I 摘要 随着社会的发展进步，越来越多的企业开始意识到，物流管理是企业的“第三 利润源”，内部物流管理在企业中的作用至关重要，不流畅的物流会拉高企业的仓 储管理成本、影响生产效率，因此优化内部物流流程、降低物流成本是现代企业 增强竞争力的重要手段。 近年来我国大力加强国防建设，军机作为国家重要武器资源，需求量连年攀 升，CF公司作为军机制造企业，需要完成严峻的生产任务，同时物流管理也将面 临考验，即高强度生产带来的物料数量与品类的激增、更加密集的物流配套活动 及高额的物流管理成本。为了快速适应生产活动、敏捷配套生产任务，CF公司亟 需开展物流管理流程优化，对物流流程进行整体测量、评估、控制及改善，减少 流程的不增值环节，提升物流流程整体运行效率，灵活、高效保障生产活动的实 施。 本文将CF公司的物流管理流程作为研究对象，运用流程诊断和流程分析的方 法，对CF公司物流管理中关键流程进行识别、优化。首先在梳理流程管理相关理 论的基础上，对流程优化、流程再造的理论依据及ECRS等流程诊断工具、流程 优化工具进行了阐述。其次，通过内外部行业分析及CF物流管理业务现状分析， 点明了CF公司物流管理的重点是解决物流流程效率低下的问题。然后对CF公司 物流管理流程进行了诊断，找出了三个关键业务流程：实物上架、拣选配套、发 放出库，及每个业务流程中影响流程高效运作的原因，最后运用流程优化的工具 对关键业务流程进行了优化。研究结果给出了三个关键业务流程的优化方案，并 设计了相应的配套保障措施，最终完成CF公司物流流程的整体优化研究。本文提 出的流程优化方法可以为其他军机制造企业提供借鉴与参考。 关键词：CF公司 流程诊断 流程优化 ECRS ABSTRACT II ABSTRACT With the development and progress of the society, more and more enterprises began to realize that logistics management is "the third profits source" of the enterprise, the role of internal logistics management in enterprises is crucial, not smooth logistics could raise the enterprise warehouse management cost, influence the production efficiency, thus optimize the internal logistics flow, reduce logistics cost is an important means of modern enterprise competitiveness. In recent years our country vigorously strengthen the construction of national defense, military aircraft as an important weapon resource countries, years of rising demand, CF company as military aircraft manufacturing enterprise, needs to be done severe production tasks, logistics management will also be tested at the same time, the high intensity of quantity and category of the surge in the production of material, more dense of form a complete set of logistics activities, and the high cost of logistics management. In order to quickly adapt to production activities and support production tasks with agility, CF urgently needs to carry out optimization of logistics management process, conduct overall measurement, evaluation, control and improvement of logistics process, reduce non-value-added links of the process, improve the overall operation efficiency of the logistics process, and ensure the implementation of production activities with flexibility and efficiency. This paper takes the logistics management process of CF company as the research object, and USES the methods of process diagnosis and process analysis to identify and optimize the key processes in the logistics management of CF company. Firstly, on the basis of the theory of process management, the theoretical basis of process optimization, process reengineering, ECRS and other process diagnostic tools and process optimization tools are expounded. Secondly, by analyzing the internal and external industries and the current situation of CF logistics management business, it is pointed out that the key point of CF logistics management is to solve the problem of low logistics process efficiency. Then, it makes a diagnosis of the logistics management process of CF company, and finds out three key business processes: material on shelf, matching selection, delivery and delivery, and the reasons affecting the efficient operation of the process in each business process. Finally, it optimizes the key business ABSTRACT III process with the tool of process optimization. The research results give the optimization scheme of three key business processes, and design corresponding supporting measures, and finally complete the overall optimization study of the logistics process of CF company. The process optimization method proposed in this paper can provide reference for other military aircraft manufacturing enterprises. Keywords: CF company，Process diagnosis，Process optimization，ECRS 目 录 IV 目 录 第一章 绪 论 ..................... 1 1.1 研究背景 ............... 1 1.2 研究目的及意义 ... 2 1.3 研究内容及方法 ... 3 1.4 研究结构 ............... 4 第二章 理论概述 ............... 6 2.1 流程管理 ............... 6 2.1.1 流程的概念 .............................. 6 2.1.2 流程梳理 ... 6 2.1.3 流程规范 ... 7 2.1.4 流程再造 ... 8 2.1.5 流程优化 ... 9 2.2 流程诊断工具 ....... 9 2.2.1 鱼骨分析法 .............................. 9 2.2.2 帕累托图 .. 11 2.2.3 关键成功因素法 .................... 12 2.3 流程优化工具 ..... 13 2.3.1 ESIA分析法 ........................... 13 2.3.2 ECRS分析法 .......................... 14 2.3.3 DMAIC模型 ........................... 14 2.3.4 ASME ....... 15 2.4 本章小结 ............. 16 第三章 CF公司物流管理现状分析 .............. 17 3.1 行业发展现状 ..... 17 3.2 CF公司现状介绍 .............................. 19 3.2.1 CF公司发展历程 ................... 19 3.3.2 CF公司发展现状 ................... 20 3.3 CF公司物流管理现状 ...................... 21 3.3.1 CF公司物流管理部门 ........... 21 3.3.2 CF公司物流业务及特点 ....... 23 目 录 V 3.3.3 CF公司物流流程分析 ........... 24 3.4 CF公司物流流程优化的需求 .......... 25 3.5 本章小结 ............. 25 第四章 CF公司物流流程诊断 ...................... 26 4.1 CF公司物流流程的总体框架 .......... 26 4.2 关键流程选择 ..... 28 4.2.1 关键流程选择方法 ................ 29 4.2.2 关键流程选择过程 ................ 29 4.3 实物上架流程诊断 ............................ 31 4.3.1 存放物料与系统不符 ............ 35 4.3.2 录入不及时 ............................ 35 4.3.3 库位记录错误 ........................ 36 4.3.4 实物上架流程分析小结 ........ 36 4.4 拣选配套流程诊断 ............................ 37 4.4.1 手工书写多 ............................ 40 4.4.2 物料不在库位 ........................ 40 4.4.3 拣选频率高 ............................ 41 4.4.4 拣选配套流程分析小结 ........ 41 4.5 发放出库流程诊断 ............................ 41 4.5.1 沟通协调耗时 ........................ 44 4.5.2 信息传递不及时 .................... 45 4.5.3 发放出库流程分析小结 ........ 45 4.6 归因梳理 ............. 45 4.7 本章小结 ............. 46 第五章 CF公司物流流程优化方案 .............. 47 5.1 流程优化的思路 . 47 5.2 实物上架优化方案 ............................ 48 5.2.1 流程内容优化 ........................ 48 5.2.2 流程步骤优化 ........................ 48 5.2.3 流程职责优化 ........................ 48 5.2.4 实物上架流程图（优化后） 49 5.3 拣选配套流程优化方案 .................... 51 5.3.1 流程内容优化 ........................ 51 目 录 VI 5.3.2 流程步骤优化 ........................ 51 5.3.3 流程职责优化 ........................ 52 5.3.4 拣选配套流程图（优化后） 52 5.4 发放出库流程优化方案 .................... 54 5.4.1 流程内容优化 ........................ 55 5.4.2 流程步骤优化 ........................ 55 5.4.3 流程职责优化 ........................ 55 5.4.4 发放出库流程图（优化后） 55 5.5 优化方案实施的保障措施 ................ 57 5.5.1 管理制度保障 ........................ 57 5.5.2 信息系统建设 ........................ 58 5.5.3 开展人员培训 ........................ 58 5.5.4 加强过程监管 ........................ 58 5.6 本章小结 ............. 59 第六章 总结与展望 ......... 60 致 谢 .. 62