【作者】 周锋；

【导师】 赵林度；

【作者基本信息】 东南大学 ， 工商管理（EMBA）（专业学位）， 2024， 硕士

【摘要】 自2017年来,国内汽车市场趋于饱和,汽车销量增长逐年降低,汽车制造企业间的竞争愈发激烈,越来越多的企业开始寻求新的增长模式。企业渴望能够进一步地降低成本,提高生产效率,提升竞争力,满足客户需求,甚至超过客户期望。在此背景下,越来越多的企业发现,精益管理是一套行之有效的管理方法,并将精益管理在企业中实施,甚至其中有一部分企业将精益管理延伸到了精益供应链方向。本文首先整理了国内外精益管理的发展和研究情况,着重分析了精益供应链和价值流图,为后续研究奠定理论基础。通过价值流图分析可知,B1公司精益供应链存在生产提前期过长、生产线瓶颈站问题严重、库存成本偏高、运输成本偏高等问题,问题的成因在于供应链运作机制有待改进、生产计划与实际需求不匹配、库存管理不合理以及运输通关效率偏低等。在此基础上,对整体价值流中存在的浪费进行识别、找出改善点,使用面条图、SMED等精益工具来完成项目优化。本研究体现了精益供应链管理在整体价值流中的重要程度和难易程度,并通过增值比的变化幅度来实现企业的最佳商业结果。(1)通过B1公司的整体价值流分析,总结出精益供应链是企业经营活动改善的重要组成部分,然而国内诸多企业忽视了精益供应链管理的重要性。本文重点研究了精益供应链管理在整体价值流中的重要性和比重关系。(2)通过价值流图分析可知,B1公司精益供应链存在生产提前期过长、生产线瓶颈站问题严重、库存成本偏高、运输成本偏高等问题,而问题的成因在于供应链运作机制有待改进、生产计划与实际需求不匹配、库存管理不合理以及运输通关效率偏低。(3)通过优化精益供应链组织运作机制、重新设计生产计划流程、重新设计库存计划流程、优化运输流程等方面,可以提升供应链运作效率。尤其是通过精益供应链端的改善,使得企业在增值比得到有效的增加。(4)实施基于整体价值流的精益供应链优化方案后,供应链端改善库存天数降低48天,非供应链端库存天数降低3.14天。将供应链端和非供应链的重要程度的数据进行比较后发现,供应链端在整体价值流视角下的更为重要。本文的研究成果为企业在整体价值流视角下,提供了精益供应链的优化策略。为为企业管理者在精益管理过程中遇到阻力难以进一步发展时,尝试在精益供应链为突破口作为先例。同时,为在精益领域工作的研究者提供了值得借鉴的方向。更多还原

【Abstract】 Since 2017,car sales began to stop the rapid growth mode,and the domestic auto market tends to be saturated.With the decline of the market environment year by year,the competition among automobile manufacturers is becoming more and more fierce,and more and more enterprises are seeking new growth models.They are eager to further reduce costs,improve production efficiency,enhance competitiveness,meet customer needs,and even exceed customer expectations.More and more enterprises find that lean management is a set of effective management methods,and lean management is implemented in the enterprise,and even some enterprises extend lean management to lean supply chain direction.This thesis begins by reviewing the development of lean management both domestically and internationally,as well as research on lean management.It then focuses on the analysis of lean supply chains and value stream mapping,laying a theoretical foundation for subsequent studies.Through value stream mapping,it is evident that Company B1’s lean supply chain has issues such as excessively long lead times,serious bottlenecks at production stations,high inventory costs,and elevated transportation costs.The root causes of these problems include a need for improvement in supply chain operations,a mismatch between production planning and actual demand,irrational inventory management,and low efficiency in transportation and customs clearance.Based on this foundation,a model is established,setting parameters such as difficulty coefficients and employing methods like an efficiency model to design an optimized lean supply chain.The paper identifies waste within the overall value stream,pinpoints areas for improvement,and uses lean tools such as spaghetti diagrams and SMED to enhance project optimization.It highlights the significance and challenges of lean supply chain management in the overall value stream and achieves optimal business outcomes through changes in the value-added ratio.(1)Through the overall value stream analysis of B1 Company,it is concluded that the lean supply chain is an important part of business operation improvement.However,many domestic enterprises overlook the importance of lean supply chain management.This paper focuses on the importance and proportion of lean supply chain management in the overall value stream.(2)The value stream map analysis shows that B1 Company’s lean supply chain faces issues such as excessively long production lead times,severe production line bottlenecks,high inventory costs,and high transportation costs.The causes of these problems lie in the need for improvement in supply chain operations,mismatch between production planning and actual demand,unreasonable inventory management,and low efficiency in transportation and customs clearance.(3)By optimizing the operation mechanism of the lean supply chain,redesigning the production planning process,redesigning the inventory planning process,and optimizing the transportation process,the efficiency of supply chain operations can be enhanced.Particularly,improvements at the lean supply chain end lead to an effective increase in the value-added ratio.(4)After implementing the lean supply chain optimization plan based on the overall value stream,the supply chain end saw a reduction in inventory days by 48 days,while non-supply chain end inventory days were reduced by 3.14 days.A comparison of the importance of data between the supply chain end and the non-supply chain end revealed that the supply chain end is more important in the perspective of the overall value stream.The research results of this thesis provide a lean supply chain optimization strategy for enterprises from the perspective of the whole value stream and provide a more intuitive way for enterprises to implement lean management.For enterprise managers in the lean management process encountered resistance to further development,try to lean supply chain as a breakthrough as a precedent.At the same time,it provides a valuable direction for researchers working in the lean field.更多还原