精益生產(chǎn)之采購件拉系統(tǒng)案例分析PurchasedPartsPull

1、Purchased Parts Pull System Case StudyBackground of Case StudyPresentation of Case Study ResultsClass Discussion of Case StudyRD011402采購零件拉系統(tǒng)案例分析案例分析的背景案例分析結(jié)果的發(fā)表案例分析的課堂討論RD011402Lean Six Sigma Improvement Process Road MapAnalyzeControlImproveDefineIdentify ProblemDevelop List of CustomersDevelop Lis

2、t of CTQs from Voice of the CustomerFinalize Project Focus and Key MetricsComplete PDFMeasureMap Business ProcessMap Value StreamDevelop DataCollection PlanConduct MeasurementSystem AnalysisCollect DataConduct Process Capability AnalysisAnalyzePropose Critical XsPrioritize Critical XsVerify Critical

3、 XsEstimate the Impact of Each X on YQuantify the OpportunityPrioritize Root CausesConduct Root Cause Analysis on Critical XsImproveCritical Xs ConfirmedDevelop Potential SolutionsSelect SolutionOptimize SolutionPilot SolutionControlImplement Process Changes and Controls Write Control PlanCalculate

4、Final Financial/Process MetricsTransition Project to Future OwnersIdentify Project Translation OpportunitiesMeasureDefineProject ID ToolsProject Definition FormNet Present Value Analysis Internal Rate of Return Analysis Discounted Cash Flow Analysis PIP Management ProcessRACIQuad ChartsProcess Mappi

5、ngValue AnalysisBrainstormingMulti-Voting TechniquesPareto ChartsC&E/Fishbone DiagramsFMEACheck SheetsRun ChartsControl ChartsGage R&RCp & CpkSupplyChainAccelerator AnalysisMulti-VariBox PlotsInteraction PlotsRegressionANOVAC&E MatricesFMEABrainstormingPull SystemsSetup ReductionTPMProcess FlowBench

6、markingAffinityDOE Hypothesis TestingForce FieldTree DiagramsGantt ChartsCheck SheetsRun ChartsHistogramsScatter DiagramsControl ChartsPareto ChartsInteractive ReviewsPoka-YokeRevised 1-12-02.Learning ObjectivesLearn how to review a case study with basic data and make improvement suggestionsLearn th

7、e basic steps and calculations to present a Lean solutionUnderstand all the possible Pull Platforms and how they would apply in this case studyDetermine the required measures for performance growthPractice presentation skills.課程目的學習如何評價案例中的根本數(shù)據(jù)及提出改良建議學習發(fā)表精益處理方案的根本步驟和計算方法了解一切能夠的拉動平臺以及如何運用在該案例分析中確定績效提

8、高的評價目的練習發(fā)表的技巧.Whats in It for Me?Practice Replinishment Pull implementationDiscuss with the class all the possible barriers and solutions for the case studyGain understanding to apply in your environment.我學到了什么?練習補充拉系統(tǒng)的實施課堂討論案例中能夠的實施妨礙及處理方法了解在本人任務中運用的知識技藝.Replenishment Pull Case StudyReplenishment P

9、ull at Windows-R-UsIn order to minimize the impact of shortages and to reduce inventory, I want to implement a replenishment pull system for my glass raw material. My goal is to reduce the amount of labor required to manage the raw material while reducing inventory. By reducing labor required to man

10、age the raw glass, we should be able to concentrate on getting the other troublesome parts into the facility. I want to reveal the details of my plan to my staff next week.John SmithManager of Tactical Procurement.補充拉系統(tǒng)案例Windows-R-Us公司的補充拉系統(tǒng)為了將零件短缺的影響最小化及減少庫存，我希望在玻璃原資料方面實施補充拉系統(tǒng)。我的目的是降低庫存的同時減少資料管理的任務

11、量。經(jīng)過減少管理原資料的勞動量，我們可以集中精神處置其他棘手的零件。我希望在下周向我們的員工展現(xiàn)詳細的方案。John Smith采購戰(zhàn)略經(jīng)理.Replenishment Pull Case Study (Cont.)John sat in his Dallas, TX office one afternoon thinking about several issues facing him in his new role as Tactical Procurement Manager. Since the recent reduction in force, his group has bee

12、n struggling to manage the material needed for production. The result has been an increase in part shortages and inventory. Although excited about solving this problem, he was concerned about his ability to design and implement a pull system. Luckily, he had just attended a training course on replen

13、ishment pull systems.Bill Glass founded Windows-R-Us in 1988. The company produces windows for the new home segment of the window industry. The company manufactures ten different families of windows resulting in 100 different end items. The total sales in 1997 were $180 million. The growth rate from

14、 1993-1997 was 15% (CAGR) and ahead of industry average. The products are produced in one facility located in Dallas (TX).The facility in Dallas consists of two manufacturing areas. The first produces the insulated glass subassembly and the second assembles the final product. Distributors are the pr

15、imary customer and are responsible for final delivery to the home-sites. In general, this industry is subject to seasonality following the construction season.補充拉系統(tǒng)案例一天下午，約翰坐在位于德州達拉斯市的辦公室內(nèi)，思索著他自成為采購戰(zhàn)略經(jīng)理以來所面臨的幾個問題。由于最近的人員精簡，他的部門正在為保證消費需求的資料而努力著，但結(jié)果往往是零件供應短缺或庫存過多，雖然最近處理了一些問題，但是他還是擔憂本人能否有設計和實施拉系統(tǒng)的才干，僥幸

16、的是，他剛剛參與了一次補充拉系統(tǒng)的培訓課程。Bill Glass于1988年創(chuàng)建了Windows-R-Us公司。公司消費家裝窗戶。公司消費10種不同的門窗系列共100種最終產(chǎn)品，1997年銷售額$180百萬。從19931997年，增長速度達15%CAGR高于行業(yè)平均增長速度，產(chǎn)品在位于達拉斯市的一個小工廠消費。達拉斯的制造廠包括兩個制造部門，第一個部門消費絕緣玻璃分裝配，第二個部門組裝最終的產(chǎn)品，經(jīng)銷商是第一位的客戶并擔任最終將產(chǎn)品交付到用戶手中，普通情況下，該產(chǎn)業(yè)受建筑業(yè)季節(jié)性變化影響。.Replenishment Pull Case Study (Cont.)During Johns as

17、sessment of the raw glass procurement process, he conductedinterviews and uncovered the following information.From the Master Scheduler:MRP generates all orders and action messages for raw material once per weekSchedule changes are common and probably drives excessive messagesSafety stock is not use

18、d but excess inventory exists due to the large number of schedule changes.From the Raw Material Commodity Buyer:Only 15 unique raw glass part numbersLead time for the glass is 1 week (regardless of mix) and the supplier is very dependableGlass supplier runs the glass for the window company about onc

19、e per quarterGlass supplier has minimum shipment requirement of one truckload (20 containers 300 per container)Containers are 4 x 2.5 and can be stacked 3 highVarious order frequency used to order raw glass (no real strategy).補充拉系統(tǒng)案例約翰在評價玻璃原資料的采購過程時，訪問了一些部門并得到以下信息：從主方案:MRP每周一次生成有關原資料的一切訂貨和行動信息 方案變卦很

20、平常，能夠產(chǎn)生額外的信息平安庫存未運用，但過剩的在制存貨由于大量的方案變卦而存在。從原資料采購處：只需15種特定的原資料種類玻璃的交貨期為1周不思索混型，供應商可信度較高玻璃供應商為WINDOWS公司，每季度消費一次玻璃供應商最小發(fā)貨量為一卡車20箱每箱300塊料箱尺寸是 4 x 2.5 ，最多可以碼放3層料箱玻璃原資料訂貨頻次多變沒有固定的戰(zhàn)略.Replenishment Pull Case Study (Cont.)From the Insulated Glass Production Manager:Production consists of 5 steps (cut, sort, w

21、ash, assemble, bake)Run 3 shifts per daySteps are connected via conveyors and therefore run synchronousCycle time from glass cut to finished insulated unit is about 1 hourChangeover from 1 family to the next is about 2 hoursCan cycle through the 15 families about once per weekFrom the Warehouse Mana

22、gerIs currently about 40% efficient with floor space (based on the haphazard ordering)Employs 4 full time material handlers and 2 temporary cycle countersJohn first gathered some information on the raw material parts (Exhibit 1). He then performed some high level analysis on the parts (Exhibit 2). T

23、his analysis should help him in identifying which parts make good candidates.補充拉系統(tǒng)案例從絕緣玻璃消費經(jīng)理：消費包含5個步驟 (裁切，分選，清洗，組裝，烘烤)每天分3班工序是經(jīng)過傳輸帶運轉(zhuǎn)，因此是同步運轉(zhuǎn)周轉(zhuǎn)時間從裁切到廢品產(chǎn)出為1小時產(chǎn)品改換的換模時間為2個小時15個系列產(chǎn)品可以每周循環(huán)消費一次從倉庫經(jīng)理：目前空置率為40%由于擺放順序隨意4個專職的搬運工人和2個暫時統(tǒng)計員約翰首先搜集到有關原資料的一些信息表1，然后他又對原資料做了進一步的分析表2，這些分析能協(xié)助他識別最正確選擇的零件。.Exhibit 1ADU

24、=Average Daily Usage.表 1ADU=平均日用量.Exhibit 2.表 2.AssumptionsAssumptionValue1 truckload is the minimum requirement1 case is the multiple requirementWarehouse Space Efficiency60%Service factor for safety stock2Beta for safety stock0.70A order frequency5 daysB order frequency10 daysC order frequency40 d

25、ays.假設假設價值最小需求量至少為1卡車需求量必需是1 整箱數(shù)量的倍數(shù)倉庫空間效率60%平安庫存的效力程度2平安庫存的Beta值0.70“A 類訂貨頻次5 天“B 類訂貨頻次10 天“C 類訂貨頻次40 天.Presentation to the StaffJohn continued to develop his proposal on the new pull system. Should all the parts go on pull? What risks are there with pull? What impact will this have on inventory? W

26、hat impact will this have on transactions? What measures should we use? Develop a 10 minute presentation to the staff on the process and impact of implementing a raw material pull system. The presentation must contain the following:The best part candidates to place on the new replenishment pull syst

27、emThe number of transactions for the new system versus the old systemCalculate impact to # of transactions (% increase or decrease)The size ($s) of the glass inventory using replenishment pullCalculate the maximum, minimum and average quantity of glass on-handCalculate inventory $ impact (% increase

28、 or decrease)Determine square footage of floor space needed for the glass on pullRecommend platform for generating the replenishment signalIdentify key measures for the processBe prepared to respond to the following questions:Did you make any assumptions?What logic did you use to exclude parts?.向員工引見約翰繼續(xù)進展關于新拉系統(tǒng)的想象，是不是全部零件都要拉動？拉動的風險有哪些？對庫存的影響有哪些？對定單的處置有哪些影響？應該用哪些目的衡量？ 用10分鐘時間向他的員工引見實施拉系統(tǒng)的過程和影響，發(fā)表應包括以下內(nèi)容：在新系統(tǒng)中所包含的最適宜運用拉動系統(tǒng)的零件新系統(tǒng)對比舊系統(tǒng)的定單處置量計算對定單處置量的影響 (% 添加或減少)用于拉系統(tǒng)中玻璃庫存的規(guī)模 ($s) 計算現(xiàn)有玻璃數(shù)量的最大、最小值、平均值計算庫存價值的變化% 添加或減少決議拉系統(tǒng)中庫