随着中国经济发展进入新常态，在消费升级和供给侧结构性改革的大背 景下，企业间从产品价格和质量的竞争，转而升级成为谁更能贴近客户提供 满足客户多样化需求的竞争。个性化和多样性通常等同于高成本和价格，因 此能够以大批量生产组织方式实现多品种、小批量地生产，将成为企业获得 竞争优势的核心能力，提高企业生产运营的柔性化是具备这种能力的关键方 法，对柔性化的研究将成为企业的重要课题。 海立公司是全球第三大家用空调压缩机厂家，年产 2000 万台压缩机。凭 借多年积累，形成了大批量、高效、稳定生产运营管理能力，以性能优异， 卓越质量的产品作为竞争优势。 随着空调市场日趋饱和，并逐渐形成寡头垄断格局，空调寡头进行后向 一体化扩展，纷纷建立自配套压缩机工厂，挤压独立压缩机制厂商的市场份 额。为寻求突破，海立近年来着力开拓新市场，逐步将产品应用于：热泵热 水器、除湿机、干衣机、通讯设备制冷等新领域。由于新市场规模远小于家 用空调，且客户类型各异、数量众多，海立需要根据客户个性化需求研发、 生产定制化产品，与此同时新市场的平均订单采购量也远小于空调行业。海 立的生产运营呈现小批量、多品种的变化趋势，原有生产运营管理方法在新 形势下遇到一系列问题，需要对其进行柔性化改善以实现企业在新形势下的 持续发展。 本文以海立公司生产运营的柔性化方法和策略为研究对象，根据原有业 务流程运行和信息系统使用中遇到的主要问题：产品开发周期变长、产能利 用率降低、单台产品制造费用上升，分析其中原因。根据大批量定制理论， 确定柔性化的改善原则：相似性、重用性、全局性；运用运营管理、柔性制 造等理论，利用信息系统形成柔性化的改善技术：模板重用、计算机控制、 信息系统集成、供应链协同。在产品设计、生产管理、供应链管理中，研究 产品结构、零件模型、加工工艺的相似性，利用信息技术和系统集成实现信 息的重用；针对业务流程的重复环节，利用信息重用，实现流程的精简和业 务周期的缩短；针对生产多品种产品时频繁换型造成的时间损失和成本上升， 利用系统集成和柔性化设备，实现快速换型；通过上述研究最终形成柔性化兰州大学硕士学位论文 海立公司生产运营柔性化研究 II 的改善策略。 对制度建设、资金投入和人员保障等关系到改善策略落实的保障条件进行梳 理和明确，确保改善策略得以贯彻并在后续运营过程中能持续巩固。 希望本文对生产运营柔性化的研究，成为企业改善生产运营的一种尝试，同 过研究所形成柔性化的改善原则和策略，能为其他企业柔性化改善和信息系统实 施提供借鉴和参考。 关键词：生产运营柔性，柔性制造系统，大批量定制，企业信息系统兰州大学硕士学位论文 海立公司生产运营柔性化研究 III RESEARCH ON FLEXIBILITY OF HIGHLY OPERATION Abstract With China's economic development enters the new step, under the background of consumption upgrading and supply side structural reform, the competition among enterprises change from product price and quality to the ability of customization. Individuation and diversity are often equated to high cost and price, so Mass Customization will be a core capability for firms to gain competitive advantage .Improving the flexibility of production and operation is the key method to have this ability. The research of flexibility will become an important subject for firms. HIGHLY is the third largest air-conditioning compressor manufacturer in global. Air-conditioning market is becoming saturated and oligopoly, air-conditioning manufacturer backward integration, have set up their own compressor plant, squeezing the market share of independent compressor manufacturers. In order to seek a breakthrough HIGHLY explore new markets, gradually products applied to: Heat pump water heaters, dehumidifiers, clothes dryers, communications equipment refrigeration and other new areas. Due to the market size of the new areas is much smaller than that of air conditioners, and the types and quantities of customers are numerous, HIGHLY needs to develop many new products to meet the needs of customers in new markets, the original management method of production and operation meets a series of problems, so it is necessary to improve the flexibility of production and operation to adapt to the new environment. This paper focuses on the flexible methods and strategies of HIGHLY's production and operation. According to the existing business process and information system, the main problems, such as longer product development time, lower product capacity utilization and higher manufacturing cost, are analyzed the principles of flexibility improvement are: similarity, reusability and globality; using the theory of operation management, flexible manufacturing and information system to form flexible improvement technology: template reuse, computer control, information system integration, supply chain coordination. According to the similarity of product兰州大学硕士学位论文 海立公司生产运营柔性化研究 IV structure, part model, processing technology and in the fields of product design, production management and supply chain management, this paper studies how to realize information reuse by using information technology and system integration, based on information reuse, process node optimization is studied to shorten business cycle; through system integration and flexible equipment, how to adapt to variety and reduce waiting time is studied. Research the guarantee conditions such as system construction, capital investment and personnel guarantee to ensure the implementation of the improvement strategy. I hoped that the research on the flexibility of production and operation in this paper will be an attempt to improve the flexibility of production and operation in enterprises. . Keywords: Operations Management, Flexibility, Flexible Production System, Mass Customization, Enterprise Information SystemVI 目 录 中文摘要................................................. I 目 录.................................................. VI 第一章 绪论............................................. 1 1.1 研究背景与意义 ................................... 1 1.2 研究思路与内容 ................................... 2 1.2.1 研究思路................................................2 1.2.2 研究方法................................................3 1.2.3 研究内容................................................4 第二章 核心概念和相关理论概述........................... 5 2.1 柔性生产 ......................................... 5 2.1.1 柔性生产概念及发展......................................5 2.1.2 柔性生产的要素..........................................6 2.1.3 柔性生产的意义..........................................7 2.1.4 柔性生产系统............................................7 2.2 运营管理理论 ..................................... 8 2.2.1 运营战略及相适应的流程策略..............................8 2.2.2 运营管理理论的演进.....................................10 第三章 海立公司生产运营现状及问题分析.................. 13 3.1 海立公司生产运营现状 ............................ 13 3.1.1 海立公司发展历程.......................................13 3.1.2 海立公司生产运营情况汇总...............................17 3.1.3 海立公司生产运营信息系统...............................17 3.2 海立公司产品研发面临的困境 ...................... 20 3.2.1 海立公司产品开发周期延长难以按时响应客户需求...........20 3.2.2 海立公司产品设计周期延长原因分析.......................22 3.2.3 海立公司工艺设计周期延长原因分析.......................25 3.3 海立公司生产组织面临的困境 ...................... 26 3.3.1 海立公司制造费用上升的问题.............................26VII 3.3.2 海立公司制造费用上升的原因分析.........................28 3.4 海立公司现有采购管理方式面临的困境 .............. 30 3.4.1 海立公司供应链管理方式难以影响生产计划的问题...........30 3.4.2 海立公司供应链响应速度慢的原因分析.....................31 3.5 海立公司生产运营问题汇总 ........................ 31 第四章 海立公司生产运营柔性化改善目标和原则............ 33 4.1 海立公司生产运营柔性化改善目标 .................. 33 4.1.1 缩短产品开发周期.......................................34 4.1.2 缩短原材料到货周期.....................................34 4.1.3 缩短生产任务切换的时间和成本...........................34 4.2 海立公司生产运营柔性化改善原则 .................. 34 4.2.1 相似性原则.............................................35 4.2.2 重用性原则.............................................36 4.2.3 全局性原则.............................................36 4.2.4 定制点原则...............