应商评价体系...................................................................................................... 5 1.2.5 精益生产的研究现状.............................................................................................. 5 1.3 研究设计......................................................................................................................... 6 1.3.1 研究思路.................................................................................................................. 7 1.3.2 研究方法.................................................................................................................. 7 1.3.3 本文的组织和结构.................................................................................................. 7 1.4 本章小结......................................................................................................................... 8 第二章 VL 公司准时交货率的现状分析................................................................................9 2.1 VL 公司产品介绍............................................................................................................ 9 2.1.1 VL 公司介绍............................................................................................................. 9 2.1.2 VL 公司的产品介绍................................................................................................. 9 2.1.3 VL 公司的订单交付流程....................................................................................... 10 2.2 VL 公司准时交货率现状.............................................................................................. 12 2.3 影响准时交货率可能的因素分析............................................................................... 14 2.4 本章小结....................................................................................................................... 23 第三章 VL 公司准时交货率的改善方案..............................................................................24 3.1 基于价值流分析的订单执行流程............................................................................... 24 3.2 瓶颈问题的识别与分析............................................................................................... 25 3.3 改善目标....................................................................................................................... 27 3.4 未来的价值流程图设计............................................................................................... 28IV 3.5 基于未来价值流的改善方案........................