随着全球经济一体化程度的提高，产品生产日益丰富，消费者拥有越来越多的选 择，从而导致市场竞争日趋激烈。消费品需求进入多元化和定制化时代，客户订单也 由原来的“标准化，大批量”转向“个性化，小批量”。客户个性化定制越来越多， 对交货期的要求日益提高。无论是传统的加工生产型制造企业，还是按照订单式生产 的项目型制造企业都面临着新的挑战。在这种大趋势下，制造型企业为了适应不断变 化的市场需求，想方设法改善生产工艺，改变传统的供应链模式，以便快速响应客户 需求，提高交货速度，降低供应链的成本，从而在激烈的竞争中赢得一席之地。 BIC 公司是一家美商独资的小型机电产品制造企业。由于产品种类繁多，而且有 很多客户定制产品，零配件交货周期比较长；另外很多产品由于原材料规格特殊，订 单小，导致交期不可控，以至于公司的准时交货率长期在 70%左右徘徊，严重影响公 司的竞争力。鉴于这种情况，本文结合 5WHY法，ESIA法以及精益生产的思想，从产 品研发阶段开始一直到交付给客户，对 BIC 公司订单交付流程进行深入研究，分析出 其零配件种类繁多导致多部门工作量繁重，合同评审流程低效，船期安排不合理等问 题，提出了通过使用标准件和通用件来减少非增值活动；改串联式合同评审流程为并 联式，并组织管理层集中时间评审以提升合同评审效率；以及生产计划与船期协调以 减少不增值时间这三个主要方案来减少订单运行时间，从而提升准时交货率，并采用 价值流程图的方法提出了实施步骤，使方案得以顺利执行。 本文提出的这三个主要方案经过半年在 BIC 公司的实施收效明显，有效地降低了 产品的交货周期，且大大减少了工程，采购，品质，仓库，生产的工作量，准时交货 率得到有效提升。希望能给其他类似的中小型出口企业带来一些参考价值。 关键词，准时交货率；精益生产；标准件；通用件II Abstract With the increasing degree of global economic integration, the production of products is becoming more and more abundant, and consumers have more and more choices, which leads to increasingly fierce market competition. Consumer demand has entered a diversified and customized era, and customer orders have also shifted from “standardized, high-volume” to “personalized, small-volume”. Customers are becoming more and more personalized, and the requirements for delivery are getting higher and higher. Both traditional manufacturing com- panies, as well as Make To Order project-based manufacturing companies facing new chal- lenges. Under this megatrend, manufacturing companies are trying to improve their produc- tion processes and change the traditional supply chain model in order to adapt to the changing market demands, so as to respond quickly to customer needs, expedite delivery and reduce supply chain costs. Win a place in the fierce competition. BIC is a small-scale manufacturer of small mechanical and electrical products. Due to the wide variety of products and many customized products, the components lead time is rela- tively long. In addition, many products have special specifications and small orders, which makes the delivery time unreliable, the company's on-time delivery rate is about 70%, seri- ously affecting the company's competitiveness. In view of this situation, this paper combines the 5WHY method, the ESIA method and the lean production idea, from the product devel- opment stage to the delivery to the customer, investigates BIC’s order delivery process, ana- lysed and found out the three main reasons for the low on-time delivery rate: wide variety of components; unreasonable contract review process and unreasonable shipment arrangement. By adopting the value flow chart method, propose to reduce non-value-added activities by using standard parts and common parts; optimize contract review process and coordinate the production plan with the ship schedule so as to improve the on-time delivery rate The three main schemes proposed in this paper have achieved remarkable results in the implementation of BIC for half a year, effectively reducing the lead time, and greatly reduc- ing the workload of engineering, procurement, quality, warehouse, and production, effectively improved on-time delivery rate. I hope to bring some reference value to other similar small and medium-sized export enterprises. Key words: On time delivery; Lean Production; standard parts; common partsIII 目 录 摘要............................................................................................................................................I Abstract ..................................................................................................................................... II 第一章 绪论...............................................................................................................................1 1.1 研究背景和意义.............................................................................................................. 1 1.2 文献综述与理论基础...................................................................................................... 5 1.2.1 供应商的选择和资质评估....................................................................................... 5 1.2.2 ESI（Early Supplier Involvement）即供应商早期参与 ........................................ 5 1.2.3 精益生产和价值流程图........................................................................................... 6 1.2.4 MTO 企业的交货期决策 ......................................................................................... 8 1.2.5 BPI（Business process improvement,流程改进）和 BRP(流程再造)................... 9 1.3 主要研究目标和研究内容 ............................................................................................ 10 1.4 主要研究方法和技术路线 ............................................................................................ 11 1.4.1 研究方法:................................................................................................................ 11 1.4.2 研究路线，............................................................................................................. 13 1.5 本章小结 ........................................................................................................................ 13 第二章 BIC 公司准时交货率的现状分析 .............................................................................14 2.1 BIC 公司基本情况 ........................................................................................................ 14 2.1.1 BIC 公司简介 ......................................................................................................... 14 2.1.2 BIC 公司的主要产品 ............................................................................................. 15 2.1.3 BIC 公司的订单流程 ............................................................................................. 16 2.2 BIC 公司准时交货率的现状及原因分析 .................................................................... 18 2.2.1 BIC 公司准时交货率现状 ..................................................................................... 19 2.2.2 BIC 公司准时交货问题原因分析 ......................................................................... 20 2.3 本章小结........................................................................................................................ 25 第三章 基于价值流分析的准时交货率提升方案.................................................................26 3.1 BIC 公司价值流现状图 ................................................................................................ 26 3.1.1 定义价值流............................................................................................................. 26 3.1.2 绘制价值流程图现状............................................................................................. 28IV 3.1.3 非增值时间分析..................................................................................................... 31 3.2 优化目标........................................................................................................................ 33 3.3 基于改善后的价值流程图的优化方案........................................................................ 34 3.3.1 设计端通用件及标准件的应用............................................................................. 34 3.3.2