导　　师： 刘勇;简明刚

学科专业： 1201

授予学位： 硕士

作　　者： ;

机构地区： 华南理工大学

摘　　要： 随着社会经济的快速发展，市场的国际化和用户需求的不断增长，企业需要对市场进行快速的判断和及时寻找有效的对策。为了能够在市场竞争中生存和发展，大多数企业选择对现有的业务流程进行优化，主要运用了业务流程优化的管理技术。 T公司属于电子行业巨头，在2008年金融危机中受到了严重的冲击，电子业竞争异常激烈。面对如此严峻的竞争环境，T公司开始将流程体系提升到战略的高度，使得公司根据环境积极变革，谋求发展，构建新的竞争优势，做到大幅度超越竞争对手。公司在流程优化时遵循的原则是以流程为中心、以人为本、以顾客为导向，即相关组织结构的调整，员工评价体系的完善和顾客满意度的提升。 本文首先介绍T公司的背景，然后画出生产关键业务流程（仓库出入库流程，产品生产业务流程，成品出入库流程）的流程图,分析公司现状和存在的问题：仓库物料管理混乱，物料丢失严重，仓库与生产部门之间交流欠缺，数据不共享，重复工作多，信息收集记录成本高和滞后。其次，针对以上生产控制业务流程问题，提出改造方案设计。优化原则主要是实现公司的企业战略目标，在不影响公司经营收益的情况下最大程度的降低运营成本，减少一些非增值活动和资源浪费。流程优化的方法和工具包括标杆瞄准法，DMAIC模型，ESIA分析法，ECRS分析法，SDCA循环。本文在优化过程中主要运用的知识是组织结构重组和业务流程重组两大知识，使用了ESIA和ECRS的优化方法。本文通过以下几个个方面进行优化：第一，仓库部门组织结构重组和仓库管理流程重组；第二，对后工序生产批次号的删除增加审核控制；第三，整个信息流取消纸单记录方式，采用循环使用的铁牌条码管理。以上方案的成功实施，有效的减少物料浪费和降低运营成本，信息资源的共享和透明化，节省流程活动时间，规范流程作业，减少重复操作。最后，T公司善于利用IT信息系统，对流程进行固化和企业办公自动化，管理科学化，决策的智能化，从而为企业在流程优化提供支持达到改善目标。 With the rapid development of social economy, the growing internationalization of themarket and the needs of the user, the enterprise needs to make rapid judgment and timelyto find effective measures to the market. In order to survive and develop in the marketcompetition, most enterprises choose to business process optimization, the main use of thereengineering of business process management technology. T company belongs to the electronic industry giant, in2008the financial crisisseverely impact, electronic industry competition is fierce. In the face of such a severecompetitive environment, T company began the process system to upgrade to a strategicheight, make the company according to the environment change actively, seek thedevelopment, construction of new competitive advantage, achieve greatly beyond thecompetitors. The company mainly to strengthen the supply chain and productionmanagement, to optimize the production of key business processes, implementation ofproduct quality and efficiency improvement, standardization departments and jobresponsibilities. This paper first introduces the background of T company, reconstruction, and thendraw the production of key business processes /(warehouse in process of production,business process, the finished product in process flow chart, company/) analysis of presentsituation and the existence question: warehouse material management confusion, lack ofcommunication between the warehouse and the production Department, the data is notshared, repeated work the high cost of information gathering, recording and lag. Secondly,in view of the above problems, put forward the reform scheme design. Optimizationprinciple is to achieve the strategic goal of enterprise of the company, in does not affectthe company's operating income under the condition of the maximum to reduce operatingcosts, reduce the number of non value added activities and waste of resources.Methodsand tools for process optimization include benchmarking method, DMAIC model, ESIAanalysis, ECRS analysis, SDCA cycle. This paper uses in the process optimization ofknowledge the organizational restructuring and business process reengineering, the use ofthe optimization method of ESIA and ECRS. The paper through the following two aspects:first, the warehouse department organizational restructuring and warehouse managementprocess reengineering, reorganization can effectively reduce material waste and reduce thecost, the transparent library information; second, to delete the post process production batch number increase audit control; third, the information flow to cancel the paper sheetrecording mode, using iron card bar code management of circulation use. T company isgood at making use of the IT information system, curing and enterprise office automationof process, scientific management, intelligent decision, so as to provide support forenterprises in the process optimization to improve target.

关 键 词： 业务流程优化 生产流程 流程

分 类 号： [F273 F416.6]

领　　域： [经济管理] [经济管理] [经济管理]