t公司准时供货物流组织及生产流程精益改善研究

上海交通大学硕士学位论文T公司准时供货物流组织及生产流程精益改善研究姓名：王科申请学位级别：硕士专业：工商管理指导教师：吴迪20080601T2150%70%3EDITT20025T5JITCIPTeamTQMTTTTTTheresearchonlogisticsorganizationofSynchronismsupplyandleanimprovementofTCorporationABSTRACTInthe21stcentury,theautomobileindustryhasbecomeanindispensableindustryallovertheworld,andautomobilecomponentsindustryistheupstreamoftheworld’sautomobileindustry,whichoccupymoreandmoreimportantpositionintheentirechainoftheautomobileindustry.Intheglobalautomobileindustrialvaluechain,itaccountsfor50percentofthetotalvaluechain.Automobilecomponentsindustryisthebasisforthedevelopmentoftheautomobileindustry,and70%value-addediscreatedbyautomobilecomponentsindustry.Automobilecomponentsindustryenterprisesareinthecenterofrawmaterialssuppliers’upstreamanddownstreammasterfactories,underthedualpressureofhighercostofrawmaterialsandthedecreaseofmasterfactory’sprocurementcost,thebenefitoftheseenterprisegenerallyworrisome.LeanProductionisthethirdmilestoneintheindustrializationhistoryandarevolutionarymanagementandproductionmethodandpracticemode.Itscoreideaistoreducewasteandtobuildahighlyflexible,highlyefficientproductionsystem.Itrepresentsthedevelopmentdirectionofmodernmanufacturingindustry,asthe“Thestandardsofmanufacturingproductionin21stcenturyTherefore,howtoexecutetheLeanProduction,toreducethecostsandimprovethecorecompetitivenessofenterprises,hasbecomeanurgentprobleminfrontofallautomobilecomponentsenterprises.Ontheotherhand,intheautomobilemanufacturingindustry,inordertoreduceitsinventorypressures,andtopreventthesupplyshortageinthesupplychain,themasterfactorieshadbroughtforwardthatthesuppliercouldestablishtheInterimInventory(satellitewarehouses)intheirsurroundings,thepropertyoftheproductsintheInterimInventorybelongstothesupplier,andtheenterpriseclientinchargeoftheroutinemaintenancecustody.Onlywhentheproductsinwarehousesaredrawnbythedownstreamenterprisesandconsumed,thenownershiptransfersandtheenterpriseclientpayinagreedpricetothesupplier.ThecostsoftheroutinemaintenancecustodyoftheInterimInventorycomefromsuppliers.Thisinequalityofthesuppliersandtheenterpriseclients’shareontheInterimInventory’scostisalsoverypronouncedduetothestrongtendencyofonesideintoday'sautomobilemanufacturingindustry.Alongwiththeenhancementofthecooperationbetweenthesuppliersandenterpriseclients,aswellasthedevelopmentofinformationtechnologyandthecognitiontoitsimportance,therelationshipbetweenthesuppliersandenterpriseclientsisbeinggraduallyimproved.Throughtheagreementsbetweenthesuppliersandenterpriseclients,thesupplierscanunderstandtheneedsofenterpriseclients,onthebasisofthisforecastswillbeconducted,thentaketheinitiativetosupplyandreplenish.EvenviaEDI(ElectricDataInterchange)andbarcodetechnology,real-timeOOS(OutOfStock)informationwillbesentouttosuppliersthenthesuppliersgasptheinformationonrequirement,andreplenishthegoods.Basedonthisthetimelysupplyformed.Tcorporationisaforeign-ownedenterprisesfoundedbyTInvestmentGroupinShanghaiinMay,2002.thiscorporationmainlyengagedinproductionofthesteeringwheelandotherautoparts,theproductsofthecompanymainlysuppliestoShanghaiVolkswagen,GuangzhouHonda,andSouthKorea'sDaewooandotherbigcustomers.TCorporation’sLeanProductionSystemformedbyfivecomponents,namely:just-in-timeproductionJIT,continuousimprovementCIP,Teamwork,TotalQualityManagementTQMandconcurrentengineering.Astheneedsofcustomers,TCorporationsuppliesthegoodstoShanghaiVolkswagen,GuangzhouHonda,aswellasnewprojectsofSouthKorea'sDaewoo.Asthespaceproblem,toShanghaiVolkswagen,TCorporationadoptthewayofdirectsupply,toGuangzhouHonda,thewayofsupplyinsortfromInterimInventoryisused,andtoSouthKorea'sDaewoo,asitinvolvesforeigntrade,shippingandotherprocesses,sothecorporationcommissionedalogisticscompanytookitsjobinthewayofsupplyinsort.Intheprocess,therearealsosomeproblemsanddeficienciesaswellassomeareaswhereimprovementisneededinfrontofTCorporation.ThispaperhopesthatthoughtheanalysisofTCorporation’sLeanProductionandtimelysupplyprocess,givethedomesticenterprisesinautomobileindustryareference.KEYWORDS:Leanimprovement,timelysupply,logistics,automobilecomponentsandsuppliers.MBAT12150%70%QSPT()()MBAT2(JIT)3“”EDIMBAT3TTTTTMBAT4T1.1TT1933-164435,859426,048465,922501,866350,000370,000390,000410,000430,000450,000470,000490,000510,00020052006200741.3%12.0%29.6%17.1%1T2TFigure1SalesRevenueofTGroupFigure2SalesDistributionofTGroupTT20025TT2000PetriPetriMBAT5TTPetri1.1.13Figure3FlowChartofSteeringWheelProcess1.2.3.4.1.1.21TMBAT64TFigure4OrganizationChartofTCorporationT2MBAT725TFigure5OrganizationChartofManufactureDepartmentTMBAT81.1.36TFigure6LayoutofTCorporationT6MBAT91.1.47TFigure7LogisticFlowChartofTCorporation1.21.2.1TTMBAT10TTTPetriTTT200420%1.2.21.2.2.11“”2T3T4T5T6T1.2.2.21“”MBAT112TT3T1.2.2.31WTO21.2.2.41TT2TTTTMBAT12TT2.1TT2.2TTMBAT138Figure8SVWDeliveryChartTTTTT“”TTTTTTTTTMBAT142.3T9Figure9GuangzhouHondaDeliveryChartTT1)2)3)4)T2.4TDDPdelivereddutypaid“……TMBAT15”“”1Table1FactoryAddressandCorrespondingPortsDaewooAutoTechnologyCo.Bupyeong199-1,Cheongcheon-Dong,Bupyeong-Gu,Incheon403-714,KoreaGuns