福特汽車采購系統(tǒng)介紹課件

PremierAutomotiveGroupNovember17th,2002Speaker:RichardChenVicePresidentofPurchasingFordLioHoMotorCompany1. 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(chǎn)品公司只重視CoreBusiness的公司 -Design設(shè)計 -Outsourcing:Development &MFGactivities外包開發(fā)及製造 -Marketing&Sales行銷 -Service售後服務(wù)

公司成長演變與採購組織職責(zé)的關(guān)聯(lián)公司的成長演變模式中小企業(yè) 單一產(chǎn)品公司 供應(yīng)鏈完整的公司 -Design設(shè)計 -Development開發(fā) -Mfg.製造(MadeinPlant內(nèi)製) -Marketing&Sales行銷 -Service售後服務(wù)3FAOPurchasingCOSTTABLESExerciseProblem: 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?5FAOPurchasingCOSTTABLESExercise67Buyer’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(wù))敏銳度創(chuàng)新能力與專業(yè)水平品質(zhì)至上勇氣追求成效顧客滿意度關(guān)係培養(yǎng)人才與團(tuán)隊精神與顧客溝通服務(wù)社區(qū)9GlobalPurchasingOverview全球採購概況10#4ontheFortune500

在財星500大排名第4#4ontheGlobal500

全球500大企業(yè)排名第412%ofGlobalMarketShare–2ndLargestManufacturerinWorld

擁有全球12%市場佔有率–全球排名第二的汽車製造商Over375,000employeesworldwide

全球共有超過37.5萬員工110assemblyandmanufacturingsitesworldwidein40countries

在40個國家擁有110個裝配和製造據(jù)點FORDFACTS福特概況…ANDHOWDOESPURCHASINGFITIN?……採購扮演的角色?7.7MillionVehicles770萬輛汽車US$90BillionAnnualTurnover 900億美元的年營業(yè)額2000ProductionSupplierParentCompanies 2000家製造供應(yīng)商母公司5000ProductionSupplierManufacturingSites 5000個供應(yīng)商生產(chǎn)基地9000Non-ProductionSuppliers 9000家非生產(chǎn)供又商130,000ProductionParts 13萬種生產(chǎn)零配件110FordAssemblyandManufacturingSites 110個福特裝配和生產(chǎn)基地Suppliersin44Countries

供應(yīng)商分佈於44個國家Buying（採購）Production Material

生產(chǎn)性物料

Non-Production Material

非生產(chǎn)性物料SupplierTechnicalAssistance供應(yīng)商技術(shù)支援NorthAmericaPurchasing北美採購CBG(1)Leader業(yè)務(wù)小組負(fù)責(zé)人SouthAmericaPurchasing南美採購CBG(1)Leader業(yè)務(wù)小組負(fù)責(zé)人EuropePurchasing歐洲採購CBG(1)Leader業(yè)務(wù)小組負(fù)責(zé)人AsiaPurchasing亞洲採購CBG(1)Leader業(yè)務(wù)小組負(fù)責(zé)人TonyBrown,GlobalPurchasingVicePresident全球採購副總裁FORDGLOBALPURCHASING

ORGANIZATION全球福特採購組織CSO(2)

**EstablishChinaSourcingOffice建立中國採購小組**Identifyanddevelophighlycapablesuppliers尋找和開發(fā)能力強(qiáng)的供應(yīng)商GlobalSourcingDevelopmentTeam（全球資源發(fā)展組)）CBGLeader=CustomerBusinessGroupLeader（業(yè)務(wù)小組負(fù)責(zé)人)

CSO=ChinaSourcingOffice（中國採購小組）14SUPPLIERRELATIONSHIPVALUES

與供應(yīng)商關(guān)係的重要性ActLikeaPartnertobeaPartner

像真正的合伙人一樣合作TrustandbeTrustworthy

信任對方並且自身值得信任CommunicatewithConsistency

持續(xù)性的溝通BeFact-Based

以事實為基礎(chǔ)ThinkValuenotJustPrice

著重價值而不僅僅是價格

…..tobetheCustomerofChoice

……成為理想的客戶15WEWORKTOBUILDQUALITYVEHICLESFOROURCUSTOMERSAROUNDTHEWORLD…

我們要為全球客戶製造高品質(zhì)的汽車…andoursuppliersarethefoundationofsuccessinvehiclequality供應(yīng)商是我們確保汽車品質(zhì)的基礎(chǔ)17WHATDOWEEXPECTFROMSUPPLIERS?

我們對供應(yīng)商的期待?EverysuppliertoFordisexpectedtoachieveandmaintainourQ1suppliercertification

每個供應(yīng)商都需要獲得並保持我們的Q1供應(yīng)商品質(zhì)認(rèn)證Thefirststepisachieving:

獲得的第一步QS-9000ISO14001Q118OURSUPPLYQUALITYENGINEERSWORKWITHYOUONSITE

我們的品質(zhì)技術(shù)工程師參與並協(xié)助現(xiàn)場實務(wù)ThenextstepistoassignaSupplierTechnicalAssistantEngineer(STA)whowillvisityourmanufacturingsiteto:下一步是指派一位技術(shù)輔導(dǎo)工程師(STA)訪察供應(yīng)商製造現(xiàn)場:Checkforhighqualitystandardsonparts

檢查零件部品是否符合高品質(zhì)標(biāo)準(zhǔn)Ensurerobustmanufacturingcapability

確保強(qiáng)勁的生產(chǎn)能力Identifyandmakeplansforareasofimprovement

對所需改進(jìn)的領(lǐng)域做改善計劃SharelessonslearnedfromNorthAmerica

與供應(yīng)商共享北美市場經(jīng)驗19…ANDALSOREQUIREONSITEDEMONSTRA-

TIONSOFMANUFACTURINGCAPABILITY

並且要求在製造現(xiàn)場的實作驗證能力

Sub-supplierQualityManagement

二階供應(yīng)商品質(zhì)管理

ControlofIncomingQuality

進(jìn)料品質(zhì)的控管

ControlPlans/OperatorInstructions

管控計劃/操作說明

ProcessVariabilityMonitoring

製程變異監(jiān)督

GageCalibrationandUse量具校正及運用

PartI.D.,NonconformingPartsHandling, Packaging,Shipping

零件標(biāo)示,不良品處理,包裝和運輸

Testing,EngineeringSpecifications

測試,工程規(guī)格

PreventiveMaintenance(PM)/Housekeeping*

預(yù)防性維護(hù)/內(nèi)務(wù)管理

ManufacturingFlowandLeanManufacturing Metrics*

生產(chǎn)流程精益生產(chǎn)衡量

Problem-Solving,CorrectiveActions

問題的解決,更正措施21ACHIEVINGQ1REQUIRESPROVENRESULTS

Third-PartyCertificationofQS-9000andISO14001AcceptableOnsiteAssessmentbySTAEngineer6monthsofproductionshippinghistorywithnoproblemsEndorsementsfromYourFordCustomers(Fordmanufacturingplants,MaterialsPlanningandLogistics,SupplierQuality,etc.)YouhaveachievedQ1!22WHATDOWEEXPECTFROMSUPPLIERSONANONGOINGBASIS?

KeepyourQ1bymaintainingexcellencein:

QualityEfficiency/WasteEliminationDeliveryHaveresourcesavailabletosupportlaunchesofFordvehiclesAdvancedproductqualityplanningLaunchreadinessreviewsonsiteCollaboratecloselywithFordtoresolveanyissuesthatmightariseonpartqualityordesign

Weworkedtogetherwithsuppliers23WHATISFORDLOOKINGFORINCHINA?

WorldClassQuality

CostAdvantage,DeliveredtoAssemblyAllPartsStrongExportTrackRecordCommitmenttoCorporateResponsibility

25BENEFITSFORSUPPLIERSINCHINA

對中國供應(yīng)商的益處Increasedexports

增加出口額Improvedscale

增加生產(chǎn)規(guī)模ExposuretomultiplepotentialcustomersinFord’sglobalautomotivebusinesses

通過福特全球汽車業(yè)務(wù)而增加與潛在客戶的接觸和瞭解Improvedsupplychaincapabilities

提高供應(yīng)鍊生產(chǎn)能力Accesstolongertermtechnologicaladvancements

獲得長期的技術(shù)改進(jìn)PotentialtoparticipateinfuturelocalizationopportunitieswithFordChina

今後與福特在中國進(jìn)行更多地方性合作的機(jī)會Improvedglobalcompetitiveness

提高全球競爭能力26OVERVIEW-FORDOPERATIONSINGREATERCHINA概述–福特在大中華地區(qū)的業(yè)務(wù)CAFNanchangJMC南昌江鈴汽車FordMotorChinaLtd.(HoldingCompany)

福特汽車中國有限公司（控股公司）FMCCRepresentativesOffice(Beijing)

福特信貸代表處（北京）TaiwanFordLioHo(70/30JV)臺灣福特六和汽車（70/30合資企業(yè)）ChongqingChangan-Ford重慶長安-福特Beijing北京TianjinFMITT福特汽車天津國際貿(mào)易有限公司29FORDOPERATIONSINGREATERCHINA

福特在大中華地區(qū)的業(yè)務(wù)HistoryofFordinGreaterChina

福特在大中華地區(qū)的歷史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(shù)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(quán)1996EstablishedFordCreditRepresentativesOffice福特信貸代表處成立2000LaunchedFordMotorConservation&EnvironmentalGrants

啟動節(jié)約與環(huán)境保護(hù)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(mào)易有限公司成立30FORDOPERATIONSINGREATERCHINA

福特在大中華地區(qū)的業(yè)務(wù)FordMotor(China)Ltd.HoldingCompany

(100%)福特汽車（中國）有限公司（100%）50/50Changan-FordJointVenture(PassengerCar)

50/50股權(quán)比例的長安–福特汽車股份有限公司（轎車）30%FordEquityInvestmentinJMC(Transit)

控制江鈴汽車30%的股份（全順）Marketing,SalesandServiceOperations

市場營銷、銷售以及服務(wù)業(yè)務(wù)FordMotorInternationalTradingTianjin(FMITT)100%

福特汽車天津國際貿(mào)易有限公司（FMITT）100%控股OtherKeyFunctions:GA,PA,HR,Legal,FinanceBusinessDevelopment&ProductPlanning

其它重要職能：政府事務(wù)，公共事務(wù)，人力資源，法律，融資業(yè)務(wù)發(fā)展以及產(chǎn)品計劃31FordLio-HoTaiwan臺灣福特六和汽車Establishedin1972

於1972年成立70/30JVOwnershipStructure

70/30的合資股權(quán)結(jié)構(gòu)

CKDOperations CKD業(yè)務(wù)LocatedintheCityofChung-Li

位於中壢MajorProducts:Tierra,Mondeo,Escape,Ixion,Pronto,andEconovan

主要產(chǎn)品：Tierra,Mondeo,Escape,Ixion,Pronto,andEconovanFORDOPERATIONSINGREATERCHINA

福特在大中華地區(qū)的業(yè)務(wù)32FiveFormerComponentsJVs(VisteonSpin-off)五家先前有合資的汽車零部件企業(yè)（隨偉世通獨立）ShanghaiFuHuaAutomotiveGlass(51/49JVWithYaoHua)

上海福華汽車玻璃（與耀華玻璃51/49的合資企業(yè)）ShanghaiYanFengAutomotiveTrim(50/50JVWithSAIC)

上海延鋒汽車內(nèi)飾件（與上汽集團(tuán)50/50的合資企業(yè)）ShanghaiFudianAutomotiveElectronics(70/30JVWithShanghaiAutomationInstrument)

上海福電汽車電子（與上海自動儀表70/30的合資企業(yè)）UnitedAluminumRadiatorCompany(50/50JVWithFAW)

聯(lián)合鋁散熱器（與一汽集團(tuán)50/50的合資企業(yè)）JiangXiFuchangClimateSystemLtd.(81/19JVWithJMC)

江西福昌汽車空調(diào)系統(tǒng)（與江鈴汽車81/19的合資企業(yè)）FORDOPERATIONSINGREATERCHINA

福特在大中華地區(qū)的業(yè)務(wù)33FordFinancialBeijingRepresentativeOffice福特財務(wù)北京代表處EstablishedDecember1996

於1996年12月成立BusinessDevelopment

業(yè)務(wù)拓展FordFinancialChina福特中國財務(wù)有限公司W(wǎng)orkingW/Gov’ttoEstablishaAutoFinancingOperation

與政府共同建立一家汽車融資企業(yè)RetailandWholesaleFinancingforFordFamilyBrands

為福特的各種品牌進(jìn)行零售及批發(fā)業(yè)務(wù)方面的融資CommenceEarly2003toSupportC195Launch

將於2003年初正式營運，以支持C195的投產(chǎn)FORDOPERATIONSINGREATERCHINA

福特在大中華地區(qū)的業(yè)務(wù)34JianglingMotorCo.(JMC)江鈴汽車有限公司（JMC）APublicListedCompanyUnderJMCGroupCo.(SOE)

江鈴汽車集團(tuán)（國有企業(yè)）下的一家上市公司FordHas30%EquityPosition

福特?fù)碛?0%的股權(quán)LocatedinNanchang,JiangxiProvince

位於江西省南昌市MajorProducts:Isuzu-basedCommercial&FordTransit

主要產(chǎn)品：五十鈴系列的商用車以及福特全順ProfitableOperationsDuringPastTwoYears

過去兩年均有贏利表現(xiàn)FORDOPERATIONSINGREATERCHINA

福特在大中華地區(qū)的業(yè)務(wù)35ChanganFordAutomobileCo.Ltd.(CAF)長安福特汽車股份有限公司（CAF）50/50JVWithChanganAutomobile

與長安汽車組建的50/50合資企業(yè)JVApproved(April,2001)

合資企業(yè)獲得批準(zhǔn)（2001年4月）NewGreenfieldFacilityUnderConstructioninCQ

在重慶的新的廠房及設(shè)備正在建設(shè)中Job#1TargetedforEarly2003

目標(biāo)於2003年初投產(chǎn)

FirstProductIsaSmallPassengerCar

首要產(chǎn)品為小型轎車

NewRetailNetworkofFordFranchisedDealersSelected

由福特特約經(jīng)銷商構(gòu)成的全新的零售網(wǎng)路已經(jīng)選定FORDOPERATIONSINGREATERCHINA

福特在大中華地區(qū)的業(yè)務(wù)36ChanganFord(CAF)RetailDistributionNetwork長安福特（CAF）零售分銷體系25Dealers(3in1)–Sales,Service,Parts

25個經(jīng)銷商（三合一）-銷售，服務(wù)，零部件供應(yīng)ConsistentBrand@RetailStandard

統(tǒng)一的品牌與零售標(biāo)準(zhǔn)SellBUandLocallyProducedFord

同時銷售進(jìn)口以及當(dāng)?shù)厣a(chǎn)的福特汽車Shanghai上海Guangzhou廣州Chongqing重慶Beijing北京FORDOPERATIONSINGREATERCHINA

福特在大中華地區(qū)的業(yè)務(wù)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?

是一種在價值流(valuestream)中藉由排除浪費以提昇流動性，使其能獲致更短的前置時間，從而提供高品質(zhì)、低成本的製造哲學(xué)由產(chǎn)品開發(fā)、程序工程、營運管理及企業(yè)總管理作業(yè)等所組成的一整合性系統(tǒng)，其能為顧客提供價值及帶給人們尊嚴(yán)47福特原始的生產(chǎn)哲學(xué)Ford’sOriginalManufacturingPhilosophy(1926)標(biāo)準(zhǔn)化及持續(xù)改善StandardizationandContinuousImprovement減少浪費EliminateWaste採用連續(xù)生產(chǎn)模式UseContinuousFlowManufacturing物料在來源處即採品質(zhì)管理PracticeQualityattheSource摘錄自亨利福特的著作今日與明日FromTodayandTomorrowbyHenryFord48…Kaizen(改善)只是其中的一部份精實生產(chǎn)是一種系統(tǒng)...問題解決防呆措施

快速換模換線全面生產(chǎn)性維護(hù)5S/目視化工廠看板(Kanban)Kaizen精實生產(chǎn)概論標(biāo)準(zhǔn)作業(yè)49為什麼需要精實?競爭上壓力品質(zhì)成本速度驅(qū)動作業(yè)流程顧客滿意零不良訂購到交貨可負(fù)擔(dān)的事業(yè)架構(gòu)降低成本後勤補(bǔ)給精實生產(chǎn)預(yù)防不良小批量生產(chǎn)降低生產(chǎn)前置時間提昇生產(chǎn)力50製造競爭優(yōu)勢以精實生產(chǎn)提升生產(chǎn)力及品質(zhì),降低成本,形成企業(yè)的競爭優(yōu)勢51從何處著手…...整體價值鍊52整體價值鍊裝配廠運送售後服務(wù)及保證目前我們身處何處?原材料第1階協(xié)力廠第X階53鑄造工廠第1階協(xié)力廠商內(nèi)裝產(chǎn)品協(xié)力廠商內(nèi)裝產(chǎn)品協(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(biāo)總成本(TotalCost)首次合格率(FTT)製造週期時間(MCT)進(jìn)料倉庫到出貨倉庫時間(DTD)總和設(shè)備效率(OEE)55

總體成本勞務(wù)及間接費用僅只是總成本中的一部份原物料/外購部品勞務(wù)及間接費用索賠運輸其他

25%60%直接員工(12)%5%5%5%56衡量指標(biāo)總成本(TotalCost)首次合格率(FTT)製造週期時間(MCT)進(jìn)料倉庫到出貨倉庫時間(DTD)總和設(shè)備效率(OEE)57ABCD100/100=185/87=.9887/90=.9790/100=.91009087計算最終産合格率(傳統(tǒng))合格率是多少?1×.9×.97×.98=85%廢品廢品10廢品3廢品2産出=未作廢的單位數(shù)開始:100個單位結(jié)束:85個“良好”的單位58ABCD100908710695一次通過合格率及隱藏工廠100-10(返工+廢品)/100=.90一次通過合格率87-7(返工+廢品)/87=.91一次通過合格率90-12(返工+廢品)/90=.86一次通過合格率100-16(返工+廢品)/100=.84一次通過合格率廢品一次通過合格率=未作廢或返工的單位(59%)返工隱藏工廠廢品10廢品3廢品2開始:100個單位結(jié)束:85個“良好”的單位59衡量指標(biāo)總成本(TotalCost)首次合格率(FTT)製造週期時間(MCT)進(jìn)料倉庫到出貨倉庫時間(DTD)總和設(shè)備效率(OEE)60進(jìn)料倉庫到出貨倉庫時間

(DTD)製造週期時間(MCT)出貨進(jìn)料進(jìn)料倉庫成品倉庫生產(chǎn)製造過程衡量指標(biāo)61衡量指標(biāo)總成本(TotalCost)首次合格率(FTT)製造週期時間(MCT)進(jìn)料倉庫到出貨倉庫時間(DTD)總和設(shè)備效率(OEE)62重新檢視競爭優(yōu)勢以精實生產(chǎn)提升生產(chǎn)力及品質(zhì),降低成本,形成企業(yè)的競爭優(yōu)勢Dock-to-Dock

成本管理時效管理品質(zhì)管理63重新檢視競爭優(yōu)勢DTD的管理與財務(wù)管理庫存周轉(zhuǎn)率=庫存量/營業(yè)額64總和設(shè)備效率(OEE)OEE是用來衡量一項設(shè)備的稼動率、性能效率以及良品率。對一瓶頸作業(yè)而言，OEE是衡量產(chǎn)能利用率的指標(biāo)。OEE=稼動率

x

性能效率

x良品率(作業(yè))65全負(fù)荷理想產(chǎn)能計劃稼動理想產(chǎn)能換線及故障損失後產(chǎn)能作業(yè)等待及未遵守標(biāo)準(zhǔn)等損失後產(chǎn)能品質(zhì)不良損失後產(chǎn)能未計劃生產(chǎn)的產(chǎn)能損失實際產(chǎn)能OEE損失的產(chǎn)能總和設(shè)備效率(OEE)66OEE(Constraint)486681868375050100123456MonthOEE%良品率生產(chǎn)總數(shù)良品數(shù)不良品數(shù)性能效率作業(yè)紀(jì)律小的作業(yè)等待或中止稼動率換模換線時間非預(yù)期故障時間總和設(shè)備效率67精實生產(chǎn)專注在:排除價值流中的浪費連續(xù)流動生產(chǎn),由顧客拉提式生產(chǎn)儲存進(jìn)料倉庫沖壓點焊裝配生產(chǎn)控制協(xié)力廠商顧客修補(bǔ)交運清單預(yù)測量訂單交貨物料排程&生產(chǎn)跟催出貨倉庫預(yù)測量訂單排程&生產(chǎn)跟催排程&生產(chǎn)跟催儲存儲存儲存訂單現(xiàn)金68標(biāo)準(zhǔn)作業(yè)StandardizedWork防止錯誤ErrorProofing目視管理Visualcontrols預(yù)防性維護(hù)Preventivemaintenance工作地點的組織Workplaceorganization貨櫃化Containerization拉式生產(chǎn)Pullsystems小批量生產(chǎn)Smalllotproduction低庫存Lowinventory團(tuán)隊精神Workteams現(xiàn)場佈置流程Layout/flow快速換模換線Quicktoolchangeover產(chǎn)出時間Throughputtime檢查重點

PlantTourChecklist69往未來圖五個階段的目的穩(wěn)定性Stability後拉式系統(tǒng)平準(zhǔn)化生產(chǎn)同步生產(chǎn)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(jī)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營運計劃的傳承主要是要顯示出製造部門(代表相當(dāng)比例的固定及變動成本)如何根據(jù)營運計劃作調(diào)整TheBusinessPlanCascadeisintendedtoshowhowmanufacturingoperations(whichrepresentasubstantialpercentageoffixedandvariableoverhead)canbealignedwithBusinessPlanobjectives.根據(jù)營運計劃調(diào)整生產(chǎn)型態(tài)

ALIGNMENTOFOPERATIONSWITHTHEBUSINESSPLAN72每一直接或間接生產(chǎn)部門,都必需根據(jù)營運計劃設(shè)定目標(biāo)以及衡量基準(zhǔn),並且持續(xù)的朝目標(biāo)改善TobealignedwiththeBusinessPlaneachdepartmentwhichoperatesorsupportsproductionequipment/facilitiesneedtosetanappropriateobjectiveandmeasureperformanceusingkeymeasurables.Continuousimprovementtowardtheseobjectiveswill:根據(jù)營運計劃調(diào)整生產(chǎn)型態(tài)

AlignmentofOperationswiththeBusinessPlan73根據(jù)營運計劃調(diào)整生產(chǎn)型態(tài)

AlignmentofOperationswiththeBusinessPlan排除價值鏈上的浪費

Eliminatewasteintheentirevaluechain,includingoverhead降低生產(chǎn)的基本成本

Reducethemanufacturer’scostbase增加目前產(chǎn)品的獲利率

Improveitsprofitabilityonexistingbusiness.以更低的成本來吸引顧客,以及在銷售的增加情況下獲利率也同時增加

Makethemanufacturermoreattractivetocustomers(viaalowercostbase)andprovideforincreasedsaleswithacommensurateincreaseinprofits.74

StrategicPurchasingTools

and

Processes75Monopoly:Onesellercontrolstheentiresupplyofaparticularcommodity.Oligopoly:Marketwithafewsellerse.g:automobile,steel,tobacco.DifferentiatedCompetition:manysellersproducingdifferentiatedproductswithinthesamemarket.PerfectCompetition:(purecompetition):largenumbersofbuyersandsellers;homogeneousproducts.MarketCompetition76CompetitiveScaleMonopolyOligopolyDifferentiatedCompetition

PerfectCompetition5%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,qualitylevel81SupplyPositioning

StrategicSecuritySecureSupplyStrategicCriticalContingencyPlanningTacticalAcquisitionStreamlineTheProcessTacticalProfitDriveforProfit

Riskor

ExposureHighLowHighLowRelativeValue82SupplierPreferenceWhilesupplypositionisthebuyer’sassessmentofthevendor’simportance,supplierpreferenceishowthesupplierseesthebuyingside.Howimportantisthiscustomertothecompany’soverallbusiness?1.Relativevalue:thecustomer’spurchasevalueasapercentageofvendor’stotalsalesaccount2.LevelofAttraction:profitability,easeandfrequencyofcommunication,compatibility83SupplierPreference

DEVELOPMENTCORENUISANCEEXPLOITABLERelativeValueLevelofAttraction

HighLowLowHigh84TacticalSynthesisTacticalSynthesisintegratesthetwoperspectivesofSupplyPositioningandSupplierPreferencetocomeupwithpurchasingstrategies.Elementsofconsideration:ContractType/Duration:short-termvs.longtermTransactionManagementInventoryHoldingsRelationshipTypeBidProcess:SingleBid,OpenBidRiskLevelAction85TacticalSynthesis8687161315410131214112205687917181988AnnualCommoditySourcingStrategyObjectivesProcessActions89ObjectivesTogetcompanycrossfunction’sconsensusSystematicmethodTobuildalong-termstrategicpartnershipSublimationofstrategicintentSyntheticcombinationofAPQPandmanufacturesiteassessment

90Process

Form