20 世纪以来，全球集成电路技术得到了前所未有的快速发展，不仅外型尺寸变 的越来越小，而且单位面积容量成倍增加，运行速度大幅提升。集成电路作为现代 信息产品的基础硬件和各类软件的载体，被广泛地应用于各行各业，发挥着重要的 作用。集成电路有如此迅速的发展离不开电子设计自动化工具的辅助。与此同时， 电子设计自动化厂商也积极采取多重手段来支持集成电路企业，比如提高其售后维 修服务，其中备件响应速度与售后维修服务密切相关。然而，备件需求的不确定性 致使备件库存难以掌控，备件的提前期管理亦非常复杂，因此高效的备件库存管理 对于电子设计自动化厂商显得格外重要。 电子设计自动化厂商属于技术密集型的企业，更关注产品上的研发设计，而生 产制造和发货交则给代工厂负责，因此缺乏库存管理的相关知识和经验。本研究的 创新点是将精益管理思想和六西格玛流程管理应用到技术密集型企业的备件库存管 理，不仅节约了企业资金，而且通过高效的备件供给和及时维修提升了客户满意 度，获得客户的认同，提升企业竞争力，为长期的业务发展提供有利的条件。 本研究中 A 公司是一家电子设计自动化厂商，以该公司的备件库存管理为研究 对象，利用 PEST 和 SWOT 模型分析了其外部宏观环境和市场竞争能力，进一步得 出 A 公司可通过提升其在华备件库存的管理，凸显差异化竞争，更好的为在华集成 电路企业服务。本文通过集体访谈法整理了备件库存管理现状，引入精益六西格玛 理论，识别出问题及原因以及过程中的增值和非增值活动，用 SPSS 软件进行了定 量分析，按照 DMAIC 流程管理工具的五大步骤“界定-测量-分析-改善-控制”，将 复杂问题逐个突破，改善了备件库存管理，优化了分类管理，提升了仓储物流能 力，实现了备件库存存量的下降以及库存周转率的提高，节约了企业备件成本。 关键词：精益管理；六西格玛；DMAIC；备件库存III Abstract The global integrated circuit technology has achieved unprecedented rapid development since the 20th century, Not only has the size of the integrated circuit become smaller and smaller, but the capacity per unit has been multiplied and the operating speed has been greatly improved. As the basic hardware for modern information products and the carrier for various types of software, the integrated circuits are widely used in all aspects of life and play an important role. The rapid development of integrated circuits is absolutely inseparable from the assistance of the tool of electronic design automation (Abbreviation: EDA), and EDA manufacturers are also taking multiple measures to improve their after- sales service. Among these measures, the response speed of delivering spare for maintenance is closely related to the quality of after-sale service. However, the uncertainty demand on spares and the complicated management of lead times makes inventory management much difficult than other types of inventory, so it is particularly challenge to optimize spare parts inventory management. EDA manufacturers are intelligence-intensive enterprises, and they pay more attention on the research and development and promotion of product technology while the manufacturing and delivery are handled to the cooperated foundry, so they have no experience in inventory management, and lack of relevant knowledge and experience. The innovation of this research is to apply lean management and Six Sigma process to the spare inventory management for intelligence-intensive enterprises, which not only saves corporate funds, but also improves customer satisfaction through the efficient supply and timely maintenance, wins customer recognition, enhance the competitiveness of enterprises and affect the sales rate of products indirectly. In this study, Company A is an EDA manufacturer, and the company’s spare parts inventory management is the research object. First, the PEST and SWOT models are used to analyze its external environment and market competitiveness, and then concluded thatIV Company A can better serve the small and medium integrated circuit companies in China by enhancing its differentiated competition, like improving the management of its spares inventory in China to improve after-sale maintenance service. Company A identified the existing problems under the current situation of spare parts inventory management through the collective interview method, and then introduced the Lean Six Sigma theory to recognize the root cause on inefficient management and the value-added and non-value- added activities in the process, carried out a quantitative analysis with SPSS software, and followed the DMAIC process "define-measure-analyze-improve-control" to make complex problems breaking down and resolved one by one, which improves spares control and enhances communicating channels, optimizes classification management, improves warehousing and logistics capabilities, and ultimately facilitate the respond on maintenance, decrease the inventory, improve the turnover on inventory, which saves the big cost on spares inventory. Keywords: Lean Management; Six Sigma; DMAIC; Spares Inventory目录 致谢 ...........I 摘要 .........II Abstract .... III 第 1 章 绪论 ...........................1 1.1 研究背景及问题提出 ....... 1 1.1.1 研究背景 ....................1 1.1.2 问题提出 ....................2 1.2 研究目的及意义 ............... 3 1.2.1 研究目的 ....................3 1.2.2 研究意义 ....................4 1.3 国内外研究现状 ............... 5 1.3.1 国外研究现状 ............6 1.3.2 国内研究现状 ............7 1.3.3 研究现状评述 ............8 1.4 精益六西格玛与库存管理概述 ...................... 9 1.4.1 精益六西格玛 ............9 1.4.2 库存管理 ..................10 1.5 研究内容与方法 ............. 11 1.5.1 研究内容 ..................11 1.5.2 研究方法 ..................12 1.6 技术路线图和创新点 ..... 13 1.6.1 技术路线图 ..............13 1.6.2 创新点 ......................14 第 2 章 A 公司外部环境及竞争能力分析 .........16 2.1 A 公司简介 ...................... 16 2.2 外部宏观环境分析 ......... 172.2.1 政治环境分析 ..........17 2.2.2 经济环境分析 ..........18 2.2.3 社会环境分析 ..........20 2.2.4 科技环境分析 ..........20 2.2.5 外部宏观环境分析总结 .........................21 2.3 市场竞争能力分析 ......... 21 2.3.1 优势和劣势分析 ......21 2.3.2 机会和威胁分析 ......22 2.3.3 市场竞争能力分析总结 .........................23 第 3 章 精益六西格玛视角下的 A 公司备件库存管理分析 ...........25 3.1 A 公司备件库存管理简介 ............................. 25 3.2 备件库存管理问题调研 . 26 3.3 备件库存管理问题分析 . 28 3.3.1 需求预测不准确 ......28 3.3.2 信息渠道不顺畅 ......29 3.3.3 分类管理不完善 ......30 3.3.4 仓储物流不合理 ......30 第 4 章 基于精益六西格玛的备件库存管理优化设计 ...................32 4.1 总体方案设计 ................. 32 4.1.1 备件需求预测优化 ..32 4.1.2 信息传递渠道优化 ..34 4.1.3 分类管理方法优化 ..34 4.1.4 仓储物流流程优化 ..34 4.2 优化设计流程 ................. 35 4.2.1 定义阶段 ..................35 4.2.2 测量阶段 ..................37 4.2.3 分析阶段 ..................434.2.4 改善阶段 ..................46 4.2.5 控制阶段 ..................53 第 5 章 实施保障 .................54 5.1 统一精益六西格玛管理理念 ........................ 54 5.1.1 培养企业内部领袖 ..54 5.1.2 倡导团队有效合作 ..55 5.1.3 建立个人卓越业绩 ..55 5.2 责任细分 ......................... 56 5.3 财力保障 ......................... 57 5.4 人才保障 ......................... 57 第 6 章 总结及研究展望 .....59 6.1 总结 .. 59 6.2 研究展望 ......................... 60