现场管理的原则与方法.pptxVIP

版权所有, Center for Industrial Engineering, SCUT.;陈述提纲;立论基础;环境因素;;制造企业强调稳定、均衡的批量生产，在多变的市场需求环境下无所适从。 管理技术被认为居于次要的地位，尽管政府推动，舆论引导，诸如MRPⅡ、JIT、ERP、TQC等管理技术和方法在应用中遇到重重障碍。 制造企业重视生产硬件设施的自动化水平，忽视企业组织、管理和人员素质等软件方面水平的提高。;技术因素;;研究目标与内容; 网络经济环境下制造企业 敏捷制造策略;关键问题;版权所有, Center for Industrial Engineering, SCUT.; ;供应链结构问题（流程与组织）;;Hayes(1978,1985): 产品—流程矩阵 Fisher（1997）：不同产品可根据其市场需求特征分成两种基本类型，即功能型产品和创新型产品。不同类型的产品要求不同类型的供应链与之相匹配，与产品类型特性不匹配的供应链类型将导致供应链的低效运作。 ; 图 供应链类型与产品需求特征的匹配 Fig. Matching supply chains with products （资料来源：Marshall L.Fisher,1997）;;the supply chain organization structure include: (1) The configuration/shape of the supply chain such as the number of tiers, the number of suppliers in each tier, the average distance between two firms engaged in buying and supplying, etc. (2)Supply chain partnership relationships, typical relationship types are market-based, bureaucracy-based and clan-base. (3) Formalization of rules, procedures and norms in the operations. (4) Centralization of the authority or power of decision- making. (5) Span of control of each key position both in terms of personnel and organization.;The product structure we present here has a broader connotation than the traditional one: Primary product type or product life cycle stage; Variety of final product Volume of each final product Customization of final product Compositions of key components of final product Modularization of components; The process structure we present here encompasses five sub-dimensions: (1) Primary process type or process life cycle stage; (2) Variety of operations process and the interrelationships among these processes; (3) Process integration between function areas and supply chain partners; (4) Postponement decisions (5)Position of the decoupling point ;在选择供应链和物流服务方面，许多企业采用的是“一站式”的设计思想，即为所有的顾客需求配以相同的供应链。随着产品多样性的发展，客户的需求越来越个性化。这种仅追求效率且只关注成本的思维方式已越来越成为企业竞争力的障碍。 顾客需求与供应链之间存在着