精益生產(chǎn)之采購件拉系統(tǒng)案例urchasedarsull

PurchasedPartsPullSystem–CaseStudyBackgroundofCaseStudyPresentationofCaseStudyResultsClassDiscussionofCaseStudyRD011402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RD011402LeanSixSigma

ImprovementProcessRoadMapAnalyzeControlImproveDefineIdentifyProblemDevelopListofCustomersDevelopListofCTQ’sfromVoiceoftheCustomerFinalizeProjectFocus

andKeyMetricsCompletePDFMeasureMapBusinessProcessMapValueStreamDevelopData

CollectionPlanConductMeasurement

SystemAnalysisCollectDataConductProcess

CapabilityAnalysisAnalyzeProposeCriticalX’sPrioritizeCriticalX’sVerifyCriticalX’sEstimatetheImpactofEachXonYQuantifytheOpportunityPrioritizeRootCausesConductRootCause

AnalysisonCriticalX’sImproveCriticalX’sConfirmedDevelopPotentialSolutionsSelectSolutionOptimizeSolutionPilotSolutionControlImplementProcess

ChangesandControlsWriteControlPlanCalculateFinalFinancial/ProcessMetricsTransitionProjecttoFutureOwnersIdentifyProjectTranslationOpportunitiesMeasureDefineProjectIDToolsProjectDefinitionFormNetPresentValueAnalysisInternalRateofReturnAnalysisDiscountedCashFlowAnalysisPIPManagementProcessRACIQuadChartsProcessMappingValueAnalysisBrainstormingMulti-VotingTechniquesParetoChartsC&E/FishboneDiagramsFMEACheckSheetsRunChartsControlChartsGageR&RCp&CpkSupplyChainAcceleratorAnalysisMulti-VariBoxPlotsInteractionPlotsRegressionANOVAC&EMatricesFMEABrainstormingPullSystemsSetupReductionTPMProcessFlowBenchmarkingAffinityDOEHypothesisTestingForceFieldTreeDiagramsGanttChartsCheckSheetsRunChartsHistogramsScatterDiagramsControlChartsParetoChartsInteractiveReviewsPoka-YokeRevised1-12-023LearningObjectivesLearnhowtoreviewacasestudywithbasicdataandmakeimprovementsuggestionsLearnthebasicstepsandcalculationstopresentaLeansolutionUnderstandallthepossiblePullPlatformsandhowtheywouldapplyinthiscasestudyDeterminetherequiredmeasuresforperformancegrowthPracticepresentationskills4課程目的學(xué)習(xí)如何評價(jià)案例中的基本數(shù)據(jù)及提出改進(jìn)建議學(xué)習(xí)發(fā)表精益解決方案的基本步驟和計(jì)算方法理解所有可能的拉動平臺以及如何應(yīng)用在該案例分析中確定績效提高的評價(jià)指標(biāo)練習(xí)發(fā)表的技巧5What’sinItforMe?PracticeReplinishmentPullimplementationDiscusswiththeclassallthepossiblebarriersandsolutionsforthecasestudyGainunderstandingtoapplyinyourenvironment6我學(xué)到了什么?練習(xí)補(bǔ)充拉系統(tǒng)的實(shí)施課堂討論案例中可能的實(shí)施障礙及解決方法理解在自己工作中應(yīng)用的知識技能7ReplenishmentPullCaseStudyReplenishmentPullatWindows-R-UsInordertominimizetheimpactofshortagesandtoreduceinventory,Iwanttoimplementareplenishmentpullsystemformyglassrawmaterial.Mygoalistoreducetheamountoflaborrequiredtomanagetherawmaterialwhilereducinginventory.Byreducinglaborrequiredtomanagetherawglass,weshouldbeabletoconcentrateongettingtheothertroublesomepartsintothefacility.Iwanttorevealthedetailsofmyplantomystaffnextweek.

JohnSmith

ManagerofTacticalProcurement8補(bǔ)充拉系統(tǒng)案例Windows-R-Us公司的補(bǔ)充拉系統(tǒng)為了將零件短缺的影響最小化及減少庫存，我希望在玻璃原材料方面實(shí)施補(bǔ)充拉系統(tǒng)。我的目標(biāo)是降低庫存的同時(shí)減少材料管理的工作量。通過減少管理原材料的勞動量，我們可以集中精力處理其他棘手的零件。我希望在下周向我們的員工展示詳細(xì)的計(jì)劃。

JohnSmith

采購戰(zhàn)略經(jīng)理9ReplenishmentPullCaseStudy(Cont.)JohnsatinhisDallas,TXofficeoneafternoonthinkingaboutseveralissuesfacinghiminhisnewroleasTacticalProcurementManager.Sincetherecentreductioninforce,hisgrouphasbeenstrugglingtomanagethematerialneededforproduction.Theresulthasbeenanincreaseinpartshortagesandinventory.Althoughexcitedaboutsolvingthisproblem,hewasconcernedabouthisabilitytodesignandimplementapullsystem.Luckily,hehadjustattendedatrainingcourseonreplenishmentpullsystems.BillGlassfoundedWindows-R-Usin1988.Thecompanyproduceswindowsforthenewhomesegmentofthewindowindustry.Thecompanymanufacturestendifferentfamiliesofwindowsresultingin100differentenditems.Thetotalsalesin1997were$180million.Thegrowthratefrom1993-1997was15%(CAGR)andaheadofindustryaverage.TheproductsareproducedinonefacilitylocatedinDallas(TX).ThefacilityinDallasconsistsoftwomanufacturingareas.Thefirstproducestheinsulatedglasssubassemblyandthesecondassemblesthefinalproduct.Distributorsaretheprimarycustomerandareresponsibleforfinaldeliverytothehome-sites.Ingeneral,thisindustryissubjecttoseasonalityfollowingtheconstructionseason.10補(bǔ)充拉系統(tǒng)統(tǒng)案例一天下午，，約翰坐在在位于德州州達(dá)拉斯市市的辦公室室內(nèi)，思考考著他自成成為采購戰(zhàn)戰(zhàn)略經(jīng)理以以來所面臨臨的幾個(gè)問問題。因?yàn)闉樽罱娜巳藛T精簡，，他的部門門正在為保保證生產(chǎn)需需要的材料料而努力著著，但結(jié)果果往往是零零件供應(yīng)短短缺或庫存存過多，盡盡管最近解解決了一些些問題，但但是他還是是擔(dān)心自己己是否有設(shè)設(shè)計(jì)和實(shí)施施拉系統(tǒng)的的能力，幸幸運(yùn)的是，，他剛剛參參加了一次次補(bǔ)充拉系系統(tǒng)的培訓(xùn)訓(xùn)課程。BillGlass于1988年創(chuàng)建了了Windows-R-Us公司。公司司生產(chǎn)家裝裝窗戶。公公司生產(chǎn)10種不同同的門窗系系列共100種最終終產(chǎn)品，1997年年銷售額$180百百萬。從1993——1997年，增長長速度達(dá)15%（CAGR））高于行業(yè)平平均增長速速度，產(chǎn)品品在位于達(dá)達(dá)拉斯市的的一個(gè)小工工廠生產(chǎn)。。達(dá)拉斯的制制造廠包括括兩個(gè)制造造部門，第第一個(gè)部門門生產(chǎn)絕緣緣玻璃分裝裝配，第二二個(gè)部門組組裝最終的的產(chǎn)品，經(jīng)經(jīng)銷商是第第一位的客客戶并負(fù)責(zé)責(zé)最終將產(chǎn)產(chǎn)品交付到到用戶手中中，一般情情況下，該該產(chǎn)業(yè)受建建筑業(yè)季節(jié)節(jié)性變化影影響。11ReplenishmentPullCaseStudy(Cont.)DuringJohn’sassessmentoftherawglassprocurementprocess,heconductedinterviewsanduncoveredthefollowinginformation.FromtheMasterScheduler:MRPgeneratesallordersandactionmessagesforrawmaterialonceperweekSchedulechangesarecommonandprobablydrivesexcessivemessagesSafetystockisnotusedbutexcessinventoryexistsduetothelargenumberofschedulechanges.FromtheRawMaterialCommodityBuyer:Only15uniquerawglasspartnumbersLeadtimefortheglassis1week(regardlessofmix)andthesupplierisverydependableGlasssupplierrunstheglassforthewindowcompanyaboutonceperquarterGlasssupplierhasminimumshipmentrequirementofonetruckload(20containers@300percontainer)Containersare4'x2.5'andcanbestacked3highVariousorderfrequencyusedtoorderrawglass(norealstrategy)12補(bǔ)充拉系統(tǒng)統(tǒng)案例約翰在評價(jià)價(jià)玻璃原材材料的采購購過程時(shí)，，訪問了一一些部門并并得到以下下信息：從主計(jì)劃:MRP每周一次生生成有關(guān)原原材料的所所有訂貨和和行動信息息計(jì)劃變更很很平常，可可能產(chǎn)生額額外的信息息安全庫存未未使用，但但過剩的在在制存貨由由于大量的的計(jì)劃變更更而存在。。從原材料采采購處：只有15種種特定的原原材料種類類玻璃的交貨貨期為1周周（不考慮慮混型），，供應(yīng)商可可信度較高高玻璃供應(yīng)商商為WINDOWS公司，每季季度生產(chǎn)一一次玻璃供應(yīng)商商最小發(fā)貨貨量為一卡卡車（20箱@每箱箱300塊塊）料箱尺寸是是4‘x2.5’’，最多可以碼碼放3層料料箱玻璃原材料料訂貨頻次次多變（沒沒有固定的的策略）13ReplenishmentPullCaseStudy(Cont.)FromtheInsulatedGlassProductionManager:Productionconsistsof5steps(cut,sort,wash,assemble,bake)Run3shiftsperdayStepsareconnectedviaconveyorsandthereforerunsynchronousCycletimefromglasscuttofinishedinsulatedunitisabout1hourChangeoverfrom1familytothenextisabout2hoursCancyclethroughthe15familiesaboutonceperweekFromtheWarehouseManagerIscurrentlyabout40%efficientwithfloorspace(basedonthehaphazardordering)Employs4fulltimematerialhandlersand2temporarycyclecountersJohnfirstgatheredsomeinformationontherawmaterialparts(Exhibit1).Hethenperformedsomehighlevelanalysisontheparts(Exhibit2).Thisanalysisshouldhelphiminidentifyingwhichpartsmakegoodcandidates.14補(bǔ)充拉拉系統(tǒng)統(tǒng)案例例從絕緣緣玻璃璃生產(chǎn)產(chǎn)經(jīng)理理：生產(chǎn)包包含5個(gè)步步驟(裁切，，分選選，清清洗，，組裝裝，烘烘烤)每天分分3班班工序是是通過過傳輸輸帶運(yùn)運(yùn)行，，因此此是同同步運(yùn)運(yùn)行周轉(zhuǎn)時(shí)時(shí)間從從裁切切到成成品產(chǎn)產(chǎn)出為為1小小時(shí)產(chǎn)品更更換的的換模模時(shí)間間為2個(gè)小小時(shí)15個(gè)系列列產(chǎn)品品可以以每周周循環(huán)環(huán)生產(chǎn)產(chǎn)一次次從倉庫庫經(jīng)理理：目前空空置率率為40%（由由于擺擺放順順序隨隨意））4個(gè)專職職的搬搬運(yùn)工工人和和2個(gè)個(gè)臨時(shí)時(shí)統(tǒng)計(jì)計(jì)員約翰首首先收收集到到有關(guān)關(guān)原材材料的的一些些信息息（表表1）），然然后他他又對對原材材料做做了進(jìn)進(jìn)一步步的分分析（（表2），，這些些分析析能幫幫助他他識別別最佳佳選擇擇的零零件。。15Exhibit1ADU=AverageDailyUsage16表1ADU=平均日日用量量17Exhibit218表219AssumptionsAssumptionValue1truckloadistheminimumrequirement1caseisthemultiplerequirementWarehouseSpaceEfficiency60%Servicefactorforsafetystock2Betaforsafetystock0.70"A"orderfrequency5days"B"orderfrequency10days"C"orderfrequency40days20假設(shè)假設(shè)價(jià)價(jià)值最小需需求量量至少少為1卡車車需求量量必須須是1整整箱數(shù)數(shù)量的的倍數(shù)數(shù)倉庫空空間效效率60%安全庫庫存的的服務(wù)務(wù)水平平2安全庫庫存的的Beta值0.70“A””類訂訂貨貨頻頻次次5天“B””類訂訂貨貨頻頻次次10天“C””類訂訂貨貨頻頻次次40天21PresentationtotheStaffJohncontinuedtodevelophisproposalonthenewpullsystem.Shouldallthepartsgoonpull?Whatrisksaretherewithpull?Whatimpactwillthishaveoninventory?Whatimpactwillthishaveontransactions?Whatmeasuresshouldweuse?Developa10minutepresentationtothestaffontheprocessandimpactofimplementingarawmaterialpullsystem.Thepresentationmustcontainthefollowing:ThebestpartcandidatestoplaceonthenewreplenishmentpullsystemThenumberoftransactionsforthenewsystemversustheoldsystemCalculateimpactto#oftransactions(%increaseordecrease)Thesize($’’s)oftheglassinventoryusingreplenishmentpullCalculatethemaximum,minimumandaveragequantityofglasson-handCalculateinventory$impact(%increaseordecrease)DeterminesquarefootageoffloorspaceneededfortheglassonpullRecommendplatformforgeneratingthereplenishmentsignalIdentifykeymeasuresfortheprocessBepreparedtorespondtothefollowingquestions:Didyoumakeanyassumptions?Whatlogicdidyouusetoexcludeparts?22向員員工工介介紹紹約翰翰繼繼續(xù)續(xù)進(jìn)進(jìn)行行關(guān)關(guān)于于新新拉拉系系統(tǒng)統(tǒng)的的設(shè)設(shè)想想，，是是不不是是全全部部零零件件都都要要拉拉動動？？拉拉動動的的風(fēng)風(fēng)險(xiǎn)險(xiǎn)有有哪哪些些？？對對庫庫存存的的影影響響有有哪哪些些？？對對定定單單的的處處理理有有哪哪些些影影響響？？應(yīng)應(yīng)該該用用哪哪些些指指標(biāo)標(biāo)衡衡量量？？用10分分鐘時(shí)間間向你的的員工介介紹實(shí)施施拉系統(tǒng)統(tǒng)的過程程和影響響，發(fā)表表應(yīng)包括括以下內(nèi)內(nèi)容：在新系統(tǒng)統(tǒng)中所包包含的最最合適應(yīng)應(yīng)用拉動動系統(tǒng)的的零件新系統(tǒng)對對比舊系系統(tǒng)的定定單處理理量計(jì)算對定定單處理理量的影影響(%增加或減減少)用于拉系系統(tǒng)中玻玻璃庫存存的規(guī)模模($’s)計(jì)算現(xiàn)有有玻璃數(shù)數(shù)量的最最大、最最小值、、平均值值計(jì)算庫存存價(jià)值的的變化（（%增加或減減少）決定拉系系統(tǒng)中庫庫存玻璃璃的占用用面積建議的補(bǔ)補(bǔ)充信號號的可用用平臺（（條件））確定過程程中的主主要量測測指標(biāo)準(zhǔn)備回答答下列問問題：你是否使使用了假假設(shè)條件件?用了