自从苹果公司在 2007 年一月份推出第一代苹果手机开始，盖板玻璃开始从军工市 场走向了拥有巨大市场的电子消费市场，被越来越多的品牌设计到电子消费品中。目前 盖板玻璃广泛运用于手机，平板电脑，笔记本电脑屏幕，可穿戴设备，尤其是平板手机， 市场经过十多年的发展，总体上产能大于需求，而且每年还有新进厂家想分食一杯羹， 尤其是在供应链的中游二次切割和表面处理厂商，竞争异常激励，客户要求供应商不仅 质量好售价低，而且交货周期短，出货准时率要求高。 本文将以 C 公司为研究对象，通过对该公司 2017 年交货期天数表现做出分析，找 出产能低于客户的需求是导致交货期比竞争对手差的最主要的因素。然后研究 C 公司 2017 年设备的全面设备利用率，分析损失的原因，寻找提升空间。利用全面保养和快速 换型的科学管理手法，提升设备利用率，进而提升产能，缩短交货期。利用自制或者外 包的科学方法，选择和管理外包厂商，在产能不足以满足客户的需求时，外发加工，缩 短交期。基于公司产能提升后和公司某些特定客户有连续稳定的订单需求，通过跨部门 协作和客户信息共享联动，利用科学的方法预测需求，提前做一定数量的库存，缩短交 货期，减少和行业内主要竞争对手的差距，提升客户的满意度。 C 公司实施全面保养，快速换型后，在不增加固定资产投入的情况下，产能有 3% 的提升。导入外包厂商，自制产能加上外发产能，完全满足客户的需求，使交货期从 2017 年的年平均 30 天缩短到 2018 年年平均 14 天，这些业务指标的改善，说明了全面保养， 快速换型和业务外包理论的有效性。通过科学的方法，理论指导实际，解决 C 公司存在 的问题，提升客户的满意度，提升 C 公司的客户服务水平。 关键词， 交货期；设备利用率；全面保养；快速换型；业务外包管理II Abstract When Apple launched mobile phones with touchscreens function in 2007, cover glass business applied from military to consumer electronics business, and cover glass started to designed in more and more products, such as mobile phone, slate, notebook, wearable products, especially for slate and mobile phone, with 10 years development, the overall supply ability is bigger than demand. And new cover glass manufacturer was born in every year, especially for cutting and glass surface coating vendor, it is a highly competitive market. The request from customer is with good quality, short leading time, and with high accuracy shipping promise. This paper will take C company as the research object, through the analysis of the company's delivery performance in 2017, to find out that capacity less than customer demand is the most important factor leading to leading time is longer than competitors. Then it studies the overall equipment utilization rate of C company in 2017, analyses the reasons for the loss, and seeks to improve the space. Using the totally productivity maintenance and single material change of die methods, we can improve the utilization rate of equipment, and then improve the production capacity and shorten the delivery leading time. Using self-made or outsourcing scientific methods, select and manage contract manufacturer, when production capacity is insufficient to meet customer demand, outsourcing processing. Based on the continuous and stable order demand of the specific customers, using scientific methods to predict demand, build certain amount of inventory in advance, shorten the delivery time, reduce the gap between the main competitors in the industry, satisfy the customer. C company implements TPM and SMED, without increasing fixed assets investment, production capacity increased 3%. Plus the capacity from outsourcing vendor, fully meet customer demand, reducing the leading time from an average of 30 days in 2017 to an average of 14 days in 2018. The improvement of these business indicators illustrates the TPM, SMED and outsourcing theory. Through scientific methods, to guide practice, solve the leading time problems of C company, improve customer satisfaction. Key words: Leading time; Overall Equipment Efficiency; Total Productive Maintenance; Sigle Minutes Exchange of Die; Outsourcing managementIII 目 录 摘要...........................................................................................................................................I Abstract ..................................................................................................................................... II 第一章 绪论..............................................................................................................................1 1.1 研究背景与意义 ............................................................................................................. 1 1.1.1 研究背景................................................................................................................... 1 1.1.2 研究意义................................................................................................................... 1 1.2 理论基础与文献综述 ..................................................................................................... 2 1.2.1 交货期....................................................................................................................... 2 1.2.2 全面保养................................................................................................................... 4 1.2.3 快速换型................................................................................................................... 7 1.2.4 业务外包................................................................................................................... 8 1.3 研究内容与思路 ............................................................................................................. 9 1.3.1 研究内容................................................................................................................... 9 1.3.2 研究思路与方法..................................................................................................... 10 1.3.3 论文结构................................................................................................................. 11 第二章 C 公司交货期现状与问题........................................................................................13 2.1 C 公司概况和消费电子面板保护玻璃行业介绍......................................................... 13 2.1.1 C 公司背景介绍和行业竞争结构 .......................................................................... 13 2.1.2 C 公司和主要竞争对手 2017 交货期现状 ............................................................ 16 2.2 C 公司产能分析............................................................................................................. 20 2.2.1 C 公司 2017 年客户需求和产能对比 .................................................................... 20 2.2.2 C 公司 2017 年独有技术产品出货和总出货数对比 ............................................ 21 2.2.3 C 公司 2017 年长交货期订单原因分析 ................................................................ 21 2.3 本章小结 ....................................................................................................................... 23 第三章 C 公司通过提升设备利用率和开展业务外包缩短交货期方法............................24 3.1 设备利用率提升产能缩短交货期策略 ....................................................................... 24 3.1.1 利用 SMED（快速换型）提升 OEE 和产能 ....................................................... 27 3.1.2 利用 TPM（全面设备维护）提升 OEE 和产能.................................................. 33 3.2 业务外包提升产能缩短交货期策略 ........................................................................... 38IV 3.2.1 自制外包决策模型................................................................................................. 38 3.2.2 合同制造工厂（业务外包）风险控制................................................................. 43 3.3 本章小结 ....................................................................................................................... 44 第四章 C 公司交货期提升预期效果和保障措施................................................................45 4.1 交货期和交货准确率改善改善预期效果 ................................................................... 45 4.2 交货期和交货准确率改善保障制度 .