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1、电子代工 (EMS) 企业少量多样生产环境下成本效率提升研究摘 要少量多样生产是目前电子代工企业常常提供的一种服务，是企业增加竞争力的一种良方，但是由于产品种类繁多、订单数量小（小于10 片）、流程复杂、急单多等情况势必造成运营成本维持在一个较高的水平上，从而导致利润低，甚至亏损。本文通过对某 EMS 电子代工少量多样生产企业的分析，并选择其中典型代表产品华为三项目为例，针对该项目的特点和实际情况进行了分析，对运作过程中的业务面、流程面、物料供给面进行了分析，找出高成本的问题和原因，提供了合理、有效的对策。首先在业务层面上，从订单数量、订单周期、订单在一定时间内的增减、订单交期、工程变更等方面
2、作了较详细地分析了业务层面的问题，问题所在：一是业务部接单时并未对订单进行评审，直接接下；二是订单变更太多，造成急单上升；三是订单交期短，造成紧急买料，增加物料采购成本，同时产线急单生产，人工、设备成本也会上升。根据上述问题，在业务层面建议采取以下措施：一是采取订单评审和最小经济批量接单。在客户下单过来时，组织订单评审小组，对订单进行产能、物料评审。二是通过提供有偿增值服务如增加自动测试；成立急单满足小组，提供急单服务；提供新产品试制等来提高报价。其次在物料方面，通过对物料供应共性、供应商来源地、供应弹性、采购前置时间等因素分析，找出了订单前置时间和物料前置时间之间的差异，分析了物料供应成本高
3、的原因：一是从订单变动上分析可以看出订单变化太大，影响物料的采购成本；二是采购周期太长；以看到几乎一半的物料因为其 L/T 超过 5 个星期而难以满足 H3C 订单快速变化的需要；三是采购共性分析，有 80 家供应商他们只供应少于 10 个物料,这样意味着需要更多的采购人员管理供应商；四是采购弹性分析，从供应弹性来看,如果伟创力要满足以上所示范的供应弹性,在一定程度上采购物料的 L/T 要等于或者小于 2 个星期,意味着伟创力需要花大量人力和物力去增加弹性；五是从物料供应地来看，可以发现有 45%、49 家供应商在广东，这势必增加采购前置时间和增加运费。依照上述问题，在物料供应层面建议采取措施
4、如下：一是和客户协商，开放供应商管理；二是利用全球采购资源，进行全球采购，得到采购增值；三是供应商本地化和减少供应商数量。最后在生产流程层面，通过对流程分析、价值流分析等找出生产流程的问题：一是机种多、换线频繁，造成高的换线成本；二是现场设备、站位布置不合理，造成过多的搬运和移动；三是控制不好，造成各种费用偏高。针对上述问题，在生产流程面建议进行精益生产推广和费用控制：一是基层开始，推广各种精益生产改善活动；二是优化生产线布置；三是优化换线流程和方法；四是各种费用根据其关键因素进行严格控制。如通过电子系统进行加班预先申报，控制加班费；通过精益生产减少生产面积，从而减少厂房/水电分摊费用；通过快
5、速换线、生产力改善、设备盘点等方法提升设备利用率降低设备折旧费用。总之，通过系统面、流程面、方法面上的分析，找到了适合少量多样的生产方法和流程，从而将制造费用控制在一个合理的水平，同时，通过提供增值服务来提供报价和全球采购得到采购利润来提升利润空间。改善之后华为三康项目利润呈上升趋势。关键词：EMS，少量多样生产，精益生产，成本效率，电子行业THE RESEARCH OF COST EFFICIENCYIMPROVEMENT IN HI-MIX LOWVOLUME MANUFACTURE IN EMS INDUSTRYABSTRACTCurrently, High Mix & Low volu
6、me manufacture is a usual service waywhich EMS Company often meets, it is also one advantage to increasecompetition power. But HMLV with more different model, complex process,and Urgent order will cause high operation cost which will lead to low profitrate, even to the bad. This paper will analysis
7、one EMS company in HMLVsituation , H3C product is the research object, will analysis operation frombusiness ,procedure, material complement aspects, in order to find the rootcause of high-cost and corrective ways.From Business aspect, analysis through order qty, order lead time,variance of order, EC
8、O. Problems found:1. Lack of review of order when business dept received them2. Too many order changes happened, which cause the increase of qty ofurgent order.3. Orders lead time is short, which cause urgent material purchase toincrease material purchase cost, also lead to manufacture high cost,suc
9、h as labor, equipment.The way to solve the problem, business dept. should follow:1. Cut in order review when it is received, and base on minimaleconomic qty to receive. When receive the order, Order review teamreview manufacture capacity and material requirement.2. Provide payable value-add services
10、, such as ATE. Set up urgent orderfocus team, to deal with urgent order, provide new product running toincrease priceAt material aspect, analysis through: common material supplement,supplier original location, flexible supplement , pre-buy procedure, so that wefind the time difference between pre-or
11、der and pre-material, find the reasonof high-cost of material purchase:1. High percentage of order change which increase material cost2. Long purchase lead time, found: almost more than half of materialdelay 5 wks, so that can not meet demand of H3Cs prompt order change.3. Common analysis of purchas
12、e, 80 supplier provide 10 kinds ofmaterial, have to hire more buyers to face supplier4. Analysis of flexible purchase. To meet customer requirement, shouldshorten purchase lead time 2 wks which will increase cost also.5. From supplier original location, 49 suppliers within Guangdongprovince, occupy
13、45% of all supplier, will increase purchase lead time andfreight cost.So actions should be taken:1. Negotiate with customer to let manufacturer manage suppliers2. Global sourcing to add purchase value.3. Supplier localization process and reduce supplier qty.At production aspect, from analysis of pro
14、cess, value stream to findproblem,First, too many models and changeover cause high cost. Second,unreasonable layout of equipment, cause too many movement andtransferring. Third is bad management in high expense. So should cut in Leanproduction and cost control:1. Enhance Lean Kaizen activities2. Opt
15、imize line layout3. Improve changeover procedure4. Strictly control expense, such as: EOT approval procedure, OTexpense control, space / water / electrical expense control, increaseequipment utilization rate to reduce depreciation by way of SMED, device PI,productivity improvement.In one word, from analysis of systems, procedures and measures, wehave found proper ways to handling HMLV production, to control operationexpense under certain level. At the same
