本文選題：多品種小批量 + 群組物料��； 參考：《浙江理工大學》2017年碩士論文

【摘要】：物料需求計劃(MRP)是基于最終產(chǎn)成品結構層次中的項目數(shù)量和級別,具體針對每個物料作為計劃制定過程中的有效目標,同時,以完成所有產(chǎn)品的時間作為標準來對整個車間生產(chǎn)計劃進行編制,根據(jù)產(chǎn)品制造周期的長度來編排每個物料計劃時間的前后順序,以到達對企業(yè)生產(chǎn)計劃安排控制、降低庫存、降低生產(chǎn)成本、提高準時發(fā)貨率的目的。JL管件公司自2014年12月采用SAP下MRP模塊管理生產(chǎn)計劃以來取得了一定的成績,但通過對經(jīng)營狀況進行調(diào)研分析發(fā)現(xiàn),標準功能的物料需求計劃已經(jīng)不能滿足多品種、小批量生產(chǎn)模式下對客戶需求的快速響應和庫存減少的需求,同時,國內(nèi)外的不銹鋼合金鋼行業(yè)競爭愈發(fā)激烈,這就導致了JL管件公司在生產(chǎn)計劃編制和生產(chǎn)管理的時候出現(xiàn)了很多問題,其中既包含了內(nèi)部管理的問題也有外部環(huán)境的因素,比如對生產(chǎn)流水線短板工序的控制程度比較低,生產(chǎn)計劃精確度欠缺,生產(chǎn)現(xiàn)場的實際情況不能及時滿足客戶需求,庫存量比較大,訂單及時交貨率比較低,客戶頻繁變更訂單導致生產(chǎn)計劃混亂等。因此,本文從JL管件公司生產(chǎn)計劃方法、生產(chǎn)計劃系統(tǒng)以及流程和庫存管理這幾方面分析和探討,并針對MRP在JL管件公司的多品種小批量生產(chǎn)計劃中的問題和缺陷提出了相對應的解決方案。本文以JL管件公司作為案例的研究對象,根據(jù)公司在MRP在實際生產(chǎn)計劃運行中存在的問題,針對性的提出一系列的解決方案。并且通過對比實施前后的一些管理指標,得出了改良方案實施有效的結論。研究結果表明,不同的生產(chǎn)管理理論有不同的優(yōu)勢,在具體是實施過程中,企業(yè)應當從其自身的實際情況出發(fā),結合其配套的設施和流程,以滿足自身管理的需求,并且同時也提高了企業(yè)的競爭優(yōu)勢。本文提出的一些改進方法對國內(nèi)其它制造企業(yè)針對多品種小批量生產(chǎn)計劃的管理也有著極大的借鑒價值。
[Abstract]:Material requirements Planning (MRP) is based on the number and level of items in the final product structure level, specifically targeting each material as an effective goal in the planning process, and at the same time, To complete all products as the standard for the preparation of the entire workshop production plan, according to the length of the product manufacturing cycle to schedule each material planning time before and after the order, in order to achieve the enterprise production planning control, reduce inventory, The purpose of reducing production cost and improving punctual delivery rate. JL Pipe fittings Company has made some achievements since it adopted MRP module to manage production planning under SAP in December 2014. The material requirement plan of standard function can not meet the demand of many varieties, small batch production mode, the fast response to customer demand and the demand of inventory reduction. At the same time, the competition of stainless steel alloy steel industry at home and abroad is becoming more and more fierce. This led to a lot of problems in production planning and production management in JL Pipe fittings Company, which included both internal management problems and external environmental factors, such as low level of control over production line short plate processes. The accuracy of production planning is not enough, the actual situation of production site can not meet the needs of customers in time, the inventory is relatively large, the timely delivery rate of orders is relatively low, and the frequent changes of orders lead to confusion of production plans and so on. Therefore, this paper analyzes and discusses the production planning method, production planning system, process and inventory management of JL Pipe fittings Company. The corresponding solutions to the problems and defects of MRP in the multi-variety and small-batch production plan of JL Pipe fittings Company are put forward. In this paper, JL Pipe fittings Company as the case study, according to the company in the actual production plan in the operation of the problems, targeted to put forward a series of solutions. By comparing some management indexes before and after implementation, the effective conclusion of the improved scheme is obtained. The research results show that different production management theories have different advantages. In the process of implementation, enterprises should proceed from their own actual conditions and combine their supporting facilities and processes to meet their management needs. At the same time, it also improves the competitive advantage of enterprises. Some improved methods proposed in this paper also have great reference value for the management of multi-variety and small-batch production planning in other domestic manufacturing enterprises.
【學位授予單位】：浙江理工大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F273;F426.31

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本文編號：1919071