xx公司訂單完成流程改善研究

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摘要
三十年的改革開放無疑讓我國的制造業(yè)取得了舉世矚目的成就，但在經(jīng)濟(jì)總量大增的背面，我們依然能看到我國制造業(yè)，尤其是中小型民營企業(yè)中存在的大量問題，伴隨著經(jīng)濟(jì)全球化帶來的競爭壓力，提高該類企業(yè)生產(chǎn)技術(shù)的需求變得越來越迫切，而流程改善作為一種重要生產(chǎn)技術(shù)經(jīng)常被用于這類目的。本文以江蘇省丹陽市的一家民營企業(yè)xx公司為例，利用流程改善的理論對(duì)其訂單完成流程進(jìn)行優(yōu)化。本文首先闡述公司在運(yùn)營中出現(xiàn)的諸多問題，從公司內(nèi)部與外部兩個(gè)方面的問題分析公司進(jìn)行流程優(yōu)化的必要性，在實(shí)際優(yōu)化過程中，通過在xx公司的實(shí)習(xí)取得了其生產(chǎn)流程的數(shù)據(jù),分析各個(gè)步驟所消耗的時(shí)間，選擇影響較明顯的步驟,利用ESIA等方法進(jìn)行優(yōu)化,消除不增值步驟,簡化繁瑣步驟等,達(dá)到縮短流程時(shí)間的目的,通過優(yōu)化,使其采購流程時(shí)間減少了35.71%,生產(chǎn)流程時(shí)間減少了12.99%，達(dá)到了預(yù)期目的。也由此可見，流程改善對(duì)于我國中小型企業(yè)運(yùn)作效率的提高,生產(chǎn)時(shí)間的縮短有著重要作用，是中小企業(yè)面對(duì)強(qiáng)烈競爭，提高自身經(jīng)濟(jì)效益以及綜合實(shí)力的有效手段。

關(guān)鍵詞:流程改善； 中小型企業(yè)； ESIA法

Abstract
With three decades of reforming and opening up of China, manufacturing industry undoubtedly has made remarkable achievements, but in the back of a significant increase in the total economy, we can still see large number of problems that exist in China's manufacturing enterprises, especially small and medium private enterprises. Along with economic globalization is such great competition pressure ,the need to improve the production technology of such enterprises is becoming increasingly urgent, and process improvement as an important production techniques is often used for such purposes. This paper take the case of Hansen Company, a private enterprise in Danyang City, Jiangsu Province, use the theory of process improvement to optimize its order fulfillment process. This paper first points out some problems in the operations of many issues in the company, analysis the necessity to optimize the process from two aspects , in the actual optimization process, the production process data is got by the author through study in the company , analysis the time consumed by each step, and put great attention in the steps that significantly influenced the process, using related methods such as ESIA to eliminate non-value steps , simplify the tedious steps, etc. to shorten the process time for the purpose, by optimizing, the time of purchasing process decreased by 35.71% and the production process time was reduced by 12.99%. Also, it is shown that the process improvement can play an important role in China's small and medium enterprises that want to improve operational efficiency and shorten production time, and is also an effective means for companies to face intense competition, to improve economic efficiency, and to improve their overall strength.
Key words: Process improving; Medium and Small enterprises; ESIA

目 錄
第一章 緒論 1
1.1研究背景 1
1.2研究目的 1
1.3研究意義 2
1.4.國內(nèi)外研究綜述 2
1.4.1國外研究綜述 2
1.4.2國內(nèi)研究現(xiàn)狀 3
1.5 研究思路 4
第2章 流程管理的理論和方法 6
2.1 流程管理的內(nèi)涵 6
2．2 流程管理的發(fā)展 6
2.2.1流程管理的起源 6
2.2.2流程管理的完善 6
2.3 流程管理的基本思想 7
2.4 流程管理所使用的方法或工具 7
2.4.1流程優(yōu)化實(shí)施步驟 7
2.4.2流程節(jié)點(diǎn)的ESIA法介紹 10
第3章 公司訂單完成流程現(xiàn)狀分析 11
3.1公司簡介 11
3.2公司訂單完成狀況的描述 11
3.2.1公司現(xiàn)有訂單完成流程的現(xiàn)狀 11
3.2.2公司現(xiàn)有訂單完成流程圖如圖3-1所示 12
3.2.3xx公司熱壓片訂單完成流程（優(yōu)化前）節(jié)點(diǎn)說明 13
3.3對(duì)現(xiàn)存問題的分析 13
3.4 對(duì)現(xiàn)有訂單完成流程進(jìn)行優(yōu)化的必要性 16
（3）來自同行的競爭壓力 16
第四章 公司訂單完成流程的分析與改善 18
4.1 流程優(yōu)化的原則 18
4.2 對(duì)現(xiàn)有流程的分析 18
4.2.1 現(xiàn)有訂單完成流程的時(shí)間分析 18
4.2.2.結(jié)合ESIA分析法，針對(duì)上述的幾點(diǎn)因素，尋找導(dǎo)致這些原因 19
4.2.3.具體分析 19
4.3現(xiàn)有訂單流程再設(shè)計(jì) 21
4.3.1 針對(duì)流程問題進(jìn)行改善之后得出的流程圖，如圖4-3 所示 22
4.2.3成本分析 25
4.2.4風(fēng)險(xiǎn)分析 25
4.3 改善前后流程的對(duì)比 26
4.3.1流程時(shí)間的對(duì)比 26
4.3.1.1針對(duì)生產(chǎn)周期，對(duì)流程改善前后的加工時(shí)間進(jìn)行對(duì)比 26
4.3.1.2 針對(duì)改善前后的物料采購時(shí)間進(jìn)行對(duì)比 28
4.3.2對(duì)公司流程優(yōu)化前后的在制品庫存進(jìn)行對(duì)比 30
第五章 結(jié)論與展望 31
5.1總結(jié) 31
5.2 展望 31
參考文獻(xiàn) 33
致 謝 34