建筑业企业物资精益化管理研究
摘要
物资管理是建筑业企业一项十分重要的管理工作。由于我国经历了较长的计划经济时期,建筑业企业的物资管理思想观念陈旧、管理水平较低。精益思想起源于日本的丰田汽车公司的生产方式,是一种先进的管理思想,它的核心是消除一切浪费,创造财富。本文从精益思想的涵义出发,结合建筑业企业特有的物资管理方式,探讨了如何在建筑业企业日常的工作中实现物资的精益化管理,最终达到降低物资成本,提高建筑业企业物资管理水平的目的。
精益供应商管理是建筑业企业物资精益化管理的重要环节。拥有一支稳定可靠和长期合作的供应商队伍,是建筑物资保质、保量、稳定供应的前提,也是降低物资库存的关键。在现阶段,建筑业企业拥有自己的合格供应商库。科学全面的评价体系是衡量精益供应商的尺度,实现对合格供应商库的动态监督。基于建筑业企业现有供应商评价指标的不足,通过和企业工作人员的交流,提出精益供应商评价体系,并运用模糊综合评判法将定性指标量化,实现了评价结果有科学的数据支持。
库存管理是控制物资成本的关键。精益思想提倡物资供应的敏捷性和准时性,这也是实现物资“零库存”的途径。敏捷性是对物资需求变化的快速响应,在建筑业企业现有月度物资需求计划的基础上,实现以当月每周的物资需求量上报。当出现需求变化,及时上报,物资管理部门及时更新计划,并针对变化实施应对措施。整个需求计划不断调整,形成滚动的物资需求计划。并将准时化采购运用到建筑业企业,以降低物资库存。
信息是整个物资管理的桥梁。建筑业企业的物资管理涉及大量繁杂的信息,要实现信息的及时准确传递,必须实现信息的电子化管理。在企业的实际调研中,很好的了解了建筑业企业物资管理的业务流程,运用精益思想规范业务流程,规划出建筑业企业物资管理的功能模块。物资管理信息系统能够实现信息资源的共享,减少信息在传递中的损失和延误,是实现物资精益化管理的基础平台。
通过供应商、库存和信息精益化管理的实现,建筑业企业物资精益化管理得到了很好的诠释,最终实现了提高物资管理水平和企业管理水平的目的。
Materials management is a very important enterprises management forconstruction enterprises. Because China experienced a long planned economy period,materials management of construction enterprises is an old concept and it’s in lowlevel. Lean thinking comes from Japan's Toyota Motor Corporation's production,which is an advanced management. Its essence is the elimination of all waste and thecreation of wealth. This article starts from the concept of lean thinking ,combineswith the special materials management way of construction enterprises, discusseshow the construction enterprises achieve supplies lean management in their dailywork, so as to achieve the goal of lower material cost and effective management ofconstruction enterprises.
Lean supplier management is an important part of lean materials management inconstruction enterprises. Having a stable, reliable and long-term cooperation supplierteam is the premise of construction materials’durability, full amount and stablesupply, as well as the key of reducing material inventory. At this stage, constructionenterprises have their own qualified supplier library. Comprehensive scientificevaluation system is the scale of measuring lean suppliers, realizing the dynamicsupervision of the qualified suppliers. Based on the disadvantages of existing supplierevaluation indicators of construction enterprises, through communication with theenterprises’workers, lean supplier evaluation system is proposed. Furthermore, theauthor applies the vague comprehensive judging method, and implements theassessment result with scientific data support.
Inventory management is the key point to control the materials cost. Leanthinking emphasizes the agility and punctuality of material supply, which is the wayto achieve "zero inventory". Agility is the rapid response to the change of demand forgoods, which means on the basis of existing construction enterprises’monthlymaterial requirements plan, the weekly report of every month’s material demand canbe achieved. When demand changes, it will be reported in time, then materialsmanagement departments will update the plan and implement response measures. Theentire plan needs constant adjustments, and the rolling material requirement planningwill be formed. JIT procurement will be used in construction enterprises to reduce material inventory.
Information is the bridge of entire material management. A large amount ofcomplicated information is involved in material management of constructionenterprises, and in order to achieve a timely and accurate information transmission,an electronic information management must be needed. In the actual investigation, thebusiness process of construction enterprises materials management is well understood,lean thinking is used to standard business processes, functional modules ofconstruction enterprises materials management is also planed. Material managementinformation system can achieve the sharing of information resources and reduce theloss and delay of information transmission, which is the basis platform for realizinglean material management.
Through the implementation of lean management for suppliers, inventory andinformation, lean management of construction enterprises is well interpreted, and ithelps to improve the material management and enterprises management.
精益供应商管理是建筑业企业物资精益化管理的重要环节。拥有一支稳定可靠和长期合作的供应商队伍,是建筑物资保质、保量、稳定供应的前提,也是降低物资库存的关键。在现阶段,建筑业企业拥有自己的合格供应商库。科学全面的评价体系是衡量精益供应商的尺度,实现对合格供应商库的动态监督。基于建筑业企业现有供应商评价指标的不足,通过和企业工作人员的交流,提出精益供应商评价体系,并运用模糊综合评判法将定性指标量化,实现了评价结果有科学的数据支持。
库存管理是控制物资成本的关键。精益思想提倡物资供应的敏捷性和准时性,这也是实现物资“零库存”的途径。敏捷性是对物资需求变化的快速响应,在建筑业企业现有月度物资需求计划的基础上,实现以当月每周的物资需求量上报。当出现需求变化,及时上报,物资管理部门及时更新计划,并针对变化实施应对措施。整个需求计划不断调整,形成滚动的物资需求计划。并将准时化采购运用到建筑业企业,以降低物资库存。
信息是整个物资管理的桥梁。建筑业企业的物资管理涉及大量繁杂的信息,要实现信息的及时准确传递,必须实现信息的电子化管理。在企业的实际调研中,很好的了解了建筑业企业物资管理的业务流程,运用精益思想规范业务流程,规划出建筑业企业物资管理的功能模块。物资管理信息系统能够实现信息资源的共享,减少信息在传递中的损失和延误,是实现物资精益化管理的基础平台。
通过供应商、库存和信息精益化管理的实现,建筑业企业物资精益化管理得到了很好的诠释,最终实现了提高物资管理水平和企业管理水平的目的。
Materials management is a very important enterprises management forconstruction enterprises. Because China experienced a long planned economy period,materials management of construction enterprises is an old concept and it’s in lowlevel. Lean thinking comes from Japan's Toyota Motor Corporation's production,which is an advanced management. Its essence is the elimination of all waste and thecreation of wealth. This article starts from the concept of lean thinking ,combineswith the special materials management way of construction enterprises, discusseshow the construction enterprises achieve supplies lean management in their dailywork, so as to achieve the goal of lower material cost and effective management ofconstruction enterprises.
Lean supplier management is an important part of lean materials management inconstruction enterprises. Having a stable, reliable and long-term cooperation supplierteam is the premise of construction materials’durability, full amount and stablesupply, as well as the key of reducing material inventory. At this stage, constructionenterprises have their own qualified supplier library. Comprehensive scientificevaluation system is the scale of measuring lean suppliers, realizing the dynamicsupervision of the qualified suppliers. Based on the disadvantages of existing supplierevaluation indicators of construction enterprises, through communication with theenterprises’workers, lean supplier evaluation system is proposed. Furthermore, theauthor applies the vague comprehensive judging method, and implements theassessment result with scientific data support.
Inventory management is the key point to control the materials cost. Leanthinking emphasizes the agility and punctuality of material supply, which is the wayto achieve "zero inventory". Agility is the rapid response to the change of demand forgoods, which means on the basis of existing construction enterprises’monthlymaterial requirements plan, the weekly report of every month’s material demand canbe achieved. When demand changes, it will be reported in time, then materialsmanagement departments will update the plan and implement response measures. Theentire plan needs constant adjustments, and the rolling material requirement planningwill be formed. JIT procurement will be used in construction enterprises to reduce material inventory.
Information is the bridge of entire material management. A large amount ofcomplicated information is involved in material management of constructionenterprises, and in order to achieve a timely and accurate information transmission,an electronic information management must be needed. In the actual investigation, thebusiness process of construction enterprises materials management is well understood,lean thinking is used to standard business processes, functional modules ofconstruction enterprises materials management is also planed. Material managementinformation system can achieve the sharing of information resources and reduce theloss and delay of information transmission, which is the basis platform for realizinglean material management.
Through the implementation of lean management for suppliers, inventory andinformation, lean management of construction enterprises is well interpreted, and ithelps to improve the material management and enterprises management.
引文
1国家统计局固定资产投资统计司．中国建筑业统计年鉴—2005．中国统计出版社2006.9：3-26
2李俊波．建筑业已成为名副其实的支柱产业．http://www.cein.gov.cn/news/show.asp?rec_no=15226
3中华人民共和国国家统计局．2006年中国发展报告．中国统计出版社2006：163
4连文平．采购管理—工程总承包项目成功的关键要素之一．项目管理者联盟，2004.5
5李守林．我国建筑机械的发展与展望．http://www.lfcabr.com/cabr-zhuanjiajianji20nian.htm
6 Lauri Koskela. Application of the New Production Philosophy to the Construction,1992
7 Hyun Jeong Choo. Distributed Planning and Coordination to Support LeanConstruction[D]. Berkeley: University of Califorlia. 2003
8 Irisr Ibmmelein. Pull-driven scheduling for Pipe-Spool Installation: Simulation ofLean Construction Technique[J].Journal of Construction Engineering andManagement, ASCE, July/August 1998.124（4）:279-288.
9 Iris Tommelein, Annie Li. Just-In-Time Concrete Delivery: Mapping Alternativesfor Vertical Supply Chain Integration[J]. Proceedings Seventh Annual Conferenceof the International Group for Lean Construction, IGLC-7，Berkeley, CA,1999.7:97-108
10 Iris Tommelein, Markus Wiesenberger. More Just-In-Time: Location of Buffers inStructural Steel Supply and Construction Processes[J].Proceedings SeventhAnnual Conference of the International Group for bean Construction, IGLC-7Berkeley, CA. 1999.7:109-120
11田宇，朱道立．精益物流．物流技术，1999（6）：19-21
12艾伦·哈里森，锐莫克·万·胡可．物流管理与战略．北京：电子工业出版社，2003
13王之泰．物流工程研究．北京：首都经济贸易大学出版社，2004
14 Tim Laseter, Keith Oliver.高效的供应链管理何处寻？．http://www.70era.com/Business/Article_5109_2.html
15王起．浅谈现代物流及其运用．市场周刊·财经论坛，2004（1）：34-36
16付勇．实施CRM打开企业文化法门．当代经理人，2001（10）：84-87
17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．工业工程，2004.7（1）：22-25
18宣春霞，魏人鹏．大制造业呼唤精益物流．经济师，2004（5）：13-14
19周成波，刘秋生，陈书玉．中国精益物流发展分析与研究．现代物流，2006.9：69-71
20邢广英．浅析物资管理信息系统的开发．港口科技动态，2005（12）:20-21
21 Lamming, Supply[M] R C. Beyond Partnership: Strategies for Innovation andLean Prentice Hall. 1993.
22 Hyeon H. Fian Deng: Design Framework for Concurrent Engineering, Computer& Industry Engineer. 1999.2:21-22
23 Sharma U. Implementing lean principles with the Six Sigma advantage: how abattery company realized significant improvements. Journal of OrganizationalExcellence,2003,22（3）:43-52
24 Daniel T. Jones. Lean Logistics[J]. International Journal of Physical Distribution& Logistics Management, Vol. 27，No. 3/4, 1997
25曹俊超，戴克商．物资管理理论和实务．清华大学出版社，北京交通大学出版社，2006：4
26宋修海，张志照，梁振辉．施工企业项目管理．青岛海洋大学出版社，1996：360
27宋艳华，金维兴，张文荣．基于供应链管理的建筑企业核心竞争力分析．建筑经济，2004.12：17-19
28 Vrijhoef, Ruben and Lauri Koskela,“The four roles of supply chain managementin construction,”European Journal of Purchase & Supply Management,2000（6）:169-178.
29 Carlos T. Formoso, Lucio Soibelman. Material Waste in Building Industry, Journalof Construction Engineering and Management, 2002（8）:316-325
30马才农．加强物资采购监管-提高企业经济效益．施工企业管理，2003（4）：40-41
31江伟，赵振宇．我国建筑业物流供应链管理探究．建筑经济，2003（5）：23-25
32江超群，董威．现代物流运营管理．广州：广州经济出版社，2003
33张鸿．浅谈建筑企业的物流信息化管理．建筑经济，2004（4）：65-67
34 Christine Harland. Supply chain operational performance roles[J]. IntegratedManufacturing System, 1997,18（2）:70-78
35 Zipkin P. The Limits of Mass Customization. Sloan Management Review, 2001,42（3）:81-87
36吴来伟，赵俊．建筑施工中的物流管理．建设科技，2004（16）：30-31
37张路．建立精益思想下的供应商伙伴关系．企业研究，1999（7）：74-75
38 Palaneeswaran E Kumaraaswamy M Rahman M Thomas Ng. Curing CongenitalConstruction Industry Disorders through Relationally Integrated Supply Chains[J].Building and Environment, 2003（38）
39（英）艾伦·哈里森著，张杰译．物流管理．机械工业出版社，2006.4
40郭伟．供应链理论在乌石化物资管理中的应用研究．对外经济贸易大学工商管理硕士（MBA）学位论文，2006.10：21-22
41王槐林．采购管理与库存控制．北京：中国物资出版社，2002
42 Degraeve, Z., E. Labro and F. Roodhooft, 2000, An evaluation of vendor selectionmodels from a total cost of ownershiop perspective, European Journal ofOperational Research, 125, pp.34-58
43（美）查尔斯C·波里尔，谢东梅等译．电子供应链管理．机械工业出版社，2002.11
44林勇，马士华．供应链管理环境下供应商的综合评价选择研究．物流技术，2005（5）：30-32
45沈小静，谭广魁，唐长虹．采购管理．北京：中国物资出版社，2003
46 John W. Satzinger等著，朱群雄等译．系统分析与设计．.北京：机械工业出版社，2002.8:339-341
47 Henig, M., Gerchak, Y., The structure of periodic review policies in the presenceof random yield, operations research, 1990:635
48 Gullu, R., Onol, E., Erkip, N., Analysis of an inventory system under supplyuncertainty, international Journal of production economics, 1999:380
49 William J. Stevenson著．张群,张杰等译．生产与运作管理．机械工业出版社，P398
50肖智军等．精益生产方式JIT．海天出版社，2002：74
51 Mario Fiallo C, Victor Hugo Revelo P. Applying the Last Planner Control Systemto A Construction Project: A Case Study in Quito, Ecuador[J]. Proceedings IGLC-10, Gramado, Brazil 2002.8
52 Seyed-Mahmoud Aghazadeh. JIT inventory and competition in the globalenvironment, a comparative study of American and Japanese values inautoindustry[J]. Cross Culture Management, 2003,10（4）:29-42
53陈荣秋，马士华．生产运作管理．北京：机械工业出版社，2004：302-341
54（美）Martin Chistopher．物流与供应链管理．电子上业出版社，2003:169
55 Marilyn Greenstein & Todd M. Feinman. Electronic Commerce: Security. RiskManagement and Control. April, 2000
56 Bowersox. Logistical Management: The Integrated Supply Chain Process WestPublishing Company. 2000:113-129
57李晓东，张德群，孙立新．工程管理信息系统．北京：机械工业出版社，2004.1：108
58郎勇成．工程项目招标管理信息系统理论与应用研究．华北电力大学硕士学位论文2006.5：1
2李俊波．建筑业已成为名副其实的支柱产业．http://www.cein.gov.cn/news/show.asp?rec_no=15226
3中华人民共和国国家统计局．2006年中国发展报告．中国统计出版社2006：163
4连文平．采购管理—工程总承包项目成功的关键要素之一．项目管理者联盟，2004.5
5李守林．我国建筑机械的发展与展望．http://www.lfcabr.com/cabr-zhuanjiajianji20nian.htm
6 Lauri Koskela. Application of the New Production Philosophy to the Construction,1992
7 Hyun Jeong Choo. Distributed Planning and Coordination to Support LeanConstruction[D]. Berkeley: University of Califorlia. 2003
8 Irisr Ibmmelein. Pull-driven scheduling for Pipe-Spool Installation: Simulation ofLean Construction Technique[J].Journal of Construction Engineering andManagement, ASCE, July/August 1998.124（4）:279-288.
9 Iris Tommelein, Annie Li. Just-In-Time Concrete Delivery: Mapping Alternativesfor Vertical Supply Chain Integration[J]. Proceedings Seventh Annual Conferenceof the International Group for Lean Construction, IGLC-7，Berkeley, CA,1999.7:97-108
10 Iris Tommelein, Markus Wiesenberger. More Just-In-Time: Location of Buffers inStructural Steel Supply and Construction Processes[J].Proceedings SeventhAnnual Conference of the International Group for bean Construction, IGLC-7Berkeley, CA. 1999.7:109-120
11田宇，朱道立．精益物流．物流技术，1999（6）：19-21
12艾伦·哈里森，锐莫克·万·胡可．物流管理与战略．北京：电子工业出版社，2003
13王之泰．物流工程研究．北京：首都经济贸易大学出版社，2004
14 Tim Laseter, Keith Oliver.高效的供应链管理何处寻？．http://www.70era.com/Business/Article_5109_2.html
15王起．浅谈现代物流及其运用．市场周刊·财经论坛，2004（1）：34-36
16付勇．实施CRM打开企业文化法门．当代经理人，2001（10）：84-87
17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．工业工程，2004.7（1）：22-25
18宣春霞，魏人鹏．大制造业呼唤精益物流．经济师，2004（5）：13-14
19周成波，刘秋生，陈书玉．中国精益物流发展分析与研究．现代物流，2006.9：69-71
20邢广英．浅析物资管理信息系统的开发．港口科技动态，2005（12）:20-21
21 Lamming, Supply[M] R C. Beyond Partnership: Strategies for Innovation andLean Prentice Hall. 1993.
22 Hyeon H. Fian Deng: Design Framework for Concurrent Engineering, Computer& Industry Engineer. 1999.2:21-22
23 Sharma U. Implementing lean principles with the Six Sigma advantage: how abattery company realized significant improvements. Journal of OrganizationalExcellence,2003,22（3）:43-52
24 Daniel T. Jones. Lean Logistics[J]. International Journal of Physical Distribution& Logistics Management, Vol. 27，No. 3/4, 1997
25曹俊超，戴克商．物资管理理论和实务．清华大学出版社，北京交通大学出版社，2006：4
26宋修海，张志照，梁振辉．施工企业项目管理．青岛海洋大学出版社，1996：360
27宋艳华，金维兴，张文荣．基于供应链管理的建筑企业核心竞争力分析．建筑经济，2004.12：17-19
28 Vrijhoef, Ruben and Lauri Koskela,“The four roles of supply chain managementin construction,”European Journal of Purchase & Supply Management,2000（6）:169-178.
29 Carlos T. Formoso, Lucio Soibelman. Material Waste in Building Industry, Journalof Construction Engineering and Management, 2002（8）:316-325
30马才农．加强物资采购监管-提高企业经济效益．施工企业管理，2003（4）：40-41
31江伟，赵振宇．我国建筑业物流供应链管理探究．建筑经济，2003（5）：23-25
32江超群，董威．现代物流运营管理．广州：广州经济出版社，2003
33张鸿．浅谈建筑企业的物流信息化管理．建筑经济，2004（4）：65-67
34 Christine Harland. Supply chain operational performance roles[J]. IntegratedManufacturing System, 1997,18（2）:70-78
35 Zipkin P. The Limits of Mass Customization. Sloan Management Review, 2001,42（3）:81-87
36吴来伟，赵俊．建筑施工中的物流管理．建设科技，2004（16）：30-31
37张路．建立精益思想下的供应商伙伴关系．企业研究，1999（7）：74-75
38 Palaneeswaran E Kumaraaswamy M Rahman M Thomas Ng. Curing CongenitalConstruction Industry Disorders through Relationally Integrated Supply Chains[J].Building and Environment, 2003（38）
39（英）艾伦·哈里森著，张杰译．物流管理．机械工业出版社，2006.4
40郭伟．供应链理论在乌石化物资管理中的应用研究．对外经济贸易大学工商管理硕士（MBA）学位论文，2006.10：21-22
41王槐林．采购管理与库存控制．北京：中国物资出版社，2002
42 Degraeve, Z., E. Labro and F. Roodhooft, 2000, An evaluation of vendor selectionmodels from a total cost of ownershiop perspective, European Journal ofOperational Research, 125, pp.34-58
43（美）查尔斯C·波里尔，谢东梅等译．电子供应链管理．机械工业出版社，2002.11
44林勇，马士华．供应链管理环境下供应商的综合评价选择研究．物流技术，2005（5）：30-32
45沈小静，谭广魁，唐长虹．采购管理．北京：中国物资出版社，2003
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