Analysis And Optimization Of Company R Sample Order Planning Based On Value Stream

In the 21st century, market competition goes increasingly fierce in every industry. Customer expecting more and more with quality, service and lead-time. Enterprises have to constantly improve and optimize both their production and business mode, better meet customer needs and can live in the rigorous competition condition. At present, many manufacturing enterprises have realised the enormous benefit brought by production reengineering. Less waste in production field, more flexible machines, less time of the system answers a query, more transparency in productive process, and more efficient production. However,the main application of lean thinking has been limited to production field in most manufacturing companies. Company R, one of the world leaders of diesel system component suppliers, has the most advanced equipments and modern information system. But with the increasingly fierce market competition, company R has problems in production and management fields.Resulting from the need of company R to built lean-system and meet customers’ demand, this paper analyzes and optimizes customer sample order planning flow based on lean thinking, BPI and value stream analysis theory, hoping to reduce operating costs and improve customer satisfaction. This paper uses VSDiA to clarify the flow, and BPI method to optimize from the view of information flow.Firstly, this paper analyzes the procurement process of sample orders in company R, draws the value stream mapping with tool VSDiA. The value stream map gives us the time statistics of transfer time, query time and operation time in each process, helps us find waste and other problems in the flow. And then,this paper reengineers this process according to BPI theory and working criterion of company R.The implementation of new process improves the process cycle by 11.059%, from 597.014 hours to 530.991 hours. The new process has reduced the total process links from 20 to 17, removed 2 completely unvalued-added and 1 necessary but unvalued-add process links. Finally, the new process improves the process efficiency from 87.903% to 96.569%. The lead-time of customer sample order planning flow is reduced effectively and the process efficiency has reached 95% above. A shorter lead-time means higher customer satisfaction, and also leads to a great reduction of freight orders. This helps company R to save its costs. Besides, high transfer efficiency of process information reduces employees’ workload and promotes cooperation between departments.Finally, according to implementation of new process, this essay provides advises combined with continuous improvement ideas.