【作者】 侯娜；

【导师】 张红； 陈喆；

【作者基本信息】 华南理工大学 ， 工业工程， 2011， 硕士

【摘要】 V公司是一家外商独资企业在广州的分公司,也是专为为广州东风日产提供汽车零部件的供应商之一,该公司在2005年建厂时决策采用同步供货的供货方式准时将客户东风日产所需要的零部件配送到指定的总装线边滑道。为了顺利实现这种小批量多品种多频次的供货方式,V公司根据同步供货要求建立了以看板为基础的JIT拉动式生产模式:利用在成品库存的取货看板来拉动生产补货,利用零部件的取货看板来拉动原材料的订购,并以客户的需求预测及生产与运输的提前期,严格按照MRP的方法设定成品与原材料的库存数量和订货批量。在工厂实际运营中,这种库存控制策略只强调了不能缺货,并没有考虑在库存与运输成本的整体优化下的经济生产批量应该是多少,所以,在这种情况下,V公司工厂的物流运作现状就是库存水平居高不下,导致大量的资金积压在仓库原材料、半成品、包材上。所以,我们通过对V公司成品和原材料的库存水平与库存成本进行优化,在保证同步供货的前提下,设定合理的成品与原材料的经济生产批量,这将有利于减少V公司的库存资金,在保证平衡生产和满足客户的需求前提条件下增加现金流。文章主要选用精益生产中价值流图的方法分析V公司为客户东风日产同步供货的生产与供应流程,分析了在满足同步供货条件下同步供货供应商的生产、库存和运输过程,主要的研究重点在于对成品和原材料库存联合优化进行了详细研究,建立了集成化的库存模型,完成了V公司在准时制生产模式下的库存优化方案。更多还原

【Abstract】 F company is a tie1 supplier of DFL. As DFL’s request, F company implement synchronized supply system to provide components to assembly line of DFL JUST-IN-TIME. In order to achieve this kind of supply method of small lots and high frequency, F company setups a JIT pull production system based on KANBAN. Component production KANBAN of finished goods supermarket is used to start production. And material withdraw KANBAN is used to trigger replenishment of raw material. And MRP also is used for master production plan and raw material purchase. But this kind of inventory control policy only focuses on no shortage; never consider the cost and efficiency of inventory system. So, it causes high inventory level and hold lots of money in store. Optimal on inventory level and cost, will be helpful to reduce the operation cost, increase cash flow, and positive to economic crisis.This paper uses the value stream analysis tool of lean manufacturing, to analysis the synchronized supply system between F Company and DFL, to analysis the process of material flow. And focus on optimal of integrated inventory, make a model for integrated inventory, and raise some ideas for this JIT system.更多还原