基于现代物流的美的空调制造效率提升分析

华中科技大学硕士学位论文基于现代物流的美的空调制造效率提升分析姓名：杨壬泗申请学位级别：硕士专业：工商管理指导教师：陈荣秋20060426I,IIAbstractLeanproductionandmodernlogisticsiswidelyappliedinglobalmanufactoryinrecentyears.Theenvironmentofthecompetitionchangedfastandtheneedsofthecustomersismorediversifiedandindividual.Astheair-conchangethepositionfromluxurygoodstonormalconsumptiongoods,thecompetitionsofthemarketisgrowing.Howtoholdtheadvancedpositioninthemarketwillbetheproblemforeveryair-conmanufactory.Inordertoimprovetheefficiencyandcorecompetency,Mideaair-conhasstarteditspathoflogistictransformation.Basedontheair-conindustryinformationandHaierlogisticinnovationsystem,thethesisanalyzedthemanufactoryefficiencyimprovementofMideaair-con.Authorcomparedthecollecteddatabeforeandafterthemodernlogisticsystemimplementation,usedmodernlogistictheorytostudythelogistictransformationinMideaair-con.Firstofall,thethesisintroducesthestateofquoofChineseair-conindustryandconditiononlogisticofMideaair-con.Itexplainedtheessentialityofimplementmodernlogisticandsummedupthetheoryonmodernlogistic.Secondly,accordingtothedevelopmenttrendofChineseair-conindustryandMidea’scompetency,authordemonstratedthedilemmathatMideaair-conisfacing.BasedontheresearchofHaierair-conlogisticsysteminnovation,bringoutthesolutionforMideaair-con.Finally,authoranalyzelogisticsysteminMideaair-conmanufactorybasesofShundeandWuhanrespectively,demonstratethefunctionandmeaningofmodernlogisticsysteminimprovingmanufacturingefficiency,andprovidedfurthersuggestion.Modernlogisticimplantationisagraduallyprocess,theexecutionsandmethodsneedtobechangedandperfectedcontinually.ViademonstrationanalysisonMideaair-conlogisticsystem,authortriedtoprovidepracticalexperienceforothermanufactoryinAir-conindustry.KeyWords:Mideaair-conModernLogisticEfficiencyImprovement2006426_____20064262006426111.1[1]1.1.1200430%8.4%[2][3]2002345040%45%2[4]WTO1.1.2[5]2000[6]1231.1.3[7]3123JIT1MRPMRPERP2JIT3TOCJITJIT[8]1.2[9]1.2.12000[10]20014200031.25%200228%200325%200414.28%5133%[11]WTO[14]1.2.2JIT[3]1999[15]2004[4]1253[16]1.31.3.1320042005[14]1.3.21999622.1197822319834199163.06199930%20001826.6745%20031.0531651750141590019932.3200030.5[14]2.1.11CR4()30%CR840%[17]1519941995199661014200010050%2199615019985030%7TCL20003002001100162500350033%[15]342000200056819997.63TCL199960%2001105.620.6%[15]7[11]82.1.210200200330%200450%[12]2004200520052792005202006691/369481290.012-1[13]1509669400204060801001201401602003200420052006(2-1200512[15]12345102.22.2.11968198019812002004330200462.82030[19]200411[20]2.2.22-14112-142002150533065200317517%50052200433089%1076115200545640%1760652002200520046002005900OEMGE20042005[15]2.2.2[16]123[19]122.32004700[15]20032004[15]GEOEM200450%[14]13MRP200330%2004[10]1433.11999[20]3.1.1[20]199912ERP3155003.1.2[26]JIT24hJITABCJIT4hJIT164h4h50ERP3PLJIT3.1.33.23.2.1200420041712343.2.220051000[21][22]1844.1MRPSCM2004200412200520054.2194.2.1OEMOEM[19]472004434.2.24-14-1200412345650.00%47.00%55.30%60.30%65.40%75.20%70.00%65.00%73.5.6%78.90%83.50%88.10%89.00%85.20%87.30%90.45%93.30%94.60%200416204-1200420044.2.320042004802004[24]200420042005211[26]22234MRPSCM4.2.4200432010020044-2234-2200478910111285.00%90.80%85.20%87.50%92.80%87.70%91.30%92.50%87.30%90.30%95.50%85.20%96.50%98.30%92.60%93.70%96.70%90%2004712200420054.2.520052004200543210200520054-320054-3200512345676.00%78.00%79.30%80.70%82.80%83.20%82.00%80.00%81.60%83.50%85.50%88.00%95.00%93.20%91.40%91.20%92.30%96.70%200516242004309020054-44-4200578910111284.00%85.00%88.90%92.00%96.80%95.60%90.70%91.10%89.40%95.70%98.80%96.80%96.20%96.90%94.50%98.60%99.90%98%20057122004952004200549820054.3200410004.3.125123MRP1400BOM1500BOM4BOMBOMBOM426526712h48h84.3.212MRP27345678284.3.320054411546990589248804-54-52005411793311793331798317989253889277244012708478.47%76.08%76.74%85.18%2005445444-64-620054()()2028.97/////////300.6530.756.181.5569.2234.394.3445.1115.1793.94%14.821.520.300.083.411.690.212.220.754.6320054294-6414.82146.437.224.3.320041MRPSCMSCMSCM302SCM32005310540510444.3.412130050130050100%4-7124-712100450100450100%2960029600100%130050130050100%2005124-812324-81270%92.86%90%98.88%70%89.69%90%94.18%90%97.42%70%92.73%200512121234-18%4%3%13%20%8%4%1%5%34%4-1200512411233190/130/20063455.112345.21233536200537基于现代物流的美的空调制造效率提升分析作者：杨壬泗学位授予单位：华中科技大学相似文献(1条)1.学位论文王威基于数量和基于时间的供应商管理库存模型研究与比较2007随着全球市场竞争日趋激烈，新产品的生命周期越来越短，客户期望值不断提高，企业开始投资并关注它们的供应链。企业之间的竞争已经升级为供应链之间的竞争，供应链上下游企业是否能够建立起高效的合作体系，将决定整条供应链的成败。供应链管理是围绕客户需求，通过供应链成员之间相互合作，使供应链的成本得到优化，消费者需求得到满足，达到双赢(Win-Win)的目的。始于1985年的W-Mart与宝洁之间的供应商管理库存模式，可以说为供应链管理带来了巨大的生机。这种库存管理模式显著改善了宝洁对W-Mart的按时发货率，降低了库存水平，减少了牛鞭效应，并同时提高库存周转率。在国内，供应商管理库存模式也逐渐推广开来，其中包括美的空调、台湾雀巢、家乐福、北京吴华、联想、惠普和戴尔等。然而，供应商管理库存的整个学科和实践领域都没有系统化。近些年来供应商管理库存已经受到了重视，并且相关研究也逐渐深入，但是仍然有很多需要完成的工作。Cetinkaya&Lee(2000)提出的供应商管理库存模型对供应商管理库存的研究产生了很大推动作用。该模型为供应商管理库存的深入研究揭开了新的序幕，在这篇文章之后，有很多文章以该模型为基础，展开研究。但是供应商管理库存体系仍需要完善。本文正是基于这样的理论和实际情况，采取系统阐述与重点研究、理论阐释与数理分析相结合的研究方法，对供应商管理库存模型进行研究，从而比较了基于时间的VMI模型和基于数量VMI模型的优劣，以及两个模型所处的实际情况发生变化后的反应，以便企业作决策时，会选择更加适应企业资源和可预见变化的模型。文共分五个章节开展论述。第一章绪论，主要介绍了在国内企业中，供应商管理库存模式也逐渐的被推广，对供应商管理库存的理念和应用方法