經(jīng)濟(jì)環(huán)境下的制造

真實經(jīng)濟(jì)環(huán)境下的真實制造

QAD中國

APassionforManufacturing

技術(shù)新的制造管理MRP,JITandLean方案MRP是針對中長期的方案執(zhí)行JIT是針對按訂單制造或最終裝配精益制造是針對零部件的拉式按需求生產(chǎn)“Madefresh,tastesbest”“每天服務(wù)4600萬客戶”Lean/Pull由成品的緩沖庫存進(jìn)行拉動生產(chǎn)節(jié)拍根據(jù)緩沖庫存調(diào)整標(biāo)準(zhǔn)產(chǎn)品由庫存補(bǔ)充specialstakeforeverJust-In-Time(JIT)由單個客戶拉動無成品庫存只有原材料有緩沖庫存利用有限的生產(chǎn)周期按訂單生產(chǎn)“Alwaystheretoserveyourneeds”MRP基于方案每日批量生產(chǎn)剩余浪費錯失的銷售1.企業(yè)

在ERP根底上增加-精益生產(chǎn)管理

-準(zhǔn)時制生產(chǎn)管理

精益制造準(zhǔn)時制生產(chǎn)ERP企業(yè)2.面向客戶-客戶日程-客戶自助效勞-寄貨庫存/vmi-補(bǔ)貨管理擴(kuò)展的企業(yè)面向供給商-分布式訂單管理-供給日程-寄貨供給/smi-補(bǔ)貨管理

SupplyreplenishmentMgmt供給商企業(yè)客戶供應(yīng)補(bǔ)貨管理分布式訂單管理SMI日程需求補(bǔ)貨管理分布式訂單管理CSS日程VMIERP精益制造準(zhǔn)時制生產(chǎn)3.制造業(yè)共同體

ConsolidatedVisibility可視性供給商企業(yè)客戶SupplyreplenishmentMgmt供應(yīng)補(bǔ)貨管理分布式訂單管理SMI日程需求補(bǔ)貨管理分布式訂單管理CSS日程VMIERP精益制造準(zhǔn)時制生產(chǎn)QAD的解決方案QAD針對全球制造企業(yè)提供的企業(yè)應(yīng)用方案面向三個層次1.企業(yè)級2.擴(kuò)展的企業(yè)級3.制造業(yè)共同體QAD應(yīng)用系統(tǒng)客戶EnterpriseApplications擴(kuò)展企業(yè)財務(wù)效勞物流制造AmericasAsiaPacificEMEA企業(yè)制造業(yè)共同體供給商EnterpriseApplicationsforManufacturingCompanies制造加工單JIT精益制造分銷財務(wù)售后服務(wù)物流企業(yè)級分布訂單管理客戶關(guān)系管理銷售訂單管理客戶自助服務(wù)采購供應(yīng)鏈補(bǔ)貨委托庫存管理/SMI/VMI商務(wù)智能擴(kuò)展的企業(yè)級一體化視角庫存生產(chǎn)產(chǎn)品結(jié)算票據(jù)制造業(yè)共同體what’snext?精益供給鏈-什么是精益供給鏈?精益供給鏈?zhǔn)且钥蛻趄?qū)動為核心的上下游企業(yè)的協(xié)同生產(chǎn)方式,其生產(chǎn)準(zhǔn)那么為上下游企業(yè)在適當(dāng)?shù)臅r間,生產(chǎn)適當(dāng)數(shù)量的客戶要求的產(chǎn)品,因此能充分滿足多品種,小批量，交貨時間短和本錢控制的企業(yè)競爭力要求。精益供給鏈解決方案精益供給鏈分析0

3三線供給商2二線供給商1系統(tǒng)供應(yīng)商4四線供給商0OEM總裝廠為總裝廠提供整套系統(tǒng)如傳動系統(tǒng)，線束系統(tǒng)等為系統(tǒng)供給商提供各系統(tǒng)的關(guān)鍵部件為二線供給商提供零件用以加工裝配成關(guān)鍵部件為三線供給商提供根本的原材料及生產(chǎn)輔料0234精益供給鏈分析準(zhǔn)時制物流〔采購、倉儲、交付與售后效勞〕精益制造聯(lián)合產(chǎn)品管理所以說，精益供給鏈表達(dá)在三個方面精益供給鏈解決方案精益供給鏈原理1.準(zhǔn)時制物流采購、倉儲、交付與售后效勞精益供給鏈解決原理采購－采購方案的制定－采購業(yè)務(wù)的流程－供給商的管理－采購的結(jié)算倉儲－庫存數(shù)據(jù)的標(biāo)準(zhǔn)化－庫存業(yè)務(wù)的流程－庫存數(shù)據(jù)的準(zhǔn)確性－可視化庫存管理交付－銷售網(wǎng)絡(luò)的管理－銷售業(yè)務(wù)的流程－銷售業(yè)績的評估－銷售的結(jié)算售后效勞－售后效勞的定義－售后效勞的流程－售后效勞的合理化

可視化庫存管理不透明的杯子只有拿杯子的人才知道里面有什么,有多少透明的杯子大家都可以知道里面是什么,有多少精益供給鏈解決原理只需瀏覽器–無需安裝任何軟件不同地點的零件當(dāng)前庫存狀態(tài)訂單狀態(tài)用戶注解當(dāng)前庫存量低于最小平安庫存量庫存過剩供給可視化精益供給鏈解決原理?

空箱看板訂貨點

已發(fā)貨看板

滿箱看板

消耗平安庫存|平安庫存標(biāo)記看板看板可視化Supplier客戶ThecustomerconsumesaKanbanandscansit.ThesupplieracknowledgesKanbanorderpoint.ThesupplierscanstheKanbanandshipstheproduct.ThecustomerscanstheKanbanandreceivestheproduct.看板可視化－看板循環(huán)2.精益制造精益供給鏈解決原理-精益制造的優(yōu)勢1.精益制造能保證產(chǎn)品質(zhì)量2.精益制造能縮短制造周期70%以上3.精益制造能降低庫存50%以上4.精益制造能提高客戶效勞水平5.精益制造能在現(xiàn)有設(shè)備條件下提高生產(chǎn)能力50%以上6.精益制造能在保證產(chǎn)量的前提下降低非直接人工本錢50%以上,降低直接人工本錢10%以上精益供給鏈解決原理-精益制造的技術(shù)和方法通過持續(xù)改善消除浪費,但凡不增加產(chǎn)品價值的環(huán)節(jié)都是浪費,比方在制品庫存,搬運(yùn)和庫存抽檢等.-Kaizen管理2.緊湊的產(chǎn)品生產(chǎn)流程:-制造單元技術(shù)(或稱為U型生產(chǎn)線)/FlowScheduling(制造流)技術(shù)3.小批量生產(chǎn)/單件生產(chǎn)-減少設(shè)備設(shè)置準(zhǔn)備時間,SMED技術(shù)-關(guān)注設(shè)備維護(hù)保養(yǎng),TPM技術(shù)(全員生產(chǎn)保養(yǎng))-整齊,清潔的工作場所,5S管理拉式生產(chǎn)-Kanban技術(shù)-在線檢驗,在生產(chǎn)過程中保證只有質(zhì)量合格的零件送到下一道工序-PokaYoke零缺陷生產(chǎn)精益供給鏈解決原理精益供給鏈原理3.聯(lián)合產(chǎn)品管理精益供給鏈解決原理精益供給鏈原理產(chǎn)品結(jié)構(gòu)數(shù)據(jù)零部件數(shù)據(jù)生產(chǎn)流程/工序數(shù)據(jù)質(zhì)量檢驗過程都需要有各部門,各企業(yè)間的協(xié)同配合精益供給鏈解決原理精益供給鏈解決原理產(chǎn)品管理可視化－產(chǎn)品信息及版本管理精益供給鏈解決原理產(chǎn)品管理可視化－產(chǎn)品結(jié)構(gòu)及文檔管理產(chǎn)品管理可視化-供給商及采購物料信息精益供給鏈解決原理精益供給鏈原理4.財務(wù)管理精益供給鏈解決原理5.成功案例精益供給鏈在汽車行業(yè)的應(yīng)用實踐重慶長安鈴木精益生產(chǎn)模式精益供給鏈在汽車行業(yè)的應(yīng)用實踐取料看板循環(huán)234561進(jìn)口出口D卸貨區(qū)現(xiàn)場庫存現(xiàn)場庫存現(xiàn)場庫存現(xiàn)場庫存看板收集箱物流看板循環(huán)本地系統(tǒng)供給商外地系統(tǒng)供給商一線供給商本地第三方物流生產(chǎn)看板循環(huán)補(bǔ)貨看板循環(huán)汽車行業(yè)企業(yè)精益供給鏈管理應(yīng)用實例精益供給鏈在汽車行業(yè)的應(yīng)用實踐AutomotiveSupplyChain汽車供給鏈OEMTier1Tier2BusinessObjectives:LevelingtheTier1activity,TransportationandTier2tobeprofitableMFG/PROeB2LeanManufacturingAssemblyLine轉(zhuǎn)配線Supplier供給商Customer客戶FlowScheduling排產(chǎn)A-Qty120B-Qty300Execution執(zhí)行Kanban看板KanbanCard預(yù)測銷售訂單發(fā)貨需求預(yù)測主生產(chǎn)計劃物料需求計劃Planning計劃Forecast預(yù)測INQOUTQMFG/PROPlanningManagement方案管理Shiprequest發(fā)貨需求RequiredShipment實際發(fā)貨需求MPS主生產(chǎn)方案CapacityAnalysis能力平衡MRP物料需求方案InternalForecast內(nèi)部需求OEM整車偉世通寄貨供給模式精益供給鏈在汽車行業(yè)的應(yīng)用實踐VISTEON–ConsignmentInventory

寄貨供給VisteonJITFlinsMFG/PROVisteonBélignatMFG/PROGefcoPlasticOmniumPeguformVSISpainEDIStoactEDIStoactEDIStoactRenaultNissanReceiving收貨SupplierConsignmentStock

寄貨供給庫存管理Warehouse倉庫ConsignmentStock寄貨庫存1OneReceivingTransactionStockTransfertotherightlocation收貨接受,庫存轉(zhuǎn)移到相應(yīng)庫位2TransferttotheLinePOreceiptiscreated物料發(fā)至生產(chǎn)線則完成采購收貨ManufacturingLine生產(chǎn)線江森準(zhǔn)時制順序送貨模式精益供給鏈在汽車行業(yè)的應(yīng)用實踐GMZaragozaSpainProduction:900cars/day產(chǎn)量:900臺每天1stTierSupplier

一線供給商Assembly&Deliveryinsequence裝配與交付按順序進(jìn)行江森準(zhǔn)時制工廠SuppliersTier2二線供給商SupplierTier1一線供給商Painting涂裝BodyShop車身AssemblyLine總裝DeliveryScheduleTier1ConstrainsTransportOptimizationPickupsheetpertruckSplittingrulesDeliverypatternSequencingSchedule順序排產(chǎn)交付原那么:一線供給商的限制運(yùn)輸優(yōu)化按車提貨分批規(guī)那么交付模式BusinessBenefits:ManageComplexityandVariety-Achieve150inventoryturns–Competitiveadvantage JohnsonControlsJITPlant

江森準(zhǔn)時制工廠Painting涂裝BodyShop車身AssemblyLine總裝AssemblyLine總裝線1S2S1SequenceMessages順序信息2Labels標(biāo)簽JohnsonControls江森GMOpel900cars/day900臺每天4Control&Shipping控制發(fā)貨3PokaYoke防錯機(jī)制QADJITSSchefenacker精益制造模式精益供給鏈在汽車行業(yè)的應(yīng)用實踐SchefenackerProductionSystemPolicyDeployment政策部署Kaizen改善StandardOperation標(biāo)準(zhǔn)操作SMED快速工裝切換I.T.SystemsIT系統(tǒng)HeijunkaPullSystem拉式系統(tǒng)NewProductIntroduction新品開發(fā)UK–Spain–FrancerunningMFG/PROHighVarietyitems–LeanOperations英國,西班牙和法國使用MFG/PRO,產(chǎn)品種類多OUTQOUTQLeanManufacturingatSchefenackerShipping發(fā)貨Warehousing倉庫AssemblyCell裝配單元MFG/PROTransferKanbanCard看板卡MFG/PROBackflush反沖BufferStock緩沖庫存發(fā)貨標(biāo)簽2發(fā)貨標(biāo)簽1HeijunkaBoardMFG/PROEDIShipRequest發(fā)貨要求BusinessBenefits:ManagevarietywithJIT–Smoothingproduction–Integrationreducesadmintime6.Metaldyne公司的精益供給鏈之路精益供給鏈在汽車行業(yè)的應(yīng)用實踐Metaldyne公司簡介TierI&IIautomotivesupplier汽車行業(yè)的一線和二線供給商Threepubliclytradedcompaniescombinedintoonepowerfulmetalformingcompany由三家公司合并為一家金屬成型公司Privatelyfunded–HeartlandIndustrialPartners私營企業(yè)Over50facilities;7100employees超過50家廠，擁有7100名雇員$90averagecontentpervehicleproducedinNA在北美，平均每輛車上都使用了該公司價值$90的產(chǎn)品1.5Bannualrevenues(2002)年營收為15億美金Targetis4-5Bcorporation公司經(jīng)營目標(biāo)為40－50億美金Fastpacedandeverchangingcompany公司處于高速成長期精益供給鏈在汽車行業(yè)的應(yīng)用實踐公司結(jié)構(gòu)傳動系統(tǒng)營收:$8.12億引擎營收:$5.02億底盤營收:$1.66億

FittingsWheelEndCornersKnuckleAssembliesUpper&LowerControlArmsBallJoints

FrontEngineModularAssembliesBalanceShaftModulesManifoldsConnectingRods&BearingCapsCrankshaftDampersVCTComponents

ValveBodiesModulesTransmissionLubePumpsDifferentialCaseComponents&AssysTransmission&DrivelineComponents總銷售額15億美金精益供給鏈在汽車行業(yè)的應(yīng)用實踐Metaldyne精益供給鏈之路KaizenPullSystems5SCRISPStoryBoardsCorporateMetricsValueEngineeringEducationonERPsystem(MFGPRO)精益供給鏈在汽車行業(yè)的應(yīng)用實踐Metaldyne精益供給鏈之路改善KaizenAllplantsaretrainedinKaizentechniquesKPO(KaizenProductionOffices)establishedatsomelocationsRecentKaizeneventthattookplaceinPARedesignedlayoutofproductionlineUsedvaluestreammappingBenefitsrealizedLaborsavings:3operatorsReduceFGinventoryby50%Freeupmanufacturingspace

精益供給鏈在汽車行業(yè)的應(yīng)用實踐5S-Sort,Straighten,Sweep,Standardize,&Sustain5SusedtoorganizemanylocationsOhioplantrecentlyconducted5SinitiativesHydraulicfluidleakscorrected37%decreaseinconsumptionPlungerlubricantwastedinproductionDesignedwaytocatchandrecycle

精益供給鏈在汽車行業(yè)的應(yīng)用實踐Metaldyne精益供給鏈之路拉式系統(tǒng)PullSystems3plantscurrentlyusingpullsystemsInitiativeunderwaytoexploreusingatallplants1plantbetatestedQAD’snewleanfunctionalityPlantouseKanbanVisualizationMetaldyne精益供給鏈之路精益供給鏈在汽車行業(yè)的應(yīng)用實踐Metaldyne精益供給鏈之路持續(xù)創(chuàng)新與改進(jìn)評估體系CRISP ContinualRenewalandImprovementofSystemsPerformance宣傳欄StoryBoards Ifitgetsattentionitwillgetfixed公司的紀(jì)律CorporateMetrics Ifitgetsattentionitwillgetfixed價值工程ValueEngineering BuildthequalityinfromthebeginningERP培訓(xùn)EducationontheERPsystem Givepeoplethetoolstosolvetheirownproblems

精益供給鏈在汽車行業(yè)的應(yīng)用實踐MaterialsManagementOperatingGuideline/LogisticsEvaluation(MMOG/LE)

物料管理運(yùn)作指導(dǎo)/物流評估WhatistheMMOG/LE?

什么是MMOG/LE?Weightedscoresheethelpstoprioritizeimprovementefforts加權(quán)評分表以確定改進(jìn)工作的優(yōu)先次序Self-assessmenttoidentifygapsbetweeninternalprocessesandindustrybenchmark自我評估以發(fā)現(xiàn)內(nèi)部的流程與行業(yè)標(biāo)準(zhǔn)之間的差距Therecommendedindustry

standardforMaterialsProcesses(industryacceptedbenchmark)針對物料流程推薦的行業(yè)標(biāo)準(zhǔn)(MaterialsManagementOperations/LogisticsEvaluation)WhatisthePurposeofthe

GlobalMMOG/LE?

全球MMOG/LE工程目的是什么？Twowaystousethistool兩種方式使用這個工具Internally內(nèi)部Assesscurrentprocesses評估現(xiàn)有流程Drivecontinuousimprovement推動持續(xù)改進(jìn)ISO/TS-16949CompatibleExternally外部Supplierdevelopment開展供給商ParticipantsoftheGlobalMMOG/LE

全球MMOG/LE的參與StructureofGlobalMMOG/LEand

LinkstoISO/TS16949:2002ExamplefromSelf-Assessment

自我評估實例3.4SystemsIntegrationThecustomerinformationshallbeprocesseddirectlyintotheorganization'splanningandschedulingsystems.Why?Directelectronictransferofdatawillimprovethetransferspeed,reducethepossibilityoferrorandreducethecost.Criteria:1)Customerscheduleinformationshallbeautomaticallyintegratedintotheorganization'sreleasingsystemtoavoidmanualtransferenceofdatabyusingODETTE/AIAGelectroniccommunicationstandardsoranyotherwebbasedelectronicstandard.Additionalcommentssupportingtheorganization'scurrentstate-"Whereareyouwithrespecttothiselement?"F3Scoring:ABC-Classification

得分：ABC-等級ALevelSupplierfarsurpassestheminimumstandardsineveryaspectandcanbeconsideredatornearworld-classstandards.BLevelSupplierisdeficientintwoormoreaspectsofagivencategoryormultiplecategories.Anactionplanshouldbeputinplace,andthecorrectiveactionshouldnotrequireasignificantamountoftimetoimplement.CLevelSupplierisdeficientinoneormorecritical/highimpactaspectsofagivencategory.Actionplansarerequiredtoensuredeficienciesdonotresultinseriousorprolongedissuestothecustomer.MMOGImplementations

MMOG實施FordRequiredforQ1rating一季度評審時DaimlerChryslerRequiredfornewlaunches 新產(chǎn)品發(fā)布時GeneralMotorsJustrunningpilotphase正處于工程試點階段CaseStudy:SimcoAutomotive

UsingtheMMOGInternally案例分析85%reductioninpremiumfreight額外運(yùn)費減少85%Threemonthswith$0consecutively連續(xù)三個月為零80%reductioninobsolescencecosts存貨淘汰本錢降低80%43%reductionininventorycarryingcosts庫存減少43%20%reductionindataentrytime數(shù)據(jù)輸入實踐減少20%Improvedschedulingandvisibility排程和可視度得到改進(jìn)Improvedcustomerrelations客戶關(guān)系得到改善ROI=125%投資回報率125%Reducedstress!減輕壓力！…ByimplementingERP,documentingprocedures,

andimplementingEDI通過實施ERP、建立流程文檔和使用EDIGatesRubberCompanyMandatebyFord福特提出的要求Deliveryperformancenotmeetingcustomersexpectations交貨業(yè)績不能到達(dá)客戶的期望Mustimproveorrisklosingbusiness必須改進(jìn)，否那么將由失去業(yè)務(wù)的危險

CaseStudy:GatesRubberCompany

UsingtheMMOGInternally

案例分析SalesinthousandsGatesRubberCompany

FordDeliveryRating

福特對于Gates的評分BeforeAfterSalesinthousandsGatesRubberCompanyExpedites

Gates公司加急發(fā)運(yùn)的情況

BeforeAfterWhereistheWasteintheChain?

AnalysisbyaMajorOEMBarcodelabelsareinaccurateLabelsnotgeneratedatthepointofproductionInabilitytocommunicaterequirementselectronicallythroughoutthesupplychainSomesuppliersarenotcommunicatingschedulerequirementselectronicallythroughoutthesupplychainLackofcontrolofWork-In-ProcessSupplierscannotlocatewherework-in-processisattheirplantLackofcontrolofFirstIn/FirstOut(FIFO)MakingsurethatrawmaterialreceivedfirstisusedfirstandthatpartsthatarefinishedfirstarefirstoutthedoorWhereistheWasteintheChain?

AnalysisbyaMajorOEMIdentifycustomershippingdiscrepanciesSuppliersarenotprocessinginelectronicshippingdiscrepancyalertsASNdataisnotgeneratedautomaticallyASNdataisnotgeneratedautomaticallyfromcustomerforecastingandschedulingdataand/orbybarcodescan