精益制造和供應鏈集成-課件

1、.and Supply Chain IntegrationPresented by: Jerry B. KhouryCalifornia Manufacturing Technology Center (CMTC)Lean ManufacturingLAI Plenary Conference .and Supply Chain IntegratioOverviewHistorical PerspectiveIndustry ConsolidationView from OEMsCurrent trendsDoD & R&D Budgets remain flat Employment Fut

2、ure Technology TrendsThe power of the internetResourcesSummary and Ultimate GoalQ&A OverviewHistorical PerspectiveHistorical PerspectiveIndustry Consolidations & MergersContinues at a Lessor Pace Mid 80s to mid 90s 37 became 4Mid 90s to present noticeable increase in M&A activity within supply chain

3、sHistorical PerspectiveIndustrAs the Consolidation Continues Primes & OEMs Have new Challenges Not all suppliers possess resources and capabilities to undertake major improvements (six sigma, lean manufacturing, continuous improvement)Not all suppliers have ability to attract & retain high caliber p

4、eople who understand process control (CpK & 6 Sigma)Demographics, the aging work force creates “Knowledge Management” challengesEffective Communication links between sub-tier suppliers and end users become increasingly importantEarly involvement in the design & development phases, and teaming “beyon

5、d” the shop floor become more crucialAs the Consolidation ContinuesCurrent TrendsDefense budget will grow at about 4%, with ammunition and aircraft leading the increase R&D Budgets will remain flat forcing more Prime/Supplier collaborationSupplier consolidation will continue as a result of mergersAs

6、 primes shift to “l(fā)ean” practices, suppliers will be asked to manufacture more major sub-assemblies and less piece partsCurrent TrendsDefense budget wCurrent TrendsContinuedOEMs will continue to out source manufacturingJIT deliveries in support of POU demand will become more prevalent in order to re

7、duce inventory and carrying costsOEMs will shift to “assemble, test, and ship” modelSuppliers and customers will team “beyond” the shop floor to design and develop next generation products using the Internet to create Virtual Product Design and InnovationCurrent TrendsOEMs will continDoD Procurement

8、 Growing at 4%($Mil)DoD Procurement Growing at 4%Aerospace R&D Funding Remains FlatLess R&D will create more collaboration between primes and suppliersAerospace R&D Funding Remains Aerospace is Important to the US Accounts for Majority of Exports$BillionAerospace is Important to the Data Source: Cal

9、ifornia Employment Development Department.Employment In Southern CaliforniaData Source: California EmployImportance to the State of CaliforniaExcludes services & agriculture; estimates based on SIC code information & coverage compensation. Includes all industry segments, both product-and service-ori

10、ented. Approximately 138,000 jobs in primary A&D SIC codes, plus an estimated 50,000 jobs for “mixed suppliers” that serve multiple industries in addition to A&D.Aerospace is 2nd Largest Employer1996 ($Million)Southern California Payrolls By Industry EntertainmentImportance to the State of CalLean M

11、igration Throughout the Supply Chain Economics are forcing OEMs (Primes) to adopted “l(fā)ean” as an enabling technology to reduce manufacturing costs and eliminate wasteTier one suppliers are well on their way to implementing lean based in part on encouragement from their customers “Sub-Tier” suppliers

12、 still resist implementation of lean without a “Business Case” and payback analysis (ROI) Lean Migration Throughout the The Aerospace Supply Chain Needs to Accelerate the Shift to “World Class” StatusPhase IApproved SupplierCapacity planningScheduling systemsQuality systemsComputerized informationsy

13、stemsInternal assessmentsPhase IIPreferred SupplierLean manufacturingAdvanced quality systemsElectronic commerceStrategic planningPhase IIIStrategic PartnersIntegrated customer teamsTotal qualitySub-contractor teamsFunctional procurement specifications“Best practices”Lean ManufacturingVirtual Produc

14、t DevelopmentE-Enabled transactionsWorld ClassThe Aerospace Supply Chain NeeThe New RealitiesPrimes (OEMs) will continue to “out source” at an increased paceMore emphasis will be placed on “sub-assembly” a higher (BOM) levelPrimes will focus on “engineering & design excellence” not on manufacturingP

15、rimes will use the Internet to improve design, cost, schedule, quality and planning synergiesThe New RealitiesPrimes (OEMs) A good starting pointHosted by: Will impact up to 37,000 suppliers .Hundreds of AirlinesTotal combined procurement outlay of $71 billion 92%99%41%Projected Business-to-Business

16、 E-Commerce TransactionsOrganizations are increasingly turning to the internet to source indirect goods and services - those goods and services which are not a part of cost of goods sold. This typically includes such items as office supplies, travel, temporary services and desktop computers.C|M|T|C8

17、00) 300-CMTCLos Angeles Orange County Inland Empire Greater Sacramento San Fernando Valley/San Gabriel Valley San Joaquin Valley Ventura/Santa Barbara4-Year Est. GrowthCurrent Est. $7 Tril. By 200492%Projected Business-to-BusinGeneral Electric & E-CommerceJack Welch, CEO “This company , like every c

18、ompany in the world today, is in the midst of the biggest, most transformational revolution in the past century, brought on by the Internet.”“Where does the Internet rank in priority ? Its number ONE, TWO, THREE and FOUR.” OEMs & Primes want “World Class” suppliersGeneral Electric & E-CommerceJSome

19、Technology Facts, IBM“Bandwith” will leapfrog Grew by a factor of 10 X over the past 15 years Will grow by a factor of 150 X over the next 15 yearsIn 1995, 1 Tera Flop computer played chesscomparable brain power of a lizardBy 2010, 100 Tera Flop computer will work on Gene folding projectsBefore the

20、end of the decade there will be 1 to 10 Peta Flop computers 12 to 15 PF approximate human brainSome Technology Facts, IBM“BanAdditional Technology TrendsWave Division Multiplexing (WDM) will become commonplace with Fiber Optic cable to the house and officeWireless interconnection will be global, now

21、 available in L.A.Internet will be integrated into common appliances, at low or no cost to the consumerInternet technology will be integrated into machines and other hardware products for 7/24 monitoring capabilitiesVirtual teams will be formed to design “virtual products” on-line 7/24 on a global b

22、asis. These “virtual teams” will be “unformed” until the next projectAdditional Technology TrendsWaThe Internet Presents Threats and OpportunitiesOPPORTUNITIESCompetitive advantage, levels the playing fieldA way to expand market reachAccelerates time to market and lowers costsEnhances customer relat

23、ionsEmpowers employees and creates what Bill Gates calls “Knowledge Workers”Streamlines processes & reduces costAllows for 7/24 global product designAllows for rapid “product morphing” to meet changing customer needsAllows for global trading partners Allows for “virtual teams” to be formed and unfor

24、med based on needThreatsCreates International competition on a massive scale Allows for 7/24 global product design reducing reliance on domestic laborChallenges traditional thinking and traditional business modelsThe Internet Presents Threats Tangible BenefitsReduction in Transaction CostsBanking in

25、dustry reduces transaction costs from $1.07 to $0.01Travel agent bookings go from $10.00 to $2.00Trade (procurements) transaction costs go from $150.00 to $6.00Example: Raytheon reduces processing cost from $100 to $3Industrial Age E-CommerceTangible BenefitsReduction inThe next revolution will be B

26、2G (Business to Government)Web Enabled Trading SiteFederal, State and Local Governments spend $1.6 Trillion on goods and servicesTexas web site has reduced transaction costs by 83% from $120 to $20California is currently evaluating and testing E-Commerce solutionsThe next revolution will be B2Integr

27、ating the Supply Chain Suppliers will need to be able to respond to electronic “pull signals” with first time quality to support virtual “Kanbans”Suppliers will need to be “E” enabled to reduce administrative costs while reducing cycle times for specification changes, quantity changes, and schedule

28、changesCustomers will continue to demand quality, price, delivery, and design and integration support Integrating the Supply Chain SASSEMBLER22%SUPPLIERS - 35%1ST TIER22%2ND TIER10%3/4TH TIER3%Why Is There a Concern With the Aerospace and Defense Supply Chain and Supply Chain Management ? RAW MATL 4

29、3%Value Stream Cost DistributionRecent USAF and MIT Estimates Indicate70-80% of Value is in supply chainASSEMBLERSUPPLIERS - 35%1ST TIOther Factors to ConsiderAs OEMs use lean to reduce “direct labor” and “inventory” overhead costs become a larger percentage of total cost One prime indicated that “d

30、irect” manufacturing costs are 20% of total costsThis will force “l(fā)ean” beyond the shop floor. Leveraging the power of the Internet can help reduce overhead costsOther Factors to ConsiderAs OECMTC is Working on Lean Beyond the Shop FloorCourse work and training materials are being developed through

31、a cooperative grant, including a Knowledge Management moduleWorking with IBM & Others to identify opportunities to leverage technologyOne client has demonstrated significant savings and time in the procurement area and in the quality records areaCMTC is Working on Lean BeyondLean = Eliminating the W

32、astesTypically 95% of Total Lead Time is Non-Value Added!RUNTIMEOrder Processing, Transport, Storage, Waiting, Rework, Machine Setup, Inspection, Machine Breakdowns, etc. Total Lead TimeLean = Eliminating the WastesT Definition of Value Added Value AddedAny activity that increases the market form or

33、 function of the product or service. These are things the customer is willing to pay for. Non-Value Added Any activity that does not add market form or function or is not necessary. (These activities should be eliminated, simplified, reduced or integrated.) Things the customer is not willing to pay

34、for. Definition of Value Added V8 Wastes of LEANOverproductionmotionExtra ProcessingTransportationInventorydefectsWaitingUnderutilized People8 Wastes of LEANOverproductiLean Building BlocksWhat a lean factory looks like Workplace OrganizationVisualLean FactoryStandardized WorkPlant LayoutQuick Chang

35、eoverPOUSTeamsBatch ReductionQuality SourcePull/KanbanOne Piece FlowCellularTakt TimeLean Building BlocksWhat a leKeys to Success Prepare and Motivate People Widespread orientation to CI, quality, training and recruiting workers with appropriate skillsCreate common understanding of need to change to

36、 leanEmployee InvolvementPush decision making and system development down to the “l(fā)owest levels”Train and truly empower peopleShare information and manage expectationsIdentify & empower champions, particularly operations managersRemove roadblocks (i.e., people, layout, systems)Make it both directive

37、 yet empoweringKeys to Success Prepare and Keys to SuccessAtmosphere of Experimentation Tolerate mistakes, have patience, etc.Willingness to take risks (Safety nets)Install “enlightened” and realistic performance measures, evaluation, and reward systemsDo away with rigid performance goals during imp

38、lementation Do measure results and not number activities/eventsTie improvements, long term, to key macro level performance targets. (i.e. inventory turns, quality, delivery, overall cost reductions).Execute “pilot” projects prior to rolling out across entire enterprise (e.g., model lines, kaizen bli

39、tzes)After early wins in operations, extend across ENTIRE organizationKeys to SuccessAtmosphere of Implementation Success FactorsImplementationPeople need to understand their new roles before change is implementedEstablish timelines and targets, establish some easy to achieve near term goalsCI - Con

40、tinuous ImprovementTrack impacts associated with changes made. Communicate them.Monitor, “enforce,” and improve the systemImprovement LeapsAvoid mentality of collapsing over the finish line.Implementation Success FactorsImplementation Success FactorsUnyielding Leadership Strategic vision based on le

41、an enterprise as part of overall business strategy! Observe outside successes and failuresAbility to question EVERYTHING, ask “why” at least 6 timesDeep commitment to EXCELLENCEImplementation Success FactorsCase Studies Demonstrate Results“You dont understand, our business is different . . . .”Case

42、Studies Demonstrate ResulLean Supplier Case Studies Demonstrate ImpactClient 1 - 65 Employees, Family owned business: Annual savings of over $37.3 K as a result of streamlining paper flow, streamlining the Shipping/Receiving processes, and floor space reduction. Client 2 - 230 Employees, Corporation

43、: Realized immediate cost savings of $25.8 K due to a 72% reduction in WIP and inventory.Annual savings of $16.9 K due to floor-space reduction, labor reduction, and setup reduction.Client 3- 368 Employees, Corporation:Realized savings of over $30 K due to a 63% reduction in WIP and inventory.Annual

44、 savings of $19.3 K due to floor space reduction, labor reduction, and paper flow reduction.Client 4- 186 Employees Corporation: Goal of a 50% actual 70%. reduction in paper work documentation process Goal of 50% actual 47% reduction in data package build time Goal 25% actual 20% reduction in data s

45、torage space by Using 5S methodologyDelivery lead time reduction over 7 daysAnnual savings of $480K Lean Supplier Case Studies DemLean Case Studies Demonstrate Results, Expect Double Digit Impact 72% reduction in WIP and inventory63% reduction in WIP and inventory70% reduction in documentation proce

46、ss 47% reduction in data package build time 20% reduction in floor spaceLean Case Studies Demonstrate Boeing Aircraft, Rocketdyne DivisionDecreased manufacturing costs by 97%Cut the development cycle by 50%, from 2 years to 1Reduced manufacturing cycle time by 63%, from 2 years to 9 monthsReduced nu

47、mber of partsfrom hundreds to 6Created a knowledge depository for re-use on subsequent projectsBoeing Aircraft, Rocketdyne DiLean Manufacturing is Not New “One of the most noteworthy accomplishments in keeping the price of Ford products low is the gradual shortening of the production cycle. The long

48、er an article is in the process of manufacture and the more it is moved about, the greater is its ultimate cost.” Henry Ford, 1926Lesson Learned: Created assembly lines but didnt empower workers to achieve continuous and sustained improvementsLean Manufacturing is Not New How Can You Get Help to Pre

49、pare for the Future?CMTC, Our Objective - “to help small and medium size manufacturers increase their competitive advantage by adopting and implementing improved methods of management and manufacturing ”Never underestimate the “power” of an external change agent.How Can You Get Help to PreparCMTC In

50、troduction A 501 c 3 Private, Non-Profit, Corporation Provide consulting services to Californias small to medium-sized manufacturers ensuring global competitiveness Information Technology ServicesSystem SelectionSystems Implementatione-Business Lean Enterprises ServicesLean AssessmentEnterprise Proc

51、ess ImprovementInventory and Production Management Strategic Business ServicesStrategic ManagementHuman Resources StrategiesWorkforce DevelopmentOrganization and Management Quality Management ServicesQuality Systems ImplementationProduct AssuranceEnvironmental and SafetyOver 140 Professionals in Sev

52、en Regional Centers with an average of over 20 years professional experienceCMTC Introduction A 501 c 3 PrWe Partner with Government Agencies, Trade Associations, Educational Institutions & Aerospace PrimesGovernmentCalifornia Trade & Commerce AgencyUS Air ForceNASA/JPLEmployment Training PanelAssoc

53、iationsAerospace Industries Association (AIA)Society of Automotive Engineers (SAE)American Institute of Aeronautics & Astronautics (AIAA)Educational InstitutionsCommunity College Centers for Applied Competitive Technologies (CACT)MIT / LAICorporations Aerojet (Gencorp)BoeingHughes (Boeing)Lockheed M

54、artinNorthrop GrummanRaytheonTRWWe Partner with Government AgeCMTC Provides Tangible BenefitsReduce costs not just selling priceReduce delivery time, cycle time, set-up timeEliminate wasteSeek continuous improvementImprove qualityImprove customer ratings and perceptionsIncrease overall customer sati

55、sfactionImprove employee involvement, moral, and company cultureHelp “transform” manufacturers CMTC Provides Tangible BenefitAdditional ResourcesManufacturing Extension Partnership (MEP), Nationwide network with over 92 centers CMTC at Productivity Press, Lean Materials & BooksEducational Institutio

56、nsMIT at University of TennesseeSan Diego State UniversityAdditional ResourcesManufactur NIST/MEP Centers are Located Near Your Supply ChainsWe can reach any manufacturer in the country within two hours !MEP Centers NIST/MEP Centers are LocaDeploying Lean, a Four Phase ApproachGain top Management “Buy In” and SupportPerform overall company assessment tied to company strategic, operational, and marketing plansDevelop strategic lean deployment planIntegrate customized training with lean to improve specific skill sets, leverage traini