某汽車采購系統(tǒng)介紹

PremierAutomotiveGroup1. OpeningRemarks -Exercise2. Ford’sGlobalPurchasingOverview

3. SupplyBaseManagement i.SupplierImprovementMetrics(SIM) ii.ProductDevelopment–AdvancedProductQualityPlanning iii.ProductionSystems–LeanManufacturing iv.MaterialandLogisticsManagement v.CostReduction (ii,iv,vwillnotbecoveredduetotimelimit)4. StrategicPurchasingToolsandProcesses -Exercise5. AnnualCommoditySourcingStrategyReviewPurchasingManagement&Applications2公司的成長演變模式跨國性公司多元化產品公司只重視CoreBusiness的公司 -Design設計 -Outsourcing:Development &MFGactivities外包開發(fā)及製造 -Marketing&Sales行銷 -Service售後服務

公司成長演變與採購組織職責的關聯(lián)公司的成長演變模式中小企業(yè) 單一產品公司 供應鏈完整的公司 -Design設計 -Development開發(fā) -Mfg.製造(MadeinPlant內製) -Marketing&Sales行銷 -Service售後服務3單純採買行為原物料非生產物料生產性物料生產性零件生產性模組

多功能採購 -協(xié)力廠品質系統(tǒng)輔導

-物流 -國外市場採購 -期貨市場採購 -統(tǒng)合採購 -衛(wèi)星式聯(lián)合工廠聯(lián)盟採購組織及職責4FAOPurchasingCOSTTABLESExerciseProblem: PurchasinghasbeenaskedtobuysweetsforaBoardMeeting.ThedessertwillbeusedincelebrationofFord’ssuperior market performance.WehavebeentoldthatakeyBoardMemberisconstantlyonthelookoutforinefficientspending…andourdessert purchasepricecouldbechallengedforitscompetitiveness.Therefore,ourchallengeistobuythemostdessertforthemoneyand bepreparedtoproveittotheBoardofDirectors.InstructionsThefacingpagedetailsdessert/icingquotationsummariesfromfivequalifiedsweetsmanufacturers.OurjobistofindthebestdessertbuyforFord.Thebestbuyisdefinedbyobtainingthemostdessertfortheleastamountofmoney.Calculatethe“priceperpound”foreachdessert.InputanswersinSection“A”ofthefacingpage.Plotthe“priceperpound”forachofthefivedessertsonthegraphmarked“B”.QuestionsWhichdessertSupplierhasthelowestpriceperpoundasindicatedbythegraph?Whatisthe“costgap”dollaramountbetweenthelowestandhighestpriceddessert?Ifthehighpricedessertwasadjustedtothemostcompetitive“priceperpound”,whatpercentsavingswouldyourequest?WhatcostdriverswouldyouaskthehighcostdessertSuppliertakealookattoimprovehis/herpricing?ExtraCreditChallengeWhatwouldbethelowestcostthree(3)pounddessertyourcouldcreatebasedonthebestinclasscoststructure?5FAOPurchasingCOSTTABLESExercise67如何培育採購人員來達成不同層次的採購職責(I)運用工業(yè)管理系,經濟系,國際貿易系,電機系,機械系,化工系,會計系,電子商務系等所學之專長(II)良師益友培訓方式(III)教學是學習最有效的方法(IV)採購人員的LeadershipBehaviors(V)希望國內大學大專院校有開此課程,目前福特六和都是自己訓練採購人員8Buyer’sLeadershipBehavior誠信實事求是正確行事力求多元化工作完美無瑕生意(業(yè)務)敏銳度創(chuàng)新能力與專業(yè)水平品質至上勇氣追求成效顧客滿意度關係培養(yǎng)人才與團隊精神與顧客溝通服務社區(qū)9GlobalPurchasingOverview全球採購概況10#4ontheFortune500在財星星500大排名名第第4#4ontheGlobal500全球球500大企企業(yè)業(yè)排名名第第412%ofGlobalMarketShare––2ndLargestManufacturerinWorld擁有有全全球球12%市場場佔佔有有率率–全球球排排名名第第二二的的汽汽車車製製造造商商Over375,000employeesworldwide全球球共共有有超超過過37.5萬員員工工110assemblyandmanufacturingsitesworldwidein40countries在40個國國家家擁擁有有110個裝裝配配和和製製造造據(jù)據(jù)點點FORDFACTS福特特概概況況Ford（福特特）Mazda（馬自自達達）Volvo（富豪豪）Mercury（水星星）Lincoln（林肯肯）LandRover（路華華）Jaguar（積架架）AstonMartin（阿斯斯頓頓?馬丁?。㏕otal（總計計）2001Production2001年生生產產情情況況(numberofunits)(輛)5,627,000841,000411,000364,000186,000164,000128,0001,0007,722,000…ANDHOWDOESPURCHASINGFITIN?………採購購扮扮演演的的角角色色?7.7MillionVehicles770萬輛輛汽汽車車US$90BillionAnnualTurnover900億美美元元的的年年營營業(yè)業(yè)額額2000ProductionSupplierParentCompanies2000家製製造造供供應應商商母母公公司司5000ProductionSupplierManufacturingSites5000個供供應應商商生生產產基基地地9000Non-ProductionSuppliers9000家非非生生產產供供又又商商130,000ProductionParts13萬種種生生產產零零配配件件110FordAssemblyandManufacturingSites110個福福特特裝裝配配和和生生產產基基地地Suppliersin44Countries供應應商商分分佈佈於於44個國國家家Buying（採購）Production Material

生產性物料

Non-Production Material

非生產性物料SupplierTechnicalAssistance供應商技術支援NorthAmericaPurchasing北美採購CBG(1)Leader業(yè)務小組負責人SouthAmericaPurchasing南美採購CBG(1)Leader業(yè)務小組負責人EuropePurchasing歐洲採購CBG(1)Leader業(yè)務小組負責人AsiaPurchasing亞洲採購CBG(1)Leader業(yè)務小組負責人TonyBrown,GlobalPurchasingVicePresident全球採購副總裁FORDGLOBALPURCHASINGORGANIZATION全球球福福特特採購購組組織織CSO(2)

**EstablishChinaSourcingOffice建立中國採購小組**Identifyanddevelophighlycapablesuppliers尋找和開發(fā)能力強的供應商GlobalSourcingDevelopmentTeam（全球資源發(fā)展組)）CBGLeader=CustomerBusinessGroupLeader（（業(yè)務務小組組負責責人)CSO=ChinaSourcingOffice（（中國國採採購購小小組組）14SUPPLIERRELATIONSHIPVALUES與供應應商商關關係係的的重重要要性性ActLikeaPartnertobeaPartner像真真正正的的合合伙伙人人一一樣樣合合作作TrustandbeTrustworthy信任任對對方方並並且且自自身身值值得得信信任任CommunicatewithConsistency持續(xù)續(xù)性性的的溝溝通通BeFact-Based以事事實實為為基基礎礎ThinkValuenotJustPrice著重重價價值值而而不不僅僅僅僅是是價價格格…..tobetheCustomerofChoice………成為為理理想想的的客客戶戶15QUALITYISOURTOPPRIORITY品質質是是我我們們的的首首要要目目標標16WEWORKTOBUILDQUALITYVEHICLESFOROURCUSTOMERSAROUNDTHEWORLD……我們們要要為為全全球球客客戶戶製製造造高高品品質質的的汽汽車車…andoursuppliersarethefoundationofsuccessinvehiclequality供應商是我們們確保汽車品品質的基礎17WHATDOWEEXPECTFROMSUPPLIERS?我們對供應商商的期待?EverysuppliertoFordisexpectedtoachieveandmaintainourQ1suppliercertification每個供應商都都需要獲得並並保持我們的的Q1供應商品質認認證Thefirststepisachieving:獲得的第一步步QS-9000ISO14001Q118OURSUPPLYQUALITYENGINEERSWORKWITHYOUONSITE我們的品質技技術工程師參參與並協(xié)助現(xiàn)現(xiàn)場實務ThenextstepistoassignaSupplierTechnicalAssistantEngineer(STA)whowillvisityourmanufacturingsiteto:下一步是指派派一位技術輔輔導工程師(STA)訪察供應商製製造現(xiàn)場:Checkforhighqualitystandardsonparts檢查零件部品品是否符合高高品質標準Ensurerobustmanufacturingcapability確保強勁的生生產能力Identifyandmakeplansforareasofimprovement對所需改進的的領域做改善善計劃SharelessonslearnedfromNorthAmerica與供應商共享享北美市場經經驗19STAENGINEERSLOOKFORMANUFACTURINGBASICSANDAPPROACHTOPLANNING…技術輔導工程程師致力於將將製造的基本本要點和步驟驟與供應商的的規(guī)劃相結合合QualityProcedures品質程序QS-9000QualityOperatingSystems(QOS)品質操作體系系FailureModeandEffectsAnalysis(FMEAs)失效模式和效效果分析ControlPlans控制計劃Pre-ProductionPartApprovalProcesses(PPAPs)生產前零件部部批準程序（PPAPs））RunatRateReview“批量生產”審核EmployeeReadiness/TrainingReview員工準備情況況/培訓審核ManagetheChangeinManufacturingandDesign管理生產與設設計所涉及的的變化20…ANDALSOREQUIREONSITEDEMONSTRA-TIONSOFMANUFACTURINGCAPABILITY並且要求在製製造現(xiàn)場的實實作驗證能力力Sub-supplierQualityManagement二階供應商品品質管理ControlofIncomingQuality進料品質的控控管ControlPlans/OperatorInstructions管控計劃/操作說明ProcessVariabilityMonitoring製程變異監(jiān)督督GageCalibrationandUse量具校正及運用PartI.D.,NonconformingPartsHandling,Packaging,Shipping零件標示,不良品處理,包裝和運輸Testing,EngineeringSpecifications測試,工程規(guī)格PreventiveMaintenance(PM)/Housekeeping*預防性維護/內務管理ManufacturingFlowandLeanManufacturing Metrics*生產流程精益益生產衡量Problem-Solving,CorrectiveActions問題的解決,更正措施21ACHIEVINGQ1REQUIRESPROVENRESULTSThird-PartyCertificationofQS-9000andISO14001AcceptableOnsiteAssessmentbySTAEngineer6monthsofproductionshippinghistorywithnoproblemsEndorsementsfromYourFordCustomers(Fordmanufacturingplants,MaterialsPlanningandLogistics,SupplierQuality,etc.)YouhaveachievedQ1!22WHATDOWEEXPECTFROMSUPPLIERSONANONGOINGBASIS?KeepyourQ1bymaintainingexcellencein:QualityEfficiency/WasteEliminationDeliveryHaveresourcesavailabletosupportlaunchesofFordvehiclesAdvancedproductqualityplanningLaunchreadinessreviewsonsiteCollaboratecloselywithFordtoresolveanyissuesthatmightariseonpartqualityordesignWeworkedtogetherwithsuppliers23Buying（採購）Production Material

生產性材料

Non-Production Material

非生產性材料SupplierTechnicalAssistance供應商技術支援NorthAmericaPurchasing北美採購CBG(1)Leader業(yè)務小組負責人SouthAmericaPurchasing南美採購CBG(1)Leader業(yè)務小組負責人EuropePurchasing歐洲採購CBG(1)Leader業(yè)務小組負責人AsiaPurchasing亞洲採購CBG(1)Leader業(yè)務小組負責人TonyBrown,GlobalPurchasingVicePresident全球採購副總裁FORDGLOBALPURCHASINGORGANIZATION全球福特採購組織CSO(2)

**EstablishChinaSourcingOffice建立中國採購小組**Identifyanddevelophighlycapablesuppliers發(fā)現(xiàn)和發(fā)展高能力的供應商GlobalSourcingDevelopmentTeam（全球資源發(fā)展組）CBGLeader=CustomerBusinessGroupLeader（業(yè)務小組負責責人)CSO=ChinaSourcingOffice（中國採購小組組）24WHATISFORDLOOKINGFORINCHINA?WorldClassQualityCostAdvantage,DeliveredtoAssemblyAllPartsStrongExportTrackRecordCommitmenttoCorporateResponsibility25BENEFITSFORSUPPLIERSINCHINA對中國供應商的益處Increasedexports增加出口額Improvedscale增加生產規(guī)模模ExposuretomultiplepotentialcustomersinFord’sglobalautomotivebusinesses通過福特全球球汽車業(yè)務而而增加與潛在在客戶的接觸觸和瞭解Improvedsupplychaincapabilities提高供應鍊生生產能力Accesstolongertermtechnologicaladvancements獲得長期的技技術改進PotentialtoparticipateinfuturelocalizationopportunitieswithFordChina今後與福特在在中國進行更更多地方性合合作的機會Improvedglobalcompetitiveness提高全球競爭爭能力26AIMTOREPLICATESUCCESSINEASTERNEUROPE目標:複製在東歐的的成功經驗19971998199920002001$1.4BILLION（14億美元）$0Qualitybetterthanprevioussources!!比原有供應商具有更好質量!!CountryOffices在國內的業(yè)務機構DedicatedSourcingDevelopmentTeam專注的採購發(fā)展團隊CompanyWideSupportinFord 福特公司全體的支持

HighlyCapableSuppliers能力強的供應商

KeystoSuccess（成功的關鍵）：√√√

√InChina（在中國）？27EXAMPLESOFPOTENTIALCOMMODITIESSOURCEDTOSUPPLIERSINCHINA列舉可能向中國供應商採購的零組件件SHORTTERM（短期）:Wheels（輪胎）Driveshafts（轉動軸）StabilizerBars（平衡桿）CoilSprings（螺旋彈簧）SideGlass（側窗玻璃）Speakers（揚聲器）DieCastings（壓鑄）Batteries（電池）LeafSprings（鋼板彈簧）LONGERTERM（中長期）:Radios/AudioSystem（收音機/音響系統(tǒng)）WiringHarness（線束）RearAxles（後軸）Halfshafts（半軸）Lighting（車燈）CylinderHeads/Blocks（氣缸頭/體）ExhaustManifolds（排氣岐管）Camshafts/Crankshafts（凸轉軸/曲軸）IntakeManifolds（進氣岐管）BalanceShafts（平衡軸）28OVERVIEW-FORDOPERATIONSINGREATERCHINA概述–福特在大中華華地區(qū)的業(yè)務務CAFNanchangJMC南昌江鈴汽車車FordMotorChinaLtd.(HoldingCompany)福特汽車中國國有限公司（控股公司）FMCCRepresentativesOffice(Beijing)福特信貸代表表處（北京）TaiwanFordLioHo(70/30JV)臺灣福特六和和汽車（70/30合資企業(yè)）ChongqingChangan-Ford重慶長安-福特Beijing北京TianjinFMITT福特汽車天津津國際貿易有有限公司29FORDOPERATIONSINGREATERCHINA福特在在大中中華地地區(qū)的的業(yè)務務HistoryofFordinGreaterChina福特在在大中中華地地區(qū)的的歷史史1913FirstModel-T’sSoldInChina第一輛福特汽車Model-T在中國銷售1972EstablishedFordLioHoTaiwan(70/30JV)福特六和在臺灣成立（70/30合資企業(yè)）1980LaunchedVisitingEngineeringProgram啟動工程技術人員訪問項目1995EstablishedFordMotor(China)Ltd.福特汽車中國有限公司成立1995EstablishedFiveComponentsJVs

建立了五家汽車零部件合資企業(yè)1995AcquiredEquityinJianglingMotors(JMC)收購江鈴汽車（JMC）的股權1996EstablishedFordCreditRepresentativesOffice福特信貸代表處成立2000LaunchedFordMotorConservation&EnvironmentalGrants

啟動節(jié)約與環(huán)境保護項目2000Spun-offComponentJVs(Visteon)零部件合資企業(yè)隨著傅世通獨立2001EstablishedChanganFordAutomobileCo.(50/50JV)長安福特汽車公司成立（50/50合資）2001EstablishedFordMotorInternationalTrading(Tianjin)福特汽車天津國際貿易有限公司成立30FORDOPERATIONSINGREATERCHINA福特在在大中中華地地區(qū)的的業(yè)務務FordMotor(China)Ltd.HoldingCompany(100%)福特汽汽車（中國）有限限公司司（100%））50/50Changan-FordJointVenture(PassengerCar)50/50股權比例的的長安––福福特汽汽車股份有有限公公司（（轎車）30%FordEquityInvestmentinJMC(Transit)控制江江鈴汽車30%的股股份（（全順）Marketing,SalesandServiceOperations市場營銷銷、銷售以及及服務業(yè)務務FordMotorInternationalTradingTianjin(FMITT)100%福特汽汽車天天津國國際貿貿易有有限公公司（FMITT）100%控股OtherKeyFunctions:GA,PA,HR,Legal,FinanceBusinessDevelopment&ProductPlanning其它重重要職職能：政府事事務，公共事事務，人力資資源，法律，融資業(yè)業(yè)務發(fā)發(fā)展以以及產產品計計劃31FordLio-HoTaiwan臺灣福福特六六和汽汽車Establishedin1972於1972年成立立70/30JVOwnershipStructure70/30的合資資股權權結構構CKDOperationsCKD業(yè)務LocatedintheCityofChung-Li位於中中壢MajorProducts:Tierra,Mondeo,Escape,Ixion,Pronto,andEconovan主要產產品：Tierra,Mondeo,Escape,Ixion,Pronto,andEconovanFORDOPERATIONSINGREATERCHINA福特在在大中中華地地區(qū)的的業(yè)務務32FiveFormerComponentsJVs(VisteonSpin-off)五家先先前有有合資資的汽汽車零零部件件企業(yè)業(yè)（隨偉世世通獨獨立）ShanghaiFuHuaAutomotiveGlass(51/49JVWithYaoHua)上海福福華汽汽車玻玻璃（與耀華華玻璃璃51/49的合資資企業(yè)業(yè)）ShanghaiYanFengAutomotiveTrim(50/50JVWithSAIC)上海延延鋒汽汽車內內飾件件（與上汽汽集團團50/50的合資資企業(yè)業(yè)）ShanghaiFudianAutomotiveElectronics(70/30JVWithShanghaiAutomationInstrument)上海福福電汽汽車電電子（與上海海自動動儀表表70/30的合資資企業(yè)業(yè)）UnitedAluminumRadiatorCompany(50/50JVWithFAW)聯(lián)合鋁鋁散熱熱器（與一汽汽集團團50/50的合資資企業(yè)業(yè)）JiangXiFuchangClimateSystemLtd.(81/19JVWithJMC)江西西福福昌昌汽汽車車空空調調系系統(tǒng)統(tǒng)（與江江鈴鈴汽汽車車81/19的合合資資企企業(yè)業(yè)）FORDOPERATIONSINGREATERCHINA福特特在在大大中中華華地地區(qū)區(qū)的的業(yè)業(yè)務務33FordFinancialBeijingRepresentativeOffice福特特財財務務北北京京代代表表處處EstablishedDecember1996於1996年年12月月成成立立BusinessDevelopment業(yè)務務拓拓展展FordFinancialChina福特特中中國國財財務務有有限限公公司司WorkingW/Gov’’ttoEstablishaAutoFinancingOperation與政政府府共共同同建建立立一一家家汽汽車車融融資資企企業(yè)業(yè)RetailandWholesaleFinancingforFordFamilyBrands為福福特特的的各各種種品品牌牌進進行行零零售售及及批批發(fā)發(fā)業(yè)業(yè)務務方方面面的的融融資資CommenceEarly2003toSupportC195Launch將於於2003年年初初正正式式營運運，以以支支持持C195的投投產FORDOPERATIONSINGREATERCHINA福特特在在大大中中華華地地區(qū)區(qū)的的業(yè)業(yè)務務34JianglingMotorCo.(JMC)江鈴鈴汽汽車車有有限限公公司司（JMC））APublicListedCompanyUnderJMCGroupCo.(SOE)江鈴鈴汽汽車車集集團團（國有有企企業(yè)業(yè)）下的的一一家家上上市市公公司司FordHas30%EquityPosition福特特擁擁有有30%的股股權權LocatedinNanchang,JiangxiProvince位於於江江西西省省南南昌昌市市MajorProducts:Isuzu-basedCommercial&FordTransit主要要產產品品：五十十鈴鈴系系列列的的商商用用車車以以及及福福特特全全順順ProfitableOperationsDuringPastTwoYears過去兩年均均有贏利表表現(xiàn)FORDOPERATIONSINGREATERCHINA福特在大中中華地區(qū)的的業(yè)務35ChanganFordAutomobileCo.Ltd.(CAF)長安福特汽汽車股份有有限公司（CAF）50/50JVWithChanganAutomobile與長安汽車車組建的50/50合資企業(yè)JVApproved(April,2001)合資企業(yè)獲獲得批準（2001年4月））NewGreenfieldFacilityUnderConstructioninCQ在重慶的新新的廠房及及設備正在在建設中Job#1TargetedforEarly2003目標於2003年初投產FirstProductIsaSmallPassengerCar首要產品為為小型轎車車NewRetailNetworkofFordFranchisedDealersSelected由福特特約約經銷商構構成的全新新的零售網網路已經選選定FORDOPERATIONSINGREATERCHINA福特在大中中華地區(qū)的的業(yè)務36ChanganFord(CAF)RetailDistributionNetwork長安福特（CAF）零售分銷體體系25Dealers(3in1)––Sales,Service,Parts25個經銷商（三合一）-銷售，服務，零部件供應應ConsistentBrand@RetailStandard統(tǒng)一的品牌牌與零售標標準SellBUandLocallyProducedFord同時銷售進進口以及當當?shù)厣a的的福特汽車車Shanghai上海Guangzhou廣州Chongqing重慶Beijing北京FORDOPERATIONSINGREATERCHINA福特在大中中華地區(qū)的的業(yè)務37ThePurposeofSIMSiteimprovementmetrics(SIM)isaweb-basedapplicationthattracksandreportsdataonsiteperformancebasedonastandardsetofmetricsdefinedbyFORD.TheSIMapplicationdrawstogetherdatathatiscapturedinoperationalsystemsthroughoutFordandconsolidatesitintoonelocationforeasyaccessanduse.38TheRoleofSIMinSiteManagementSIMprovidesdatathatcanbeusedto:ImprovecommunicationthroughstandardizeddataprovidetheperformancemetricsusedinQ1scoringImprovecommunicationsthroughstandardizeddataanddailyQRdetailupdatesIdentifyopportunitiesforcontinuousimprovementMeasuresiteperformancetosupportoperationalprocesses39AnalyzingSIMDataTheSiteSummaryscreenistheprimaryscreenusedforsitemanagementandcontainsthefollowingsections:ContactsQ1InformationOn-GoingPerformance!PPM!Delivery!FieldActions!StopShipments!PSW(notusedinQ1scoring)!SiteResponsibleIssues(NotusedinQ1scoring)40AdvantageofSIMReferenceofglobalpurchasingProviderealisticinformationReducemanualmistakeandoperationwasteProvidecontinuouslyimprovementmetrics41SuppliersWarehouse(MP&L)CMMS3IQCPPMReportSupplierImprovementMetrics(SIM)M6Form(DF&DA)QuantityGSDBSTACurrentPPMProcess4243QCManagerPlantManagerDeliveryChampionResponsibleSTAEngineer44Q1InformationDefectPartsPPMRecord45DeliveryPerformanceFieldAction&StopShipments46精實製造LeanManufacturing它是什麼?是一種在價價值流(valuestream)中藉由排除浪費以提昇流動動性，使其其能獲致更更短的前置置時間，從從而提供高高品質、低低成本的製製造哲學由產品開發(fā)發(fā)、程序工工程、營運運管理及企企業(yè)總管理理作業(yè)等所所組成的一一整合性系系統(tǒng)，其能能為顧客提提供價值及及帶給人們們尊嚴47福特原始的的生產哲學學Ford’sOriginalManufacturingPhilosophy(1926)標準化及持持續(xù)改善StandardizationandContinuousImprovement減少浪費EliminateWaste採用連續(xù)生生產模式UseContinuousFlowManufacturing物料在來源源處即採品品質管理PracticeQualityattheSource摘錄自亨利利福特的著著作今日與明日日FromTodayandTomorrowbyHenryFord48…Kaizen(改善)只是其中的的一部份精實生產是是一種系統(tǒng)統(tǒng)...問題解決防呆措施

快速換模換線全面生產性維護5S/目視化工廠看板(Kanban)Kaizen精實生產概論標準作業(yè)49為什麼需要要精實?競爭上壓力品質成本速度驅動作業(yè)流程顧客滿意零不良訂購到交貨可負擔的事業(yè)架構降低成本後勤補給精實生產預防不良小批量生產降低生產前置時間提昇生產力50製造競爭優(yōu)優(yōu)勢以精實生產產提升生產產力及品質質,降低低成本,形形成企業(yè)業(yè)的競爭優(yōu)優(yōu)勢51從何處著手手…...整體價值鍊鍊52整體價值鍊鍊裝配廠運送售後服務及保證目前我們身身處何處?原材料第1階協(xié)力廠第X階53鑄造工廠第1階協(xié)力力廠商內裝產品協(xié)協(xié)力廠商內裝產品協(xié)協(xié)力廠商第2階第2階第2階第2階第2階第3階第3階第3階第3階價值鍊裝配廠54衡量指標總成本(TotalCost)首次合格率率(FTT)製造週期時時間(MCT)進料倉庫到到出貨倉庫庫時間(DTD)總和設備效效率(OEE)55總體成本勞務及間接接費用僅只只是總成本本中的一部部份原物料/外外購部品勞務及間接接費用索賠運輸其他25%60%直接員工(12)%5%5%5%56衡量指標總成本(TotalCost)首次合格率率(FTT)製造週期時時間(MCT)進料倉庫到到出貨倉庫庫時間(DTD)總和設備效效率(OEE)57ABCD100/100=185/87=.9887/90=.9790/100=.91009087計算最終産産合格率(傳統(tǒng))合格率是多多少?1×.9×.97××.98=85%廢品廢品10廢品3廢品2産出=未未作廢的的單位數(shù)開始:100個個單位結束:85個“良好好”的單位位58ABCD100908710695一次通過合合格率及隱隱藏工廠100-10(返工工+廢品)/100=.90一次次通過合格格率87-7(返工+廢品)/87=.91一次通過過合格率90-12(返工+廢品)/90=.86一次通過過合格率100-16(返工工+廢品)/100=.84一次通通過合格率率廢品一次通過合合格率=未未作廢或或返工的單位位(59%)返工隱藏工廠廢品10廢品3廢品2開始:100個個單位結束:85個“良好好”的單位位59衡量指標總成本(TotalCost)首次合格率率(FTT)製造週期時時間(MCT)進料倉庫到到出貨倉庫庫時間(DTD)總和設備效效率(OEE)60進料倉庫到到出貨倉庫庫時間(DTD)製造週期時時間(MCT)出貨進料進料倉庫成品倉庫生產製造過過程衡量指標61衡量指標總成本(TotalCost)首次合格率率(FTT)製造週期時時間(MCT)進料倉庫到到出貨倉庫庫時間(DTD)總和設備效效率(OEE)62重新檢視競競爭優(yōu)勢以精實生產產提升生產產力及品質質,降低低成本,形形成企業(yè)業(yè)的競爭優(yōu)優(yōu)勢Dock-to-Dock成本管理時效管理品質管理63重新檢視競競爭優(yōu)勢DTD的管理與財財務管理庫存周轉率率=庫庫存量/營業(yè)額額64總和設備效效率(OEE)OEE是用來衡量量一項設備備的稼動率率、性能效效率以及良良品率。對一瓶頸作作業(yè)而言，，OEE是衡量產能能利用率的的指標。OEE=稼動率x性能效率x良品率(作業(yè))65全負荷理想想產能計劃稼動理理想產能換線及故障障損失後產產能作業(yè)等待及及未遵守標標準等損失失後產能品質不良損損失後產能能未計劃生產產的產能損損失實際產能OEE損失的產能能總和設備效效率(OEE)66OEE(Constraint)486681868375050100123456MonthOEE%良品率生產總數(shù)良品數(shù)不良品數(shù)性能效率作業(yè)紀律小的作業(yè)等等待或中止止稼動率換模換線時時間非預期故障障時間總和設備效效率67精實生產專注在:排除價值流流中的浪費費連續(xù)流動生生產,由由顧客拉提提式生產儲存進料倉庫沖壓點焊裝配生產控制協(xié)力廠商顧客修補交運清單預測量訂單交貨物料排程&生生產跟跟催出貨倉庫預測量訂單排程&生生產跟跟催排程&生生產跟跟催儲存儲存儲存訂單現(xiàn)金68標準作業(yè)StandardizedWork防止錯誤ErrorProofing目視管理Visualcontrols預防性維護護Preventivemaintenance工作地點的的組織Workplaceorganization貨櫃化Containerization拉式生產Pullsystems小批量生產產Smalllotproduction低庫存Lowinventory團隊精神Workteams現(xiàn)場佈置流流程Layout/flow快速換模換換線Quicktoolchangeover產出時間Throughputtime檢查重點PlantTourChecklist69往未來圖五五個階段的的目的穩(wěn)定性Stability後拉式系統(tǒng)平準化生產同步生產連續(xù)的流動70價值流圖的循環(huán)周期繪製現(xiàn)況圖願景VISION製程數(shù)據(jù)搜集繪製未來圖列出製程改善機會辨識價值流採取行動未來圖變成現(xiàn)況圖減少浪費重點FocusedeliminationofWASTE71營運計劃的的傳承主要要是要顯示示出製造部部門(代表表相當比例例的固定及及變動成本本)如何何根據(jù)營運運計劃作調調整TheBusinessPlanCascadeisintendedtoshowhowmanufacturingoperations(whichrepresentasubstantialpercentageoffixedandvariableoverhead)canbealignedwithBusinessPlanobjectives.根據(jù)營運計計劃調整生生產型態(tài)ALIGNMENTOFOPERATIONSWITHTHEBUSINESSPLAN72每一直接或或間接生產產部門,都都必需根根據(jù)營運計計劃設定目目標以及衡衡量基準,並且持持續(xù)的朝目目標改善TobealignedwiththeBusinessPlaneachdepartmentwhichoperatesorsupportsproductionequipment/facilitiesneedtosetanappropriateobjectiveandmeasureperformanceusingkeymeasurables.Continuousimprovementtowardtheseobjectiveswill:根據(jù)營運計計劃調整生生產型態(tài)AlignmentofOperationswiththeBusinessPlan73根據(jù)營運計計劃調整生生產型態(tài)AlignmentofOperationswiththeBusinessPlan排除價值鏈鏈上的浪費費Eliminatewasteintheentirevaluechain,includingoverhead降低生產的的基本成本本Reducethemanufacturer’scostbase增加目前產產品的獲利利率Improveitsprofitabilityonexistingbusiness.以更低的成成本來吸引引顧客,以以及在銷銷售的增加加情況下獲獲利率也同同時增加Makethemanufacturermoreattractivetocustomers(viaalowercostbase)andprovideforincreasedsaleswithacommensurateincreaseinprofits.74StrategicPurchasingTools

and

Processes75Monopoly:Onesellercontrolstheentiresupplyofaparticularcommodity.Oligopoly:Marketwithafewsellerse.g:automobile,steel,tobacco.DifferentiatedCompetition:manysellersproducingdifferentiatedproductswithinthesamemarket.PerfectCompetition:(purecompetition):largenumbersofbuyersandsellers;homogeneousproducts.MarketCompetition76CompetitiveScaleMonopolyOligopolyDifferentiatedCompetitionPerfectCompetition5%70%25%ImperfectCompetition70%ofthetransactionsfallundermarketscharacterizedbyimperfectcompetition.77MarketIntelligenceWhatisthemarketcompetition,e.g.pure,monopoly,imperfect?Whatmarketactivityishappening?consolidation,deregulation,newtechnology,etc.Whatisthecurrentmarketsize?Whatisthemarketgrowthrate?Whatsegmentsexistinthismarket?Whatshareinthesemarketsegmentsdoyouhold?78SupplierIntelligenceCompanyOwnershipCompanySize:numberofemployees,plantsGrowthRateMajorCompetitorsCompetitiveEdge:price,quality,design?Majorcustomers,percentageofcompanyrevenueManagementPhilosophyRawmaterialcostas%ofCostofGoodsSoldSourceforrawmaterials:makevs.buyQualitySystems,qualitycertifications,qualityrate:PPMDeliveryPerformance:%ontimedeliveryTechnicalPartnership,ProductDevelopmentexperienceNumberofsalesandPDstaff,enoughtomeetcustomer’sneeds?Capacitymanagement79CompetitiveAdvantageMatrixDoesthebuyerorthesellerhavetheadvantageinthemarket?80SupplyPositioningSupplypositioningallowsyoutosegmentthetotalspendandestablishdifferentobjectivesforeachsegment.Supplypositioningisbasedontwoelements:Relativevalue-purchasevalueasapercentageoftotalspendinthecommoditycategoryRiskofExposureorlevelofcompetition-numberofsuppliersinthemarket,qualitylevel81SupplyPositioningStrategicSecuritySecureSupplyStrategicCriticalContingencyPlanningTacticalAcquisitionStreamlineTheProcessTacticalProfitDriveforProfitRiskorExposureHighLowHighLowRelativeValue82SupplierPreferenceWhilesupplypositionisthebuyer’sassessmentofthevendor’simportance,supplierpreferenceishowthesupplierseesthebuyingside.Howimportantisthiscustomertothecompany’soverallbusiness?1.Relativevalue:thecustomer’’spurchasevalueasapercentageofvendor’stotalsalesaccount2.LevelofAttraction:profitability,easeandfrequencyofcommunication,compatibility83SupplierPreferenceDEVELOPMENTCORENUISANCEEXPLOITABLERelativeValueLevelofAttractionHighLowLowHigh84TacticalSynthesisTacticalSynthesisintegratesthetwoperspectivesofSupplyPositioningandSupplierPreferencetocomeupwithpurchasingstrategies.Elementsofconsideration:ContractType/Duration:short-termvs.longtermTransactionManagementInventoryHoldingsRelationshipTypeBidProcess:SingleBid,OpenBidRiskLevelAction85TacticalSynthesis86161315410131214112205687917181988AnnualCommoditySourcingStrategyObjectivesProcessActions89ObjectivesTogetcompanycrossfunction’sconsensusSystematicmethodTobuildalong-termstrategicpartnershipSublimationofstrategicintentSyntheticcombinationofAPQPandmanufacturesiteassessment90ProcessFormCommodityStrategyTeamDetermineShortTerm&LongTermRequirementsEvaluateSuppliers(Current&Proposed)CommercialQualityDeliveryTechnologyIdentifyPreferredSuppliersSource,Re-sourceConsistentwithCommodityStrategyReview&ReviseAnnuallyBuyerLeaderLeaderSTAEngineerDesignEngineerPlantRepresentativeOther9192EvaluateSuppliers(Current&Proposed)ProvideatoolforsupplierclassificationandselectionIdentifyareasforimprovementConveyFordexpectationstothesuppliers93TechnologySupplier’stechnologicalleadershipinthecommoditytheyprovide.Includesthesupplier’suseofhightechmanufacturingprocesses,andtheirdesign,researchanddevelopmentcapability.EvaluateSuppliers(Current&Proposed)94QualityThesupplier’sabilitytoconsistentlydeliverhighqualitypartsthatworkeffectivelyintheassemblyand/ormanufacturingoperation,andmeet,orexceed,allwarrantyrequirements.Measuresofquality:R/100orR/1000=Rejectsper100or1000partsproducedTGW=ThingsgonewrongPPM/PPB=PartspermillionorPartsperBillionrejectedIR’s=IncomingRejectedpartsshippedintotheusingplantEvaluateSuppliers(Current&Proposed)95Commercial:Supplier’scostcompetitivenessandresponsiveness.Costcompetitivenessreferstothesupplier’sabilityto:MeettargetpricesRespondwithRFQpricesat,orbelow,theircompetitor’spricesReducepricesthroughproductivityimprovementsResponsivenessreferstothesuppliersabilityto:RespondtoRequestforQuotations(RFQ’s)bythespecifieddateRespondto,andresolve,qualityanddeliveryproblemsEvaluateSuppliers(Current&Proposed)96Delivery:Supplier’sabilitytorespondquicklyandcorrectlytoreleaserequirements,neitherundershippingnorovershipping.Anefficientmanufacturingprocessincreasesthesupplier’s