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天津宝洁公司基于SCM/LP的运作管理体系设计

SCM/LP Based Operational Management System Design in P&G (Tianjin)

【作者】 李景亮

【导师】 何桢;

【作者基本信息】 天津大学 , 工商管理, 2005, 硕士

【摘要】 本文阐述了两个国内正在广泛研究并尝试的管理方式——精益生产方式(Lean production/LP)和供应链管理方式(Supply chain management/SCM),并进一步将这两种管理方式有机的结合起来用于天津宝洁公司的流程再造与组织重组,提出了天津宝洁公司基于SCM/LP的运作管理体系设计。这个管理体系设计的目的是在该公司的生产基地实施TPM,使产品质量和工艺可靠性大幅提高;还在完成了以SAP为操作平台的ERP系统基础上,构建起以天津宝洁公司为核心企业的高效益的供应链体系,从而以最低的成本来满足消费者的需求。具体的说就是对内建立以追求零损耗、零缺陷、全员参与为核心的精益生产体系;对外以精益思想为指导,建立起与供应商长期合作的,双赢的供应链优化体系。在整个管理体系设计的过程中,天津宝洁公司发挥了自身的创造力,结合日用消费品生产特点,大胆的尝试,并提出了诸如按需生产(Produce to demand)的日用消费品精益生产模式,以及由核心企业开始向供应商辐射的供应链流程再造(Business process reorganization)模式等。这些经验对于国内企业引进先进管理思想和先进生产方式,并结合自身实际灵活运用具有很大的借鉴意义。

【Abstract】 This thesis studies two kinds of management models in manufacturing industry–Lean Production (LP) and Supply Chain Management (SCM), which are widelystudied and reapplied in China. The two models are integrated as one system andthen reapplied in P&G TJ’s process reorganization and organization redesign. Thissystem is called “SCM/LP. Based Operational Management System Design in P>J.” The foundation of the management system design is that P&G TJ has appliedTPM system to daily production and effectively improved the product’s quality aswell as the process reliability. Moreover, the company also puts the ERP system indaily operation using SAP as its operation flat. The purpose of the managementsystem design is to build a highly effective and efficient supply chain system thattakes P&G TJ as a core corporation and meets the consumer’s needs at lowest cost.That means building a lean operation system reflecting the key essence of zero loss,zero defect, and total employee involvement internally. On the other hand, anoptimized long-term relationship and win-win based supplier network are built withlean concept externally.During designing and implementing the SCM/LP based operationalmanagement system, the employees of P&G TJ have developed their innovationbased on special situation. They build a LP model of Produce to Demand (PTD) anda Business Process Reorganization (BPR) model from the company to all suppliers.All experiences could be reapplied in local company trying to use an advancedmanagement system or an advanced production model.

  • 【网络出版投稿人】 天津大学
  • 【网络出版年期】2006年 07期
  • 【分类号】F426.7
  • 【被引频次】1
  • 【下载频次】927
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