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1、摘要企业生产与运作管理中的一个核心问题是库存管理。库存一定程度上对保持生产运营的稳定起到了重要的作用。特别是对制造业企业来说，库存如果过多，超过了正常必须的范围，那么将要影响企业的资金使用效率，对企业的正常经营带来影响。本文首先采用文献研究法，对六西格玛的相关理论和研究现状进行了概述，然后运用六西格码理论和方法，针对A阀门有限公司阀门厂生产流程中库存进行六西格玛实践实证研究，按照DMAIC的标准流程，对案例的工厂进行了背景研究，并一步步研究了整个生产流程，包括原材料采购、供应商管理、生产质量控制、客户管理、信息流反馈原材料库存现状、成品库存现状等。第二步，是研究整个A阀门厂库存产生的具体原因，
2、具体包括：原材料采购和供应商管理、生产计划与质量控制，销售管理和客户管理。并针对三个因素确定了三个子项目，每个子项目进行了相关环节的定义和测量。在此基础上，针对三个子项目，进行了具体的分析，然后有针对性的提出了改进措施。在原有的流程基础上，增加了一个流程，即对所有的客户的信用进行评估，然后根据评估结果进行相关的分类，以此改进了原材料采购流程。然后通过相关数量分析方法，指出了焊接成品等在制品库存储存区的数量过大问题，通过建立相关模型，使生产计划精细化，由此提高了成品率和生产周期。最后重造了销售管理流程，增加了客户管理系统，以订单拉动生产计划，加快回款计划和资金周转，并设定客户信用记录，预防骗款骗
3、货事件发生。经过流程改造，为了确保流程的执行不走样，采取的措施是对流程涉及到的关键岗位，均设立了岗位的责任制度，以及相关的考核制度。项目成功与否，不能仅靠项目流程的改造就判断，需要具体的数字来比较，论文采用的是通过项目改造前后整个A阀门厂的库存数字来具体对比，数据显示，经过具体的项目流程改造和控制措施，大大减少了公司的库存，库存总额由之前的350万元减少为280万元，减少了20%以上。 关键词： 制造业 库存优化 六西格玛 企业管理上海海事大学工程硕士学位论文 基于六西格玛的某阀门有限公司库存优化研究AbstractProduction and operations management is
4、 a core issue in inventory management. Inventory to some extent to preserve stability in the operation has played an important role. For manufacturing companies, in particular, if too much inventory, exceeding the normal scope must be, it will affect the enterprises efficient use of funds, have an e
5、ffect on the normal operation of the enterprise.Paper first used literature research method, on six sigma of related theory and research status for has overview, then using liuxige yards theory and method, for Zhejiang dimension first valve limited valve factory production process in the inventory f
6、or six sigma practice empirical research, according to DMAIC of standard process, on case of factory for has background research, and a step step research has whole production process, including raw materials procurement, and supplier management, and production quality control, and customer manageme
7、nt, and flow feedback raw materials inventory status, and Inventory status. The second step is to examine specific reasons for d valve factory inventories as a whole, including: raw material procurement and vendor management, production planning and quality control, sales management and customer man
8、agement. And in each of the three factors identified three subprojects, each subproject for a definition and measurement of related links.On this basis, for three projects, carried out a detailed analysis, and put forward improvement measures. The processes on the basis of the original, adding a pro
9、cess, namely, an assessment of all of the customers credit and related classification according to the assessment results, to improve the raw material procurement processes. And then through the methods of quantitative analysis, pointed out the welding finished WIP storage area too large problem, th
10、rough the creation of models, refinement of the production plan, thus improving yield and production cycle. Finally reconditioned sales management processes, an increase of customer management systems, order-driven production planning and speed up payment plans and cash flow, and customer credit his
11、tory, cheat cheat prevention shipment event occurred.After the process of transformation, in order to ensure that the implementation process keeps its shape, measures are taken on the process involved in key positions, have set up post responsibility system, as well as related accountability standar
12、ds. Project success or not, cannot only by project process of transformation on judge, needs specific of digital to compared, papers used of is through project transformation before and after whole dimension first valve factory of inventory digital to specific compared, data displayed, after specifi
13、c of project process transformation and control measures, greatly reduced has company of inventory, inventory total by zhiqian of 3.5 million Yuan reduced for 2.8 million Yuan, reduced has 20% above.Key words: Six Sigma manufacturing inventory optimization of enterprise management目 录目 录IV第一章 绪论11.1
14、研究背景11.2 国内外研究现状21.2.1 六西格玛在国外的发展和应用21.2.2 六西格玛在国内的发展及应用31.2.3 库存优化发展现状31. 3论文框架结构5第二章 六西格玛基础理论62.1 六西格玛理论简介62.1.1从质量成本的角度62.1.2 从管理的角度62.2 DMAIC模式72.2.1 DMAIC模式介绍72.2.2 DMAIC模式的具体实施92.3六西格玛的组织架构10第三章 定义阶段和测量阶段123.1 公司背景123.2 研究准备133.3定义阶段143.3.1项目背景143.3.2项目定义153.3.3项目团队163.3.4项目计划173. 5测量阶段183.6 分
15、析阶段213.6.1 销售服务及客户管理子项目分析243.6.2在制品库存子项目分析263.6.3原材料库存、供应商管理子项目分析29第四章 优化方案的设计、改进阶段334.1 销售服务流程改建及客户数据库建立334.1.1 客户数据库334.1.2销售管理流程344.2 在制品库存影响因素的优化364.2.1 生产计划精细化364.2.2生产过程中的质量控制414.3 采购流程重整及供应商管理474.3.1 建立原材料标准库存量474.3.2供应商管理分析494.3.3 供应商管理的新原则及策略50第五章 控制阶段及效果评价525.1 客户管理方案的控制及效果评价525.1.1 客户数据库的建立及控制525.1.2 客户数据库的效果评价535.2 质量控制及效果评价545.2.1 用控制图来保证质量控制方案545.3 原材料库存、供应商管理方案控制及效果评价565.3.1原材料库存控制及效果评价565.3.2 供应商控制及效果评价585.4 采取各种措施保证整体方案的实施和全员参与605.5项目总体实施效果评价61第六章 结论与展望636.1本论文主要完成的成果和工作636.2论文不足之处及展望64参考文献- 65 -第一章 绪论1.1 研究背景随着我国市场经济的快速发展，大量的基础建设的投入。汽车行业成为国内较快发
