【作者】 朱理；

【导师】 苏宏业；

【作者基本信息】 浙江大学 ， 控制科学与工程， 2014， 博士

【摘要】 制造企业业务流程和制造生产过程的平稳、高效运行是提高企业经济效益,保持可持续发展能力,增强竞争力的必要手段。本文针对评价制造企业业务流程和制造生产过程面临的问题,结合我国制造企业的特点和实际情况,引入管理学中关键性能指标概念,分析和探讨了评价制造企业生产运行状况所使用的关键性能指标的体系结构、集成模型、实现方法和协调策略等方面问题。通过分析制造企业业务流程和制造生产过程评价的研究和应用现状,指出关键性能指标评价目前存在缺乏通用的关键性能指标评价体系结构、缺乏对制造企业整体的关键性能指标评价和缺乏关键性能指标之间的关系分析三个方面问题。针对第一个问题,提出了制造企业关键性能指标的评价体系结构,将关键性能指标评价分为关键性能指标的定义和关键性能指标的应用两部分。采用关键性能指标描述模型对制造企业过程控制层、制造执行层和企业资源计划层中的关键性能指标进行分析,形成关键性能指标评价集合,规范了制造企业业务流程和制造生产过程的评价。针对第二个问题,采用目标-过程建模方法建立了关键性能指标集成模型,结合制造企业的功能层次结构对关键性能指标进行层次划分,通过关键性能指标的层次分析法对不同层次的关键性能指标进行分析,全面地评价制造企业。针对第三个问题,提出了多关键性能指标的协调与评价策略,通过协调关键性能指标集合中多关键性能指标之间的关系,保持各关键性能指标之间的平衡。最后,将关键性能指标评价应用于钢铁企业,在详细分析钢铁的制造生产过程基础上,分别从轧制单元的经济效益和过程状态两个角度采用关键性能指标进行评价,得到评价结果,为企业生产计划决策的制定提供指导。本文的主要研究工作和创新点如下：1)以制造企业业务流程和制造生产过程的特点为基础,结合控制理论中的反馈思想,提出了制造企业关键性能指标的评价体系结构,通过对关键性能指标的定义和关键性能指标应用相结合的分析方法对制造企业进行合理有效评价。同时,深入分析了影响关键性能指标评价的数据因素、时间因素和数量因素,并采用关键性能指标描述模型对关键性能指标进行规范化描述和分析,分别针对制造企业的过程控制层、制造执行层和企业资源计划层列举了典型的关键性能指标,形成制造企业关键性能指标的评价集合。最后,通过对制造生产的设备综合效率指标进行深入分析,验证了关键性能指标评价的有效性。2)采用目标-过程方法建立了制造企业的关键性能指标集成模型,分析了影响关键性能指标评价的关键因素,并按照制造企业的功能结构层次将关键性能指标进行层次划分,形成了企业级、工场级、区域级、工作中心和工作单元级以及控制单元级关注的关键性能指标集合。应用关键性能指标的层次分析法分析各层级关键性能指标之间的相关度,以及各层关键性能指标与最高层关键性能指标评价的目标之间的关系,得到影响关键性能指标评价目标的主要因素,对制造企业制造生产过程的改进和优化进行指导。此外,以某钢铁企业的客户满意度为评价目标,应用此方法对不同层次的关键性能指标进行相关度分析,验证了关键性能指标集成模型的有效性和关键性能指标层次分析方法的实用性。3)以制造企业制造生产过程中使用的制造生产设备为研究对象,采用目标-过程方法建立了制造生产设备模型,分析了评价制造生产设备性能采用的关键性能指标,建立了评价制造生产设备的关键性能指标集合。同时,提出多关键性能指标协调评价策略对集合中关键性能指标之间的关系进行平衡和协调,得到了多关键性能指标评价的权衡方案,为制造企业的计划、调度等生产活动提供决策支持。最后,以甲醇-水精馏过程为应用实例,对精馏设备的生产效率关键性能指标和单位能源消耗关键性能指标之间的关系采用多关键性能指标协调评价策略进行平衡,获得了有效的权衡方案,说明了多关键性能指标协调评价策略的可行性。4)详细分析了钢铁企业的制造生产过程,采用目标-过程方法对钢铁企业的订单处理和轧制生产过程进行建模,分析了制定轧制生产单元制造生产计划方案和工艺路径选择的影响因素。同时,以轧制生产单元模型为基础,考虑现有条件下原材料、产品要求、库存容量、制造生产能力等多种约束,建立了以制造生产成本关键性能指标和库存成本关键性能指标为经济评价目标的轧制生产单元评价模型,运用多关键性能指标协调评价策略和可变加权系数的多目标优化方法得到了可行的制造生产计划方案,并对可行方案的制造生产过程状态采用库存周转率关键性能指标和设备负荷率关键性能指标进行评价,为合适的制造生产计划方案的选择和确定提供了相应的理论依据和应用指导。更多还原

【Abstract】 For the sake of increasing the economic benefit, maintaining the ability of sustainable development and enhancing the competitiveness, it’s necessary to keep operation and production process steady and efficient in manufacturing enterprises. In order to deal with the problems and challenges of evaluation for operation and production process, based on the actual situation and characteristics of manufacturing enterprises in China, key performance indicators (KPIs) is introduced and the framework architecture, integration model, implementation method, coordination strategy of KPIs, etc. are analyzed and discussed. According to the analysis of research and application in operation and production process evaluation of manufacturing enterprises, three problems of KPIs evaluation are presented, including lack of the common evaluation framework structure of KPIs, the evaluation for the whole manufacturing enterprises, and the analysis in the relationship of multi-KPIs. For the first problem, the KPIs evaluation framework architecture of manufacturing enterprises is proposed, which consists of two parts, KPIs definition and KPIs application. The KPIs of process control system (PCS), manufacturing execution system (MES) and enterprise resource planning (ERP) are described separately on the basis of KPIs description model and the corresponding KPIs evaluation set is established, which standardizes the evaluation of operation and production process in manufacturing enterprises. For the second problem, KPIs integration model is built based on Object-Process Methodology (OPM) and the hierarchical division of KPIs is formed according to the functional structure of manufacturing enterprises. The KPIs in each level are analyzed by analytic hierarchy process (AHP) to evaluate manufacturing enterprises comprehensively. For the third problem, multi-KPIs coordination strategy is provided. The relationship of multi-KPIs in KPIs evaluation set is coordinated to keep the balance among KPIs. Last but not least, KPIs evaluation is applied in iron and steel company. Based on the detailed analysis of iron and steel manufacturing process, KPIs evaluation is used in economic benefits and process performance of rolling unit respectively and the evaluation results is supported to production planning decision-making in iron and steel company. The main contents and major contributions in this dissertation are described as follows:1) According to the characteristics of operation and production process in manufacturing enterprises, the KPIs evaluation framework architecture of manufacturing enterprises is proposed based on the feedback control theory. The manufacturing enterprises are evaluated reasonably and effectively through KPIs definition and application. Meanwhile, the factors influence KPIs evaluation are deeply discussed, including data factor, time factor and quantity factor. The common KPIs description model is used to normalized description and analysis, and typical KPIs are listed for PCS, MES and ERP level to establish the KPIs evaluation set of manufacturing enterprises. Finally, the effectiveness and validity of KPIs evaluation are verified by applying in overall equipment effectiveness indicator of manufacturing production.2) The KPIs integration model of manufacturing enterprises is provided on the basis of OPM and the influence factors are discussed. The hierarchical division of KPIs is made in line with the functional structure of manufacturing enterprises, forming KPIs evaluation set on enterprise level, site level, area level, work center and work unit level, and control unit level separately. The relevancy among KPIs in each level and the relation between every KPI and the top level KPI are analyzed by AHP. The main factor effects KPIs evaluation target is found to improve the operation and optimize production process. Moreover, the method is applied in evaluating the customer satisfaction of iron and steel company to verify the availability of KPIs integration model and the practicability of AHP.3) Focusing on manufacturing equipments in production process, manufacturing equipment model is established by OPM. The KPIs for evaluating manufacturing equipment are explained and KPIs evaluation set is created. Simultaneously, multi-KPIs coordination strategy is proposed to balance and coordinate the relationship of KPIs in KPIs evaluation set. The trade-off scheme of multi-KPIs evaluation is supported on planning and scheduling of manufacturing enterprises. Finally, methanol-water distillation equipment is introduced to illustrate the applicability of KPIs coordination strategy by coordinating the relationship between production ratio indicator and unit energy consumption indicator, and an efficient solution is obtained.4) Manufacturing process in iron and steel enterprises is analyzed deeply. The order processing and rolling process is modeled by OPM to discuss the influence factors of making production planning and selecting process routes in rolling unit. In the meanwhile, based on the model of rolling unit and considering the constraints of raw materials, products, inventory and production capacity, etc, the evaluation model of rolling unit is established, which subjects to production process cost indicator and inventory cost indicator. The feasible production planning scheme is acquired by multi-KPIs coordination strategy and variable weighted coefficient optimization method. And the production process of the scheme is evaluated by inventory turns indicator and equipment load rate indicator. The KPIs evaluation provides the theoretical basis and application guidance for making and selecting appropriate manufacturing production planning scheme.更多还原