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MBA硕士毕业论文_Y公司送货作业研究及优化措施PDF

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随着企业外部政治,经济,社会,技术的快速变化,企业竞争的压力也越来越大。 特别是珠三角区域传统的劳动力密集型制造工厂,人工成本的上升使得企业的制造成本 占总成本的比例越来越高。作为制造业工厂的管理者应该是要回归到作业现场,通过现 场持续改善来提升作业效率,降低生产成本,才能让企业在激烈的竞争中生存下来。 精益物流是精益的理念在物流当中的应用,对物流作业进行消除浪费,提升作业效 率和品质有效性的改善手段与方法。本篇论文站在W制造工厂的立场,主动与其机构 材料供应商进行供应链优化,着重分析机构材料供应商LY公司送货过程中的“痛点” 问题,即供应商送货车辆无法及时下货、经常“压车”的现象。通过对LY公司送货作 业现场进行“三现”(现场,现物,现实)观察发现:(1)在YD物流园区的作业现场, 一台货车从进园区到装货完成需要约2小时;(2)送货到W3工厂从进厂到完成送货约 需要4小时。理论上只需要1台货车就可以满足的运输需求,实际作业中用到了5台货 车,造成物流运输成本的浪费。 通过数据收集对送货车辆等待时间长进行原因分析,用特性要因图来确定“产线实 际需求与采购的计划不一致”是造成货车等待的真因。制定了JIT后拉式的物料配送作 业方式,即在必需的时刻按必需的数量配送必需的产品。结合现场实际情况利用公式计 算出安全库存量、订货点数量以及订货批量;导入电子看板系统和Call料进度看板,实 现了信息透明化以及供应链中跨组织系统协同;导入了SIG外验模式取消厂内SQM检 验作业提升作业效率;建立备料区提前备料以降低货车等待时间和交接清点物料时间。 各项措施导入后货车等待时间降到“零”,达成改善设定的目标。整个改善专案取得了 非常好的有形成果(经济效益)和无形成果,消除物流配送作业过程中的浪费,提升作 业效率,节省物流成本。为集团其他工厂起到了非常好的借鉴作用,同时为企业的供应 链物流优化提供了一个改善的样本。 关键词:准时化生产;物流优化;后拉式生产 II Abstract With the rapid change of external Politics, Economy, Society and Technology, the pressure of enterprise competition is increasing. especially in the traditional labor-intensive manufacturing plants in the pearl river delta region, the increase of labor cost makes the manufacturing cost account for a higher and higher proportion of the total cost.As the manager of the manufacturing factory, they should return to the operation site, improve the operation efficiency and reduce the production cost through continuous improvement on the shop floor, so that the enterprise can survive in the fierce competition. Lean logistics is the application of lean concept in logistics, which is a means and method to eliminate waste in logistics operations and improve operation efficiency and quality effectiveness.This paper, from the standpoint of W manufacturing factory, takes the initiative to optimize the supply chain with its mechanical material suppliers, and focuses on the analysis of the "pain spot" problem in the delivery process of material supplier LY company, that is, the phenomenon that the supplier delivery vehicle cannot timely unload the goods and often "waiting".Through the observation of LY company's "三现" on the delivery operation site, we found that :(1) in the operation site of YD logistics park, it takes about 2 hours for a truck to enter the park and finish loading;(2) delivery to W3 factory it takes about 4 hours from the time of arrival to the time of delivery.In theory, only 1 truck can meet the transportation demand, and in practice, 5 trucks are used, resulting in the waste of logistics transportation cost. Through data collection, the author analyzes the reasons for the long waiting time of delivery vehicles, and use the characteristic factor diagram to determine that "the actual demand of production line is inconsistent with the purchase plan" is the real reason for the waiting of trucks.A JIT( pull system) material distribution method is developed, that is, the delivery of the required products at the required time according to the required quantity.According to the actual situation on site, the formula is used to calculate the safety inventory, the quantity of order points and the order quantity.The electronic kanban system and the call material progress tracking kanban were introduced to realize information transparency and cross-organizational system collaboration in the supply chain.The SIG external inspection mode was introduced to cancel the SQM inspection to improve the operation efficiency.Set up the material preparation area to prepare materials in advance to reduce the waiting time of freight car and the time of handover and inventory of materials.After the implementation of the measures, the waiting time of trucks was reduced to III "zero" and the target for improvement was achieved.The whole improvement project has achieved very good tangible results (economic benefits) and intangible results, eliminate the waste in the process of logistics distribution, improve operation efficiency, and save logistics costs.It provides a good reference for other factories of the group and an improved sample for the optimization of supply chain logistics. Keywords: Just In Time (JIT) ; Logistics optimization; Pull system IV 目 录 摘要 ........................................................................................................................................... I Abstract ..................................................................................................................................... II 图表清单 .................................................................................................................................. VI 第一章 绪论 .............................................................................................................................. 1 1.1 研究背景 ......................................................................................................................... 1 1.2 文献综述 ......................................................................................................................... 3 1.3 研究内容和方法 ............................................................................................................. 7 1.3.1 研究内容 ................................................................................................................... 7 1.3.2 研究方法 ................................................................................................................... 8 1.3.3 研究工作基础 ........................................................................................................... 9 第二章 LY公司送货作业现状 .............................................................................................. 11 2.1 LY公司和W公司介绍 ................................................................................................. 11 2.2 LY对W3配送的作业现状 ........................................................................................... 16 2.2.1 LY公司机构材料配货作业 .................................................................................... 16 2.2.2 W3工厂收货作业 ................................................................................................... 20 2.3 本章小结 ....................................................................................................................... 26 第三章 原因分析 .................................................................................................................... 27 3.1 成立改善团队,设定改善计划 ................................................................................... 27 3.2 目前LY配送作业存在的问题 .................................................................................... 28 3.2.1 物流作业现场七大浪费 ......................................................................................... 28 3.2.2送货车辆等待浪费 .................................................................................................. 29 3.3 分析送货车辆等待时间长问题 ................................................................................... 31 3.3.1 送货车辆等待时间长的原因分析 ......................................................................... 31 3.3.2 问题解决的必要性和改善机会 ...........................