以即时顾客化定制为目标的生产模式研究
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摘要
顾客越来越强烈地要求即时得到廉价的个性化产品和服务,这种要求促使企业希望以低成本即时提供满足顾客个性化需求的产品和服务。但是,现在还没有一种生产模式能使企业实现该目标。因此,有必要对生产模式进行创新研究,提出一种能实现上述目标的新型生产模式。沿用零时组织的目标“即时顾客化定制”,本文称这种生产模式为即时顾客化定制。为了建立即时顾客化定制生产模式,本文对它进行了深入的研究,得到了如下创新成果。
首先,提出了一个生产模式整体描述模型“生产模式树”。从可获得文献来看,现在描述生产模式的方法只有基于活动和基于规则(原则)的方法,这些方法都是用纯文字语言描述生产模式,难以从整体描述生产模式,也不容易描述生产模式的各构成要素之间的关系。通过分析发现,现有图形语言工具要么不适用于描述生产模式,要么描述生产模式具有明显的局限性。本文将生产模式分解为三类基本要素,然后将一系列基本要素依两类基本逻辑关系组合而成的生产模式树,是一种能从整体描述生产模式并能描述生产模式的各构成要素之间关系的图形语言工具。
第二,提出了一个通用性的生产模式创新模型。虽然许多学者使用多种创新方法,提出了许多新生产模式,但是所使用的创新方法都是针对特定情况而言的,不具备通用性。现有文献还没有研究通用性的生产模式创新方法,没有提出对生产模式创新过程具有指导作用的原则和理论,没有提出生产模式的创新流程。作者提出的创新模型包括创新源泉和创新流程模型两部分。创新源泉能为生产模式创新提供指导。已总结的创新源泉主要有源自TRIZ 的9 条创新原则和3 条分离原则、源自现有生产模式使用过的规模经济理论、范围经济理论、集成经济理论、内部协调性原则、外部协调性原则、消除浪费降低成本的假设等。创新流程模型是以寻找冲突和解决冲突为核心的包括10 个步骤的生产模式创新过程模型。
第三,运用生产模式树和创新模型,提出了即时顾客化定制的中观层的整体运作逻辑模型“即时顾客化定制生产模式树”。现有文献主要从零时哲理、五个零时原则、互锁S 曲线战略和T 战略等宏观层研究即时顾客化定制,从中观层提出了急救室式、
An increasing trend towards a new manufacturing model with the objective of ‘low cost, customisation, and zero customer lead time’is occurring due to customers demanding their orders for individual products or services be fulfilled instantly and at price near the price of standard products or services, and due to manufacturers longing for satisfying individual customer’s needs with instant fulfillment as customers articulate their needs while manufacturers stay near mass production efficiency. It is therefore imperative to develop a new manufacturing model via innovation to realise the synergies among customisation, zero customer lead time, and low cost.
A new graphical language tool to describe manufacturing models, named manufacturing model tree (MMT), was proposed. The practices-based approach and rules-based approach, two existing description tools of manufacturing models in literature, can not depict the relationships among the elements of a manufacturing model, and can not describe a manufacturing model totally and effectively, because of only using literal language. It is found by analysing their applicability that the existing graphical language tools cannot describe manufacturing models or have marked disadvantages to describe manufacturing models. The criteria of MMT, stages to draw MMT, and benefits of using MMT were also put forward. MMT is composed of three basic elements and two kinds of basic relationships. MMT can depict the relationships among the elements of a manufacturing model. With MMT, the manufacturing model can be described and understood more effectively and holistically than the practices-based approach and rules-based approach.
The Manufacturing Model Innovation Model (MMIM), which is composed of Innovation Sources for manufacturing models and Manufacturing Model Innovation Process Model (MMIPM), was proposed. Despite many innovation approaches that have been used to develop many manufacturing models since 1980, the existing innovation approaches are all fit for specialised case and there is no universal innovation process model for identifying new manufacturing models. The Innovation Sources proposed can direct innovators to seek new operational tactices when developing a new manufacturing model. MMIPM consists of 10 stages to develop the new manufacturing model. MMIPM embodies the methods used in developing world-class manufacturing,lean production,
mass customisation, and strategically flexible production. MMT, Innovation Sources, and MMIPM are integrated into MMIM because MMT and Innovation Sources are used in the stages of MMIPM. MMIM is a universal model to develop a new manufacturing model. MMIM can be illustrated by examining the history of Toyota Motor Corporation between 1948 and 1963 when lean production was pioneered. An operational framework of a new manufacturing model of ‘instant customerisation’was elicited by means of MMIM. The current efforts towards instant customerisation and customerisation have mainly highlighted their strategies while neglecting the operational tactics and tenets. The operational framework proposed includes the operational tactics of low cost and the tactics of synergies of low cost, customisation, and zero customer lead time. The tactics of low cost mainly include building similar component parts to (traditional) forecasting, product family based design, modular product design, and modular process design. All the tactics of low cost are succeeded from mass customisation. The tactics of synergies of low cost, customisation, and zero customer lead time mainly have finalise-to-individual demand forecasting, total customer participation and value fusion, increasing overall production system efficiency, establishing an integrated planning and control system, establishing an integrated information management system, and establishing an integrated design platform. All of these tactics form five operational tenets of instant customerisation basing on the relationships among these tactics. The operational framework proposed can integrate these operational tactics into a coherent production and operation system because the framework can characterise the relationships among these tactics. After analysed the characteristics of individual demands, the thoughts of individual demand forecasting was brought forward. It is considered that individual demand forecasting aims at forecasting needs of a single customer by making use of the transaction and non-transaction information which are related to the customer. In addition, the essential ingredients to implement individual demand forecasting were put forward so that forecast accuracy can be increased. In order to decrease complexity of individual demand forecasting, a forecasting platform was advanced. Three new tactics in sharing demand information are proposed because individual demand forecasting cannot be realized using the existing tactics. The flow to implement individual demand forecasting was presented. After describing the process of occurring and transferring of demand in demand chains and pointing out the disadvantages of placing order to manufacturers by demand chains, demand visibility method (DVM), a method for manufacturers to determine
demand using demand-related information from demand chains before placing orders to manufacturers by demand chains, was put forward. The elements of DVM were proposed, which includes demand visibility information sources, demand visibility techniques, cooperation mechanism between manufacturers and nodes of demand chains, optimisation of demand visibility point, and assistant techniques for demand visibility. The characteristics of DVM, which the elements of DVM will be changed with the different demand, are illustrated and verified. The illustrated and verified characteristics of DVM can reveal that individual demand forecasting is a kind of DVM and that instant customerisation, a new manufacturing model proposed in this work, is fit for needs characterised by low correlation and middle autocorrelation.
首先,提出了一个生产模式整体描述模型“生产模式树”。从可获得文献来看,现在描述生产模式的方法只有基于活动和基于规则(原则)的方法,这些方法都是用纯文字语言描述生产模式,难以从整体描述生产模式,也不容易描述生产模式的各构成要素之间的关系。通过分析发现,现有图形语言工具要么不适用于描述生产模式,要么描述生产模式具有明显的局限性。本文将生产模式分解为三类基本要素,然后将一系列基本要素依两类基本逻辑关系组合而成的生产模式树,是一种能从整体描述生产模式并能描述生产模式的各构成要素之间关系的图形语言工具。
第二,提出了一个通用性的生产模式创新模型。虽然许多学者使用多种创新方法,提出了许多新生产模式,但是所使用的创新方法都是针对特定情况而言的,不具备通用性。现有文献还没有研究通用性的生产模式创新方法,没有提出对生产模式创新过程具有指导作用的原则和理论,没有提出生产模式的创新流程。作者提出的创新模型包括创新源泉和创新流程模型两部分。创新源泉能为生产模式创新提供指导。已总结的创新源泉主要有源自TRIZ 的9 条创新原则和3 条分离原则、源自现有生产模式使用过的规模经济理论、范围经济理论、集成经济理论、内部协调性原则、外部协调性原则、消除浪费降低成本的假设等。创新流程模型是以寻找冲突和解决冲突为核心的包括10 个步骤的生产模式创新过程模型。
第三,运用生产模式树和创新模型,提出了即时顾客化定制的中观层的整体运作逻辑模型“即时顾客化定制生产模式树”。现有文献主要从零时哲理、五个零时原则、互锁S 曲线战略和T 战略等宏观层研究即时顾客化定制,从中观层提出了急救室式、
An increasing trend towards a new manufacturing model with the objective of ‘low cost, customisation, and zero customer lead time’is occurring due to customers demanding their orders for individual products or services be fulfilled instantly and at price near the price of standard products or services, and due to manufacturers longing for satisfying individual customer’s needs with instant fulfillment as customers articulate their needs while manufacturers stay near mass production efficiency. It is therefore imperative to develop a new manufacturing model via innovation to realise the synergies among customisation, zero customer lead time, and low cost.
A new graphical language tool to describe manufacturing models, named manufacturing model tree (MMT), was proposed. The practices-based approach and rules-based approach, two existing description tools of manufacturing models in literature, can not depict the relationships among the elements of a manufacturing model, and can not describe a manufacturing model totally and effectively, because of only using literal language. It is found by analysing their applicability that the existing graphical language tools cannot describe manufacturing models or have marked disadvantages to describe manufacturing models. The criteria of MMT, stages to draw MMT, and benefits of using MMT were also put forward. MMT is composed of three basic elements and two kinds of basic relationships. MMT can depict the relationships among the elements of a manufacturing model. With MMT, the manufacturing model can be described and understood more effectively and holistically than the practices-based approach and rules-based approach.
The Manufacturing Model Innovation Model (MMIM), which is composed of Innovation Sources for manufacturing models and Manufacturing Model Innovation Process Model (MMIPM), was proposed. Despite many innovation approaches that have been used to develop many manufacturing models since 1980, the existing innovation approaches are all fit for specialised case and there is no universal innovation process model for identifying new manufacturing models. The Innovation Sources proposed can direct innovators to seek new operational tactices when developing a new manufacturing model. MMIPM consists of 10 stages to develop the new manufacturing model. MMIPM embodies the methods used in developing world-class manufacturing,lean production,
mass customisation, and strategically flexible production. MMT, Innovation Sources, and MMIPM are integrated into MMIM because MMT and Innovation Sources are used in the stages of MMIPM. MMIM is a universal model to develop a new manufacturing model. MMIM can be illustrated by examining the history of Toyota Motor Corporation between 1948 and 1963 when lean production was pioneered. An operational framework of a new manufacturing model of ‘instant customerisation’was elicited by means of MMIM. The current efforts towards instant customerisation and customerisation have mainly highlighted their strategies while neglecting the operational tactics and tenets. The operational framework proposed includes the operational tactics of low cost and the tactics of synergies of low cost, customisation, and zero customer lead time. The tactics of low cost mainly include building similar component parts to (traditional) forecasting, product family based design, modular product design, and modular process design. All the tactics of low cost are succeeded from mass customisation. The tactics of synergies of low cost, customisation, and zero customer lead time mainly have finalise-to-individual demand forecasting, total customer participation and value fusion, increasing overall production system efficiency, establishing an integrated planning and control system, establishing an integrated information management system, and establishing an integrated design platform. All of these tactics form five operational tenets of instant customerisation basing on the relationships among these tactics. The operational framework proposed can integrate these operational tactics into a coherent production and operation system because the framework can characterise the relationships among these tactics. After analysed the characteristics of individual demands, the thoughts of individual demand forecasting was brought forward. It is considered that individual demand forecasting aims at forecasting needs of a single customer by making use of the transaction and non-transaction information which are related to the customer. In addition, the essential ingredients to implement individual demand forecasting were put forward so that forecast accuracy can be increased. In order to decrease complexity of individual demand forecasting, a forecasting platform was advanced. Three new tactics in sharing demand information are proposed because individual demand forecasting cannot be realized using the existing tactics. The flow to implement individual demand forecasting was presented. After describing the process of occurring and transferring of demand in demand chains and pointing out the disadvantages of placing order to manufacturers by demand chains, demand visibility method (DVM), a method for manufacturers to determine
demand using demand-related information from demand chains before placing orders to manufacturers by demand chains, was put forward. The elements of DVM were proposed, which includes demand visibility information sources, demand visibility techniques, cooperation mechanism between manufacturers and nodes of demand chains, optimisation of demand visibility point, and assistant techniques for demand visibility. The characteristics of DVM, which the elements of DVM will be changed with the different demand, are illustrated and verified. The illustrated and verified characteristics of DVM can reveal that individual demand forecasting is a kind of DVM and that instant customerisation, a new manufacturing model proposed in this work, is fit for needs characterised by low correlation and middle autocorrelation.
引文
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