物流设施规划与设计

本科生毕业设计（论文）本科生毕业设计（论文）PAGE\*ROMANPAGE\*ROMANIV摘要随着经济全球化和信息技术的迅速发展，企业生产资料的获取与产品营销范围的日益扩大，社会生产、物资流通、商品交易及其管理方式中在并将继续发生深刻的变革。与此相适应，被普遍认为企业在降低物质消耗、提高劳动生产率以外的“第三利润源泉”的现代物流业正在世界的范围内广泛兴起。JHJH的组织功能和发展产生更积极的影响和效益。在规划与设计的过程中，了解了设施规划的重要性与设施规划的原则，以及设施规划的成功案例，对该车间进行物流系统状况的分析并确定出每个作业单位利用点评估法对车间原有的设施规划方案以及新的规划方案进行评估，对比两个方案得优缺点，并取最优方案，达到提高作业效率，节省作业时间，最终达到提AutoCAD关键词：物流工程；设施规划与设计；作业关系；点评估法AbstractWitheconomicglobalizationandtherapiddevelopmentofinformationtechnology,enterpriseaccesstothemeansofproductionandmarketingoftheproductsoftheincreasingsocialproduction,circulationofmaterials,commoditiestradinganditsmanagementinthewayandwillcontinuetoundergoprofoundchanges.Inrelationtothisadaptation,isgenerallyconsideredenterprisesinthereductionofmaterialconsumption,improvinglaborproductivityoutsideofthe"thirdsourceofprofit,"theworldofmodernlogisticsindustryiswidelywithinthescopeoftherise.Logisticsplanningisacertainregionorarangeoflogisticssystemforthebuildinglayoutstudy.Astheobjectofobservationandanalysisofdifferent,oftendifferentlogisticsplanningdivision.AccordingtothespecificsituationofChina'sconstruction,logisticsplanninggenerallyfallintothemacroleveloflogisticsplanningandmicro-levellogisticsplanningtwomajorcategories.Thegraduationprojectisamicro-levellogisticsplanning,istouseknowledgelearnedintheworkshopcuttingJHcompanyfacilitiesplanninganddesign,thecompanycutthroughtheJHworkshopfacilitiesandplacingtheprocessingflowanalysisandresearch,thecompanyTailoringworkshopofthefacilityplanninganddesign,facilitiesplanninganddesignindividualenterprisesintheproductionorservicesystemofproductionorconversionactivities,frominputtooutputofalltheprocess,thestaff,materialsandrelatedequipmentandfacilitiesnecessary,Tomakethemosteffectivecombinationwiththearrangementsandcoordinationwithotherrelevantfacilitiestoobtainthesafety,efficiencyandeconomyofoperationtomeetthebusinessneeds,whilefurthertothelong-termbusinessorganizationsfunctionanddevelopmentofamorepositiveimpactontheAndefficiency.Intheplanninganddesignintheprocessofunderstandingtheimportanceofthefacilitiesplanningandtheprinciplesoffacilitiesplanningandfacilitiesplanningsuccessstories,theworkshopforlogisticssystemsanalysisanddeterminethestatusofoperatingunitstoeachoftheoperatingrelationshipbetweenthegrades,OperatingRelationsActandtheuseofspace-relatedoperationsplansworkshoponplanninganddesign,useofassessmentattheworkshopoftheoriginalfacilitiesplanandanewplantoassessthecomparativeadvantagesanddisadvantagesofthetwooptionsandtaketheoptimalprogramme,Toimprovetheoperatingefficiencyandsavetime,ultimatelyachievingtheobjectiveofenhancingproductionefficiency.Anduseofsoftwareworkshoptomapoutthelayoutplans.Key words:logisticsengineering;facilitiesplanninganddesign;operations;pointassessmentmethod目录第1章绪论 错误！未定义书签。物流设施规划与设计的含义 错误！未定义书签。设施规划与设计的定义 错误！未定义书签。物流设施规划与设计的含义 错误！未定义书签。不同领域物流设施规划与设计的内涵 错误！未定义书签。设施规划的发展历史 1生产系统与物流的关系 错误！未定义书签。生产系统与物流的紧密关系 错误！未定义书签。生产系统的设计是物流优化的关键 错误！未定义书签。本章小结 错误！未定义书签。第2章物流系统设施布置设计 错误！未定义书签。设施布置设计的内容与目标 错误！未定义书签。设施布置的目标 错误！未定义书签。生产车间设施布置 错误！未定义书签。设施系统布置设计的含义 错误！未定义书签。生产车间设施布置的原则 错误！未定义书签。设施规划与设计的阶段 错误！未定义书签。生产车间设施布置的基本形式 错误！未定义书签。物流分析 错误！未定义书签。设施规划与物流分析的意义 错误！未定义书签。物流分析的方法 错误！未定义书签。本章小结 错误！未定义书签。第3章裁剪车间物流分析 错误！未定义书签。加工流程现状 错误！未定义书签。计算物流强度 错误！未定义书签。当量物流量计算方法 错误！未定义书签。计算裁剪车间的物流量 错误！未定义书签。确定物流强度等级与物流强度 错误！未定义书签。本章小结 错误！未定义书签。第4章裁剪车间设施布置方案及优化 错误！未定义书签。设施布置方案 错误！未定义书签。设施系统平面布置技术 错误！未定义书签。设施系统的平面布置 错误！未定义书签。车间布置 错误！未定义书签。工作现场布置的几项原则 错误！未定义书签。物流设施布置方案的评价与优化 错误！未定义书签。物流设施布置方案的评价 错误！未定义书签。车间布置图 错误！未定义书签。本章小结 错误！未定义书签。第5章结论 错误！未定义书签。总体评价 错误！未定义书签。本次设计启示 错误！未定义书签。TOC\o"1-1"\h\z\u参考文献 2致谢 3附录Ⅰ：裁剪车间原设备平面规划图 4附录Ⅱ：裁剪车间规划后设备平面规划图 5附录Ⅲ：外文文献 6本科生毕业设计（论文）本科生毕业设计（论文）3535在一般生产或服务系统设施规划与设计中，尽管也最求物流系统优化，但因设施的基本功能是生产、营销或其他服务，物流只是支持体系，物流合理化只是设施规划与设计必须考虑的内容。图1.1 物流系统规划设计与各经济领域设施的相关性设施规划的发展历史20世纪初——（主要凭经验和感觉）分工理论引发“工厂设计”(容）——操作法研究、工厂布置和物料搬运；1.2b)2030——“设施规划”取代“工厂设计”——用运筹学、生产一直是人类社会最基本、最重要的活动。生产过程就是把原材料等生产、参考文献王家善．设施规划与设计[M].北京：机械工业出版社，2001伊俊敏．物流工程[M].北京：电子工业出版社，2005.3宋伟刚．物流工程及其应用[M].北京：机械工业出版社，2003.4李云清．物流系统规划[M].上海：同济大学出版社，2004.8[M].冯耕中．现代物流规划与实践[M].北京：清华大学出版社，2005.4林立千.设施规划与物流中心设计[M].北京：清华大学出版社,2003张锦．物流系统规划[M].北京：中国铁道出版社，2004.9何晓莉.物流设施与设备[M].北京：机械工业出版社,2004.8谢如鹤.物流系统规划原理与方法[M].北京：中国物资出版社[11]方仲民．物流系统规划与设计[M]．北京：机械工业出版社，2003王炬香,于晓光,于明进.汽车制造企业的精益物流规划和管理[J]2004.1王晓芳,蔡临宁,林亨.“物流分析与设施规划”课程改革与教学实践实验室研究与探索,2006．1张可欣.导体车间设施布置设计与优化[D].沈阳工业大学,2006MsrthaCCooper，DouglasMLambertandJanusDPagh.suppplymanagement：morethananewnameforlogistics.theInternationalJournalLogisticsManagement，1997PPKLEUTGHENandJCMcGEE.DevelopmentandImplementationofanIntegratedInventoryManagementProgramatPfizerPharmaceuticals.Interfaces，1985致谢在论文完成之际，我要特别感谢我的指导老师的热情关怀和悉心指导。在我撰写论文的过程中，老师倾注了大量的心血和汗水，无论是在论文的选题、构思和资料的收集方面，还是在论文的研究方法以及成文定稿方面，我都得到了老师特别是将部长耐心的给我们讲解工艺流程等对论文有关的资料，在此一并致以诚最后，再次对关心、帮助我的老师和同学表示衷心地感谢本科生毕业设计（论文）本科生毕业设计（论文）附录Ⅰ：裁剪车间原设备平面规划图35本科生毕业设计（论文）本科生毕业设计（论文）附录Ⅱ：裁剪车间规划后设备平面规划图35本科生毕业设计（论文）本科生毕业设计（论文）3535附录Ⅲ：外文文献Fromlogisticstosupplychain:theUnitedStateslogisticsdevelopmenttrendInthe21stcentury,thelogisticsindustryinscientificandtechnologicalprogressandinnovation-drivenmanagementtechniques,developedfromquantitativechangequalitativechangeintheprocess.First,thelogisticssupplychaintoentertheera：Fromthedevelopmentoflogisticsanalysis,logisticsthinkinghasgonethroughprocessofcontinuouschange.Bowersoxauthoritativescholar,ProfessorofLogisticsthinkingoftheevolutionofthelogisticsdoneasummary:Inthe1950sbefore:thatthetransportefficiencyofthe1950s:thatthelogisticscosts,customerservice;1960s:thatcomprehensiveoutsourcing;1970s:thatoperationintegration,thequalityofthe1980s:thatfinancialperformanceandoptimizetheoperation;1990s:Customerrelationsandstressedthatenterprisesextensionofthe21stcentury:integrationofsupplychainmanagementstressed.LogisticsAssociationoftheUnitedStateschangeditsnametwice,theembodimentofthetwoover.In1963theestablishmentoftheassociation'snameis"PhysicalDistributionAssociation",in1985changeditsnametoAssociationoflogisticsmanagement,transportanddistributionisduetoanincreaseofmoreandmorecontent,thiscareerinthenarrowsenseoftransportandstorage,tothedevelopmentofabroaderThelogisticsfield.The21stcenturyandthesituationwasverysimilartothesituation,logisticsandearly1980s,whenCLMwhichwasrenamedthemajorchangesinthesameenvironment.Inthepast10oreventhelastfiveyears,thelogisticscareerprofessionals,includingincreasingthescope,intheroleofenterprisesintheincreasinglycritical.Logisticsprofessionalsintheorganizationofinternalandexternalorganizationsandmoreandmorepeoplearedealingwith.Logisticsprofessionalshavetakenplaceintheroleofevolution,includingnotonlythecontentoflogisticsandprocurement,productionoperations,market/marketingfunctions.Thisshowsthatthelogisticsindustrythantheoriginaltransportandstoragealsohasexpandedanddeepened,themoremanagement-orientedtechnologytotransformtraditionalindustriesandupgrading.2005changeditsnametoSupplyChainManagement本科生毕业设计（论文）本科生毕业设计（论文）3535Association,showedthatfromthelogisticssupplychaintothelogicalevolution.AmericanLogisticsAssociationreleasedthelatestsupplychainmanagement.CLMinaccordancewiththedefinitionofsupplychainmanagement,supplymanagementIncludingtherationalefortheprocurement,outsourcing,suchastransformingtheprocessofplanningandmanagementofallactivitiesandalllogisticsmanagementactivities.Moreimportantly,italsoincludesachannelpartnershipwithcoordinationandcollaboration,involvingsuppliers,brokers,third-partyserviceprovidersandcustomers.Inessence,supplychainmanagementwithinenterprisesandenterprisesisbetweenthesupplyanddemandmanagementintegration.Fromtheconceptofsupplychainmanagementofbordersandrelations,supplychainmanagementisthelinkbetweenenterprisesandenterprisesthefunctionsandbasicbusinessprocesses,willbetransformedintoitsorganicefficientmanagementofthebusinessmodelofintegration.Itincludesaforementionedprocessofalllogisticsactivities,alsoincludesaproductionoperation,itdrivesenterprisesandbetweenenterprisesofmarketing,sales,productdesign,financialandinformationtechnology,processandcoordinatedtheactivities.Second,logisticsandsupplychainconceptsandtechniquestotheforefront1.SophisticatedlogisticsFineFinelogisticsfromthemanufacturing,precisionmanufacturingareasproductionmanagementtechnologyresearchachievements,havemadegreatsuccess.Finelogisticsisemphasizedbythesimultaneousoperatingenvironment,cycletimecompression,thewholeprocessofvisibility,precisiondefactoPerformance,consistencyandtheprocessofnon-defective.2.6SigmaLogisticsSixSigmaisthelogisticsSixSigmainlogisticsmanagementintheapplication.SixSigmaisaprocessofdesignandthemethod,itsgoalistomeetthequalityrequirementsofmajorcustomersachievenear-perfectsituation.Itsfocusapplicationoftheresultsandthesuccessfulimplementationoftheelements,andsoon.Closed-looplogisticsTheconceptofclosed-looplogistics,isbeinglogisticsandsupplychain,reverselogisticsandstoragecapacityofintegration.Itismainlyusedinthefollowingareas:after-salesserviceandsparepartsreplacement,notforsale,notuse,wasterecycling,re-callordefectiveproducts,greenproducts"preservation."SophisticatedsupplychainFinesupplychainconceptisfinewiththeprincipleofsupplychainintegration,andisfineforthefurtherdevelopmentoflogistics.Finemanagementtoreducewasteandlowercosts,shortenthecycleofoperation,provideenhancedcustomervalueenhancetheircompetitiveedge,providesagreatwayintheproductionprocessmadegreatsuccess.Finesupplychainisthebasicplansetbusinessgoals,andsectoralobjectives,operatingobjectives,performanceandacleartarget valueoftheexistingdifferencesfindsthatthedevelopmenttimetoachievethedesiredobjectivesoftheframeworkandrequirements.Finesupplychainneedtoestablishthefivesteps:Selecttooltodeterminetheprinciples,strategiesandclearvalues,theleadingmethodofimplementationadaptationstrategies.Itrequiressophisticatedsupplychainenvironmenttocreateoutputculture,theestablishmentofenvironmentalfactors,themaximumtoavoidnon-outputbehavior.FinesupplychainandSixSigma,thecombinationalsointhecreationofanewconcept.SupplychainperformanceconsiderationsThepurposeoftheimplementationofthesupplychainistoenhancethecorecompetitivenessofenterprises.However,theeffectoftheimplementationofsupplychain,thereshouldbeanobjectivesystem.ThedevelopmentoflogisticsastheUnitedStatesistosupplychainmanagementandenterprisefinancialsupplychainmanagementandfinancialperformanceofthemaindrivingfactorsconnectedtothesupplychaintoachievetheperformanceconsiderations.Themajorfinancialindicators,includingincome,profitsandcorporatefundsUtilizationofthefollowingthreeaspects.Themainmethodistousethefinancialindicatorsastofindthegapbetweenthesupplychainprocess,activities,thetaskofupgradingroadmap,withmajoroperationsandthecorrespondingperformanceindicators,casestudiestoexploresupplychainsolutionsofthetruevalueofthesupplychainonthetotalcost(Operation+Costofcapitalexpenditures),theuseoffinancialindicatorstoestablishsupplychainperformanceandmeasureeffectivenessofthegoal.LeadingmanufacturingenterpriseshavesuccessfullyusedSixSigmamethodstoraiseoutputperformance.Inthesupplychainprocess,thismethodisalsoeffective.Fromthecustomercollaborationtotransportation,fromprocurementtosales(customerservice),stafffromtheperformanceofthecorporatestrategytoupgrade,toshowthattheimprovementofthesupplychainperformance.CashcyclemodelCash-cyclemodel,thebasicapproachistoenterprisesshouldbepaid,inventory,receivablesconvertedintothreeindicatorsdaysforunitstothevalueofinventorybythenumberofdayswiththenumberofdaysofreceivablesminuspayablesfewdays,cometothenumericalIstheircashcycle,thesmallerthevaluethattheshorterthecycleofcash,corporateprofitabilityisstronger.AccordingtothenorthoftheUniversityofTexasstudy,U.S.businessesahighlevelofcashcycleis62.1days,theaveragelevelof81.7days,arelativelylowlevelof96.8-185.1days.Thiscash-cyclemodelaretheadvantagesofeasydatacollection,measurementfromtheperspectiveofenterprisemobilitycanm