民航地面服务过程精益改善分析

15420108IndustrialEngineeringandManagementVol.15No.4Aug.2010:1007-5429(2010)04-0051-06:2010-04-06;:2010-06-28:(606772185):(1968-),,,,杨青1,陈雪1,闫植林2(1.北京科技大学经济管理学院,北京100083;2.中国民航管理干部学院,北京100102):为缩短民航旅客在地面服务过程中的办理时间,本文提出将仿真技术与价值流图析(VSM/A)技术相结合的方法应用于机场地面服务过程的精益分析与评价,以预测精益改善的动态效果以首都机场某航站楼为例,建立了旅客登机过程和安检过程价值流现状图,提出了民航服务过程精益改善的原则,详细分析了安检过程精益改善的主要措施,在验证仿真模型有效性的基础上,计算得到安检区域价值流未来状态图中的各时间数据,仿真结果表明,精益改善后可以明显缩短旅客在流程中的总持续时间和等待时间:价值流图析;仿真;精益管理;民航服务:C393:ATheLeanImprovementAnalysisbasedonSimulationfortheProcessofCivilAviationServiceYANGQing1,CHENXue1,YANZh-ilin2(1.SchoolofEconomicsandManagement,UniversityofScienceandTechnologyBeijing,Beijing100083,China;2.CivilAviationManagementInstituteofChina,Beijing100102,China)Abstract:Inordertoreducetheprocesstimeofcivilaviationpassengers,thispaperproposesthemethodofcombinesimulationtechnologyandvaluestreammapping/analysis(VSM/A)intotheprocessofcivilservicetopredictthedynamiceffectofLeanimprovement.UsingtheBeijingCapitalAirportasexample,thecurrentvaluestreammappingofpassengersboardingprocessandsecurity-checkprocessarebuilt.Theprincipleofleanimprovementprocessofcivilserviceprocessisproposedandmainleanimprovementmeasuresforimprovingthesecurity-checkprocessareanalyzed.Afterverifyingtheeffectiveofsimulationmodel,dynamicsimulationdataofsecurity-checkprocesssthefuturevaluestreammappingaregot.Thesimulationresultshowsthatafterimplementingleanimprovementtheleadtimeandwaitingtimeofpassengersareshortenedobviously.Keywords:valuestreammapping/analysis(VSM/A);simulation;leanmanagement;civilaviationservice1,1990Womack[1],,,[2],HtelDieuGrace,43,5115,:[3]2005,Womack[4],[5],,,Womack()[5],,,(VSM/A)[6],VSM/A:(1),,;(2)VSM/A[7-9]:(1);(2),,,,Fawaz[10],Soemon,[11,12],VSM/A,2VSM/A[13]:(1);(2),,,;(3),,,2.1,,,1,:,,,,,,[13]:(1)(LeadTime):,;(2)(ProcessingTime):11,,+,,1,,2.2:,,2,,,,,90%();X,10%,2,3,,1,:,524(),,231(s)(s)(s)[9,38]15.28.5+GAMM(4.04,2.41)15.4[4,42]18.03.5+ERLA(4.84,3)18.7[12,47]27.711.5+ERLA(2.89,3)23.0[19,340]100.119+EXPO(91.1)104.2[5,59]23.94.5+55BETA(0.707,1.11)25.7[69,411]187.9-186.333.1,(),Womack[5],,,:;;;;;,:(1):(:);(2):;(3):,;(4):(:)(:);(5):;(6):,3.2?[13],,1:?3,,,,,[14],45315,:(1)(FIFO)[13],,;(2),,;(3),,[13]()4(),2:?,:,;;[14],:,;;3:?,(),,[13],(TaktTime)[13],,230,6060s230=15.6s/,,15s,,:9s,30s,,,[14],()4:?,,,[13][14],,5:?,,[14],,10%,,,:,;,X,,6:?544,,,,X()X()[12],,,,7:?,,[13],,,4,4.1,(3),,:1);2),;3),,:,1,,53,5,(non-terminating)[10],,,,,,315min,,,3,,6(a)54.2,,,6(b),18000s,6,,7,37:1),;2)(15s)367,,,98.1s46.4s,53%;186.3s123.6s,34%;37%,,;,,5515,:67()5,,,,,,:[1]WomackJP,JonesDT.Themachinethatchangedtheworld[M].NewYork:Simon&Schuster,1990.[2]SwankCK.Theleanservicemachine[J].HarvardBusinessReview,2003,12:123-129.[3].[M].:,2009.[4]WomackJP,JonesDT.Leanthinking:banishwasteandcreatewealthinyourcorporation[M].NewYork:Simon&Schuster,1996.[5]WomackJP,JonesDT.Leansolutions:howcompaniesandcustomerscancreatevalueandwealthtogether[M].NewYork:Simon&Schuster,2005.[6],.[J].,2007,28(4):149-154.[7]AdamsMP,CzarneckiCH,SchroerBJ.Simulationasatoolforcontinuousprocessimprovement[A].InProceedingsofthe1999WinterSimulationConference.IEEE,Piscataway,NJ,1999:766-773.[8]DennisS,KingB,HindM,etal.ApplicationsofBusinessProcessSimulationandLeanTechniquesinBritishTelecommunicationsPlc[A].InProceedingsofthe2000WinterSimulationConference.IEEE,Piscataway,NJ,2000:2015-2021.[9]SchroerBJ.Simulationasatoolinunderstandingtheconceptsofleanmanufacturing[J].Simulation,2004,80(3):171-175.[10]FawazA.Abdulmalek,JayantRajgopal.Analyzingthebenefitsofleanmanufacturingandvaluestreammappingviasimulation:Aprocesssectorcasestudy[J].Int.J.ProductionEconomics,2007,107:223-236.[11]TakakuwaS,TomokiOyama.SimulationAnalysisofInternationa-ldeparturePassengerFlowsinAnAirportTerminal[A].Proceedingsofthe2003WinterSimulationConference,2003:1627-1634.[12].[D].:,2005.[13](MikeRother),(JohnShook).[M].,,,.:,2005.[14][].[M].,,.:,2006.56