大连三洋制冷有限公司生产流程优化研究
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摘要
大连三洋制冷有限公司作为一家溴化锂中央空调的生产企业,已经成立16年时间,在经过了行业高速发展的辉煌时期后,迎来了行业的成熟期,面对的问题是市场增长率减缓,竞争对手之间在技术上和质量上的差距正在缩小,客户的特殊要求逐渐增加,交货期大幅度缩短,价格竞争激烈。
同时,从2007年下半年开始的,源自于美国的金融危机给实体经济的影响进一步加大,企业的经营环境越来越差。在这种情况下,企业如何改变自身的经营状态,提高竞争能力,满足市场竞争的要求,成为重要课题。
本文首先分析了企业的国内外市场环境,明确了企业所处的市场环境下,更低的价格和更短的交货期这两个要求是企业立足于市场的根本。
带着这两个要求,作者分析了企业内部经营环境中各个环节的优势和劣势,找出了影响了这两个要求的管理和技术因素,根据企业业绩较好,已建立了比较完善的管理制度和激励机制的情况下,为企业选择了渐进式的流程再造方法,即流程优化方法对企业的生产流程给与优化,提高竞争能力。
本文对企业的生产经营流程给与诊断,识别了关键业务流程,确认了关键工艺路线,和流程关键点,设计、改善了企业原有的生产经营流程,满足本企业生产流程优化的实际需要。
It has been 16 years since Dalian Sanyo Refrigeration co, ltd started operation in 1993. The corporation had gone through the rapid development of the industry. Now, lithium bromide industry has stepped into mature market period. The corporation is facing many problems: market increasing rate slows down; the gap on the quality and technology between the competitors becomes smaller; the special requirements from customers are increasing; delivery period is shortened consumedly; and the price rivalry is much fiercer.
Meanwhile, the financial crisis from USA has influenced the economy more since the latter half of 2007. The competition environment is getting worse and worse. Under this condition, how to change the operation, increase the competitiveness and satisfy the requirements of market is the most important task for a corporation.
Firstly, the author makes an analysis on the internal and external markets and confirms the market environment. Quicker delivery and lower price are the prerequisites for corporation.
Then, the author analyses the strength and weakness of the corporation to finds out factors on management and technology which influence the delivery and price. According to the corporation's actual conditions with perfect management and encouragement system, the author suggests the corporation should be phasing in production and process to improve the capability.
The article makes an analysis on the production and operation process of the corporation, identifies the key process and the key point. The author designs and improves the old operation process to satisfy the actual requirements from process improvement with operational research, operation management, project management, information management system, human resource management and other knowledge.
同时,从2007年下半年开始的,源自于美国的金融危机给实体经济的影响进一步加大,企业的经营环境越来越差。在这种情况下,企业如何改变自身的经营状态,提高竞争能力,满足市场竞争的要求,成为重要课题。
本文首先分析了企业的国内外市场环境,明确了企业所处的市场环境下,更低的价格和更短的交货期这两个要求是企业立足于市场的根本。
带着这两个要求,作者分析了企业内部经营环境中各个环节的优势和劣势,找出了影响了这两个要求的管理和技术因素,根据企业业绩较好,已建立了比较完善的管理制度和激励机制的情况下,为企业选择了渐进式的流程再造方法,即流程优化方法对企业的生产流程给与优化,提高竞争能力。
本文对企业的生产经营流程给与诊断,识别了关键业务流程,确认了关键工艺路线,和流程关键点,设计、改善了企业原有的生产经营流程,满足本企业生产流程优化的实际需要。
It has been 16 years since Dalian Sanyo Refrigeration co, ltd started operation in 1993. The corporation had gone through the rapid development of the industry. Now, lithium bromide industry has stepped into mature market period. The corporation is facing many problems: market increasing rate slows down; the gap on the quality and technology between the competitors becomes smaller; the special requirements from customers are increasing; delivery period is shortened consumedly; and the price rivalry is much fiercer.
Meanwhile, the financial crisis from USA has influenced the economy more since the latter half of 2007. The competition environment is getting worse and worse. Under this condition, how to change the operation, increase the competitiveness and satisfy the requirements of market is the most important task for a corporation.
Firstly, the author makes an analysis on the internal and external markets and confirms the market environment. Quicker delivery and lower price are the prerequisites for corporation.
Then, the author analyses the strength and weakness of the corporation to finds out factors on management and technology which influence the delivery and price. According to the corporation's actual conditions with perfect management and encouragement system, the author suggests the corporation should be phasing in production and process to improve the capability.
The article makes an analysis on the production and operation process of the corporation, identifies the key process and the key point. The author designs and improves the old operation process to satisfy the actual requirements from process improvement with operational research, operation management, project management, information management system, human resource management and other knowledge.
引文
[1]泰勒.科学管理原理.马风才译.北京:机械工业出版社,2001
[2]法约尔.工业管理与一般管理.迟力耕.张璇译.北京:机械工业出版社,2007
[3]刘晓兵.运营管理.大连:大连理工大学出版社,2005
[4]戴大双.现代项目管理.北京:高等教育学出版社,2004
[5]余凯成.组织行为学.大连:大连理工大学出版社,2001
[6]彭东辉:流程再造教程.北京:航天工业出版社,2004
[7]赵红梅.岳建集.生产与运作管理.北京:人民邮电出版社,2007
[8]舒鲁化.企业规范化管理标准体系.北京:人民大学出版社,2004
[9]谢合明.生产过程管理.重庆:重庆大学出版社,2004
[10]吴育华,张庆民,王学晶.制造业计划于控制(MPC)中的OR技术.运筹与管理.2007,11(6):34-35
[11]OZBAYRAK.Scheduling mixed-model final assembly lines in JIT Manufacturing—International Journal of Computer Integrated Manufacturing Vol.19 NO.4,JUNE 2006,377-382
[12]Robert J Vokurka.Rhonda R Lummus.Improving Manufacturing Flexibility:The Enduring Value of JIT and TQM—SAM ADVANCED MANAGEMENT JOURNAL.2007,6(6):24-26
[13]潘景铭.唐小我.倪得兵.供应链生产能力的柔性决策研究.管理工程学报.2007,8(8):36-37
[14]Meral,Korkmazel.Bicriteria sequencing methods for the mixedmode assembly line in JIT production systems.Europ.J.Oper.Res.2000,131,188-207
[15]何曙光,齐二石,何祯.多元质量特性过程能力分析的投影寻踪方法.管理科学.2007,4(2):55-56
[16]WU MIN,LOW SUI PHENG.Economic order quantity(EOQ) versus just-in-time(JIT) purchasing:analysis in the ready-mixed concrete industry.Construction Management and Economic.2005,5(23):409-422
[17]GUL POLAT,DAVID ARDITI.The JIT materials management system in developing countries.Construction Management and Economic.2005,9(23):697-712
[18]韩晓红.中小企业组织结构创新的影响因素.创新战略.2007,4(4):43-44
[19]白莉.敏捷供应链环境中企业全面成本管理发方法研究.中国管理信息化.2008,1(1):27-29
[20]韩大卫.管理运筹学.大连:大连理工大学出版社,1998
[21]赵春明.一次成功的组织蜕变.企业管理.2007,6(6):52-53
[2]法约尔.工业管理与一般管理.迟力耕.张璇译.北京:机械工业出版社,2007
[3]刘晓兵.运营管理.大连:大连理工大学出版社,2005
[4]戴大双.现代项目管理.北京:高等教育学出版社,2004
[5]余凯成.组织行为学.大连:大连理工大学出版社,2001
[6]彭东辉:流程再造教程.北京:航天工业出版社,2004
[7]赵红梅.岳建集.生产与运作管理.北京:人民邮电出版社,2007
[8]舒鲁化.企业规范化管理标准体系.北京:人民大学出版社,2004
[9]谢合明.生产过程管理.重庆:重庆大学出版社,2004
[10]吴育华,张庆民,王学晶.制造业计划于控制(MPC)中的OR技术.运筹与管理.2007,11(6):34-35
[11]OZBAYRAK.Scheduling mixed-model final assembly lines in JIT Manufacturing—International Journal of Computer Integrated Manufacturing Vol.19 NO.4,JUNE 2006,377-382
[12]Robert J Vokurka.Rhonda R Lummus.Improving Manufacturing Flexibility:The Enduring Value of JIT and TQM—SAM ADVANCED MANAGEMENT JOURNAL.2007,6(6):24-26
[13]潘景铭.唐小我.倪得兵.供应链生产能力的柔性决策研究.管理工程学报.2007,8(8):36-37
[14]Meral,Korkmazel.Bicriteria sequencing methods for the mixedmode assembly line in JIT production systems.Europ.J.Oper.Res.2000,131,188-207
[15]何曙光,齐二石,何祯.多元质量特性过程能力分析的投影寻踪方法.管理科学.2007,4(2):55-56
[16]WU MIN,LOW SUI PHENG.Economic order quantity(EOQ) versus just-in-time(JIT) purchasing:analysis in the ready-mixed concrete industry.Construction Management and Economic.2005,5(23):409-422
[17]GUL POLAT,DAVID ARDITI.The JIT materials management system in developing countries.Construction Management and Economic.2005,9(23):697-712
[18]韩晓红.中小企业组织结构创新的影响因素.创新战略.2007,4(4):43-44
[19]白莉.敏捷供应链环境中企业全面成本管理发方法研究.中国管理信息化.2008,1(1):27-29
[20]韩大卫.管理运筹学.大连:大连理工大学出版社,1998
[21]赵春明.一次成功的组织蜕变.企业管理.2007,6(6):52-53