摘要
天津港集装箱验放中心是天津港北疆港区唯一集海关、检验检疫为一体的综
合性集中查验堆场,几年以来,尽管验放中心取得了较好的经济效益和快速的发
展,但是随着天津港吞吐量的逐年增加以及执法部门监管力度的逐步加强,验放
中心的供需矛盾也日益突出。因为集装箱一旦被抽中查验,对于客户来说,势必
要增加费用和耽误时间,如果出现延误,将会影响出口船期或影响交货期,所以
客户非常关注查验的效率。但是由于验放中心的场地有限,更主要的是由于以往
验放中心的生产组织推行的是垂直式的模式,业务大厅不但负责业务单据、客户
联系,而且负责车队运输以及现场作业,这种管理模式虽然有助于“一抓到底”
的责任制的实行,但是因为业务大厅根据业务种类分为三部分,每一部分只负责
自己所管辖的业务,致使现场生产无法做到统筹安排,在业务繁忙时,经常出现
查验集装箱提不进来、运不出去、场地紧张无法及时预约验货等情况,严重影响
查验效率,造成外界投诉急剧增多,极大的影响了公司声誉,验放中心的“唯一”
性地位也受到了挑战
由此可见,组建专门的生产调度部门对现场生产进行统一的管理势在必行
本文根据天津港集装箱验放中心的运营现状,通过验放中心生产组织、机构搭建、
流程再造、资源配置、信息化建设和业绩考核等方面的实践,综合现场管理、人
力资源管理、生产管理等多学科理论,对验放中心生产现状和如何搭建生产调度
系统进行分析和研究
如上所述,随着几年的发展,业务量不断增加,而其薄弱的生产调度系统对
现场生产组织和车队运输效率都产生了较大阻碍,需要重新搭建,本文就是以验
放中心生产调度系统建立为主题展开相关讨论和研究,力求大幅提高查验效率,不
断提升客户满意度,巩固验放中心现有地位
关键词:生产调度系统;车队管理;现场管理;操作系统;作业效率
ABSTRACT
Tianjin Port container clearance & inspection center is the only comprehensive
centralized inspection yard integrated customs,inspection and quarantine together in the
northern port of Tianjin Port. For several years, despite the clearance & inspection
center has achieved good economic and rapid development, But with the increasing year
by year of Tianjin Port throughput and gradual strengthening of the supervision of law
enforcement, supply and demand of clearance & inspection are also increasingly
prominent. Once the containers are drawn inspection, for customers, it is bound to
increase costs and delays. And delay will affect the export shipment and delivery
schedules, so customers are very concerned about the efficiency of inspection. However,
due to limited space of clearance & inspection center, and due to the previous vertical
mode implemented in the production organization, business department is not only
responsible for the business documents, customer contact, and also responsible for the
transport fleet and field operations. Although this management model contributes to
implementation of responsibility, but there is shortcoming for this model. Because the
business department is divided into three parts according to the type of business, and
each part is only responsible for their own businesses, overall arrangement can not be
done on the production site. So when business is busy,it often leads to such situations,
for example, inspection containers can not come in and ship out, and the inspection can
not be timely appointment because of venue tension, etc., which seriously affect the
efficiency of the inspection, and results in a sharp increase in external complaints and
great impact on the company's reputation, the only position of clearance & inspection
center has also been challenged.
Therefore, the establishment of specialized production scheduling department must
be enforced, thus to realize unified management for on-site production. The theme of
this paper is the establishment of production scheduling system for clearance &
inspection center. According to the operation status of Tianjin Port container clearance
& inspection center, making practice to production organization, institution
establishment, process rebuilding, resource allocation,information construction,
performance evaluation and other aspects of clearance & inspection center, with theory
of multiple disciplines of on-site management, human resources management,
production management, etc., this paper makes analysis and research on production
status and how to build a production scheduling system for clearance & inspection
center.
With several years' development, business volume has gradually increased. And
the weak production scheduling system becomes to a greater hinder to on-site
production organization and transport efficiency, so it needs to re-build,in order to
realize a substantial increase to inspection efficiency, improve customer satisfaction and
strengthen existing position.
Key Words: Production scheduling system; Fleet Management; On-site
management; Operation system; Operating efficiency