Research On Order Delivery Cycle Of F Company

Market competition and globalization,as well as the continuous launch of industry 4.0 and China intelligent manufacturing 2025,the manufacturing industry is facing new challenges,such as fast and on-time delivery,the increase of demand varieties and special customization,continuous improvement of quality and reduction of sales price,shorter and shorter product life cycle,boundless business,which puts forward new requirements for enterprises in flexible production and rapid response.As a typical representative of small and medium-sized private enterprises in China,F company has been developing in the motor fan industry for 15 years,and has been tenacious survival with the advantages of customer resources and product cost performance.With the increasingly fierce market competition,F company must actively respond to the market and customer requirements,strive to shorten the delivery cycle,and make greater rapid response Upgrade to gain a new round of competitive advantage.This paper takes F company as the case background,F company has the problem of long delivery cycle,and there is a big gap with customer expectations,which urgently needs to be improved.For this reason,this paper first analyzes the whole process of F company's delivery cycle through the lean value flow method,and divides the delivery cycle into four stages(1)order processing cycle(2)purchase cycle(3)production cycle.(4)Transportation cycle.It is found that F company takes the longest time in the procurement cycle,which leads to a large waste,followed by a waste in the production cycle.Next,this paper analyzes the waste in purchasing cycle and production cycle,and finds that the main problems of F company's delivery cycle are focused on three aspects:(1)unreasonable setting of safety stock;(2)large deviation of sales forecast;(3)waste of capacity queuing.In view of these three main problems,this paper uses the methods of 5WHY,brainstorming and fishbone diagram analysis to find out the root causes behind the problems.The results show that the unreasonable safety stock is mainly caused by the lack of methods,the big deviation of sales forecast is mainly caused by the lack of methods and processes,and the waste of capacity queuing is mainly caused by a single MTO production mode and no hierarchical management of customer importance.For this reason,this paper puts forward the corresponding solutions.In view of the unreasonable safety stock,the scientific calculation method of safety stock is used to reset it;in view of the large deviation of sales forecast,the qualitative and quantitative sales forecast method and the strengthening of loss nodes are used to improve the compliance;in view of the production capacity queuing waste,the production mode of combination of MTO and MTs is used,and the 80 / 20 rule is applied to Customers rank ABC importance to lean resources.After the implementation of the above series of programs,F company's delivery cycle has been significantly shortened,customer satisfaction has been effectively improved,and the competitiveness of the enterprise has been enhanced.