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首页> 外文期刊>International Journal of Technology Management: The Journal of the Technology Management of Technology, Engineering Management, Technology Policy and Strategy >Improving the efficiency and effectiveness of production by materials management
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Improving the efficiency and effectiveness of production by materials management

机译：通过物料管理提高生产效率和效益

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The primary objective of this study is to develop a new model for materials management in a case company. The new model improves on-time-deliveries by preventing the lack of material in production and improving the delivery promptness of suppliers. The secondary objectives of the model are to decrease inventories and time spent on the operative purchasing. The first section reviews the importance of logistics in purchasing and subcontracting, and reviews different methods for controlling material flow. The theory of the push system, mainly MRP II (Manufacturing Resource Planning) is compared with the Japanese pull system. Finally, the importance of forecasting and different classification methods of material are described. The second section presents the case company and the main problems of its purchasing process. The task of the study is also specified. The causes of material shortages, material and information flow, inbound logistics, time used by the purchasers, ability of the stock to serve the production, fluctuation of demand and on-time-deliveries of the suppliers are examined to describe the old procurement process and to find the main problems in it. To get rid off these problems, a new model based on the combination of the pull and push systems is developed. The pull is implemented by using a Kanban system and assigning the responsibility of material call-offs from purchasers to shop floor teams. The functionality of the model is verified by a pilot project with a selected supplier. The third section describes the new operational model and the practical changes and solutions done within the study. This includes placing of material, different ordering methods for various materials, sending of forecasts and receiving of material. The criteria for items to be controlled by pull - the Kanban items - are also presented. Benefits gained by kits and clusters in the future are also described. In the fourth section, the benefits gained by the new model are evaluated. Personnel satisfaction, quickened information flow, decreased inventories and number of material shortages, deepened supplier cooperation (better quality, lower prices, improved on time delivery) and improved delivery promptness of the case company are all means to improve customer satisfaction. Generalization possibilities of the model are also examined. [References: 8]
机译：这项研究的主要目的是为案例公司开发一种新的物料管理模型。新模型通过防止生产中缺少材料并提高供应商的交货及时性来改善准时交货。该模型的次要目标是减少库存和在执行采购上花费的时间。第一部分回顾了物流在采购和分包中的重要性，并回顾了控制物料流的不同方法。将推式系统的理论（主要是MRP II（制造资源计划））与日式拉式系统进行了比较。最后，介绍了预测的重要性以及材料的不同分类方法。第二部分介绍了案例公司及其购买过程中的主要问题。还指定了研究任务。考察了材料短缺，材料和信息流，入库物流，购买者使用时间，库存服务于生产的能力，需求波动和供应商按时交货的原因，以描述旧的采购流程和找到其中的主要问题。为了消除这些问题，开发了基于推拉系统组合的新模型。拉动是通过使用看板系统并将采购员的物料取消任务分配给车间团队来实现的。该模型的功能已通过与选定供应商的试点项目进行了验证。第三部分介绍了新的运营模式以及研究中进行的实际更改和解决方案。这包括物料的放置，各种物料的不同订购方法，预报的发送和物料的接收。还介绍了受拉动控制的项目（看板项目）的标准。还介绍了将来通过套件和集群获得的好处。在第四部分中，评估了新模型所获得的收益。人员满意度，加快的信息流，减少的库存和大量的材料短缺，加深供应商合作（更好的质量，更低的价格，按时交货）和提高案例公司的交货及时性都是提高客户满意度的手段。模型的一般化可能性也得到了检验。 [参考：8]

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