精益制造和供應(yīng)鏈集成-

“紅領(lǐng)巾”真好廈門市松柏第二小學(xué)吳小蔚精益制造和供應(yīng)鏈集成精益制造和供應(yīng)鏈集成AstheConsolidationContinues

Primes&OEMsHavenewChallengesNotallsupplierspossessresourcesandcapabilitiestoundertakemajorimprovements(sixsigma,leanmanufacturing,continuousimprovement)Notallsuppliershaveabilitytoattract&retainhighcaliberpeoplewhounderstandprocesscontrol(CpK&6Sigma)Demographics,theagingworkforcecreates“KnowledgeManagement”challengesEffectiveCommunicationlinksbetweensub-tiersuppliersandendusersbecomeincreasinglyimportantEarlyinvolvementinthedesign&developmentphases,andteaming“beyond”theshopfloorbecomemorecrucialCurrentTrendsDefensebudgetwillgrowatabout4%,withammunitionandaircraftleadingtheincreaseR&DBudgetswillremainflatforcingmorePrime/SuppliercollaborationSupplierconsolidationwillcontinueasaresultofmergersAsprimesshiftto“l(fā)ean”practices,supplierswillbeaskedtomanufacturemoremajorsub-assembliesandlesspiecepartsCurrentTrendsContinuedOEMswillcontinuetooutsourcemanufacturingJITdeliveriesinsupportofPOUdemandwillbecomemoreprevalentinordertoreduceinventoryandcarryingcostsOEMswillshiftto“assemble,test,andship”modelSuppliersandcustomerswillteam“beyond”theshopfloortodesignanddevelopnextgenerationproductsusingtheInternettocreateVirtualProductDesignandInnovationDoDProcurementGrowingat4%

($Mil)AerospaceR&DFundingRemainsFlatLessR&DwillcreatemorecollaborationbetweenprimesandsuppliersAerospaceisImportanttotheUSAccountsforMajorityofExports$BillionDataSource:CaliforniaEmploymentDevelopmentDepartment.EmploymentInSouthernCaliforniaImportancetotheStateofCaliforniaExcludesservices&agriculture;estimatesbasedonSICcodeinformation&coveragecompensation.Includesallindustrysegments,bothproduct-andservice-oriented.Approximately138,000jobsinprimaryA&DSICcodes,plusanestimated50,000jobsfor“mixedsuppliers”thatservemultipleindustriesinadditiontoA&D.Aerospaceis2ndLargestEmployer1996($Million)SouthernCaliforniaPayrollsByIndustryEntertainmentLeanMigrationThroughouttheSupplyChainEconomicsareforcingOEMs(Primes)toadopted“l(fā)ean”asanenablingtechnologytoreducemanufacturingcostsandeliminatewasteTieronesuppliersarewellontheirwaytoimplementingleanbasedinpartonencouragementfromtheircustomers“Sub-Tier”suppliersstillresistimplementationofleanwithouta“BusinessCase”andpaybackanalysis(ROI)大幅度提升學(xué)習(xí)效率和成績(jī)學(xué)習(xí)變得更輕松高效0-3歲孩子思維特點(diǎn)這一階段嬰幼兒的思維是直覺行動(dòng)思維，是依靠感知和動(dòng)作來完成，他們只能反映自己動(dòng)作所能觸及的具體事務(wù)依靠動(dòng)作思考，而不能離開動(dòng)作在動(dòng)作之外思考，更不能計(jì)劃自己的動(dòng)作，預(yù)見動(dòng)作的效果。他們?cè)诼?、看、玩的過程中，才能進(jìn)行思維。比如，嬰幼兒常常邊玩邊想，但一旦動(dòng)作停止，思維活動(dòng)也就隨之停止。思維訓(xùn)練方法具體操作1歲到2歲左右是發(fā)展幼兒解決問題的能力的開始。用語言指點(diǎn)并鞏固孩子在解決實(shí)際問題過程中所取得成果，幫助他用動(dòng)詞如“伸出”、“倒轉(zhuǎn)”、“挪動(dòng)”等來表達(dá)他找到的的解決辦法。思維可以幫助孩子自己選出解決問題的方法，同時(shí)擴(kuò)大在解決類似問題時(shí)使用這種方法的可能性。在這一階段還要發(fā)展思維的靈活性。大人用同種玩具進(jìn)行不同的玩法并在日常生活中引導(dǎo)孩子注意觀察一種物體多種用途，以發(fā)展孩子解決問題的技巧。如，孩子可以用鑰匙可以開鎖，也可以撬開奶粉罐子上的鐵蓋，也可以當(dāng)做筆在泥地上畫畫等等。OverviewHistoricalPerspectiveIndustryConsolidationViewfromOEMsCurrenttrendsDoD&R&DBudgetsremainflatEmploymentFutureTechnologyTrendsThepoweroftheinternetResourcesSummaryandUltimateGoalQ&AHistoricalPerspective

IndustryConsolidations&Mergers

ContinuesataLessorPaceMid80’stomid90’s37became4Mid90’stopresentnoticeableincreaseinM&AactivitywithinsupplychainsAstheConsolidationContinues

Primes&OEMsHavenewChallengesNotallsupplierspossessresourcesandcapabilitiestoundertakemajorimprovements(sixsigma,leanmanufacturing,continuousimprovement)Notallsuppliershaveabilitytoattract&retainhighcaliberpeoplewhounderstandprocesscontrol(CpK&6Sigma)Demographics,theagingworkforcecreates“KnowledgeManagement”challengesEffectiveCommunicationlinksbetweensub-tiersuppliersandendusersbecomeincreasinglyimportantEarlyinvolvementinthedesign&developmentphases,andteaming“beyond”theshopfloorbecomemorecrucialCurrentTrendsDefensebudgetwillgrowatabout4%,withammunitionandaircraftleadingtheincreaseR&DBudgetswillremainflatforcingmorePrime/SuppliercollaborationSupplierconsolidationwillcontinueasaresultofmergersAsprimesshiftto“l(fā)ean”practices,supplierswillbeaskedtomanufacturemoremajorsub-assembliesandlesspiecepartsCurrentTrendsContinuedOEMswillcontinuetooutsourcemanufacturingJITdeliveriesinsupportofPOUdemandwillbecomemoreprevalentinordertoreduceinventoryandcarryingcostsOEMswillshiftto“assemble,test,andship”modelSuppliersandcustomerswillteam“beyond”theshopfloortodesignanddevelopnextgenerationproductsusingtheInternettocreateVirtualProductDesignandInnovationDoDProcurementGrowingat4%

($Mil)AerospaceR&DFundingRemainsFlatLessR&DwillcreatemorecollaborationbetweenprimesandsuppliersAerospaceisImportanttotheUSAccountsforMajorityofExports$BillionDataSource:CaliforniaEmploymentDevelopmentDepartment.EmploymentInSouthernCaliforniaImportancetotheStateofCaliforniaExcludesservices&agriculture;estimatesbasedonSICcodeinformation&coveragecompensation.Includesallindustrysegments,bothproduct-andservice-oriented.Approximately138,000jobsinprimaryA&DSICcodes,plusanestimated50,000jobsfor“mixedsuppliers”thatservemultipleindustriesinadditiontoA&D.Aerospaceis2ndLargestEmployer1996($Million)SouthernCaliforniaPayrollsByIndustryEntertainmentLeanMigrationThroughouttheSupplyChainEconomicsareforcingOEMs(Primes)toadopted“l(fā)ean”asanenablingtechnologytoreducemanufacturingcostsandeliminatewasteTieronesuppliersarewellontheirwaytoimplementingleanbasedinpartonencouragementfromtheircustomers“Sub-Tier”suppliersstillresistimplementationofleanwithouta“BusinessCase”andpaybackanalysis(ROI)TheAerospaceSupplyChainNeedstoAcceleratetheShiftto“WorldClass”StatusPhaseIApprovedSupplierCapacityplanningSchedulingsystemsQualitysystemsComputerizedinformationsystemsInternalassessmentsPhaseIIPreferredSupplierLeanmanufacturingAdvancedqualitysystemsElectroniccommerceStrategicplanningPhaseIIIStrategicPartnersIntegratedcustomerteamsTotalqualitySub-contractorteamsFunctionalprocurementspecifications“Bestpractices”LeanManufacturingVirtualProductDevelopmentE-EnabledtransactionsWorldClassTheNewRealitiesPrimes(OEMs)willcontinueto“outsource”atanincreasedpaceMoreemphasiswillbeplacedon“sub-assembly”ahigher(BOM)levelPrimeswillfocuson“engineering&designexcellence”notonmanufacturingPrimeswillusetheInternettoimprovedesign,cost,schedule,qualityandplanningsynergies

AgoodstartingpointHostedby:Willimpactupto37,000suppliers...HundredsofAirlines…Totalcombinedprocurementoutlayof$71billion92%99%41%ProjectedBusiness-to-BusinessE-CommerceTransactionsOrganizationsareincreasinglyturningtotheinternettosourceindirectgoodsandservices-thosegoodsandserviceswhicharenotapartofcostofgoodssold.Thistypicallyincludessuchitemsasofficesupplies,travel,temporaryservicesanddesktopcomputers.C|M|T|C800)300-CMTCLosAngeles

OrangeCounty

InlandEmpire

GreaterSacramento

SanFernandoValley/SanGabrielValleySanJoaquinValley

Ventura/SantaBarbara4-YearEst.GrowthCurrentEst.$7Tril.By2004GeneralElectric&E-CommerceJackWelch,CEO“Thiscompany,likeeverycompanyintheworldtoday,isinthemidstofthebiggest,mosttransformationalrevolutioninthepastcentury,broughtonbytheInternet.”“WheredoestheInternetrankinpriority?It’snumberONE,TWO,THREEandFOUR.”O(jiān)EM’s&Primeswant“WorldClass”suppliersSomeTechnologyFacts,IBM“Bandwith”willleapfrogGrewbyafactorof10Xoverthepast15yearsWillgrowbyafactorof150Xoverthenext15yearsIn1995,1TeraFlopcomputerplayedchesscomparablebrainpowerofalizardBy2010,100TeraFlopcomputerwillworkonGenefoldingprojectsBeforetheendofthedecadetherewillbe1to10PetaFlopcomputers12to15PFapproximatehumanbrainAdditionalTechnologyTrendsWaveDivisionMultiplexing(WDM)willbecomecommonplacewithFiberOpticcabletothehouseandofficeWirelessinterconnectionwillbeglobal,nowavailableinL.A.Internetwillbeintegratedintocommonappliances,atlowornocosttotheconsumerInternettechnologywillbeintegratedintomachinesandotherhardwareproductsfor7/24monitoringcapabilitiesVirtualteamswillbeformedtodesign“virtualproducts”on-line7/24onaglobalbasis.These“virtualteams”willbe“unformed”untilthenextprojectTheInternetPresentsThreatsandOpportunitiesOPPORTUNITIESCompetitiveadvantage,levelstheplayingfieldAwaytoexpandmarketreachAcceleratestimetomarketandlowerscostsEnhancescustomerrelationsEmpowersemployeesandcreateswhatBillGatescalls“KnowledgeWorkers”Streamlinesprocesses&reducescostAllowsfor7/24globalproductdesignAllowsforrapid“productmorphing”tomeetchangingcustomerneedsAllowsforglobaltradingpartnersAllowsfor“virtualteams”tobeformedandunformedbasedonneedThreatsCreatesInternationalcompetitiononamassivescaleAllowsfor7/24globalproductdesignreducingrelianceondomesticlaborChallengestraditionalthinkingandtraditionalbusinessmodelsTangibleBenefits

ReductioninTransactionCostsBankingindustryreducestransactioncostsfrom$1.07to$0.01Travelagentbookingsgofrom$10.00to$2.00Trade(procurements)transactioncostsgofrom$150.00to$6.00Example:Raytheonreducesprocessingcostfrom$100to$3IndustrialAgeE-CommerceThenextrevolutionwillbeB2G(BusinesstoGovernment)WebEnabledTradingSiteFederal,StateandLocalGovernmentsspend$1.6TrillionongoodsandservicesTexaswebsitehasreducedtransactioncostsby83%from$120to$20CaliforniaiscurrentlyevaluatingandtestingE-CommercesolutionsIntegratingtheSupplyChainSupplierswillneedtobeabletorespondtoelectronic“pullsignals”withfirsttimequalitytosupportvirtual“Kanbans”Supplierswillneedtobe“E”enabledtoreduceadministrativecostswhilereducingcycletimesforspecificationchanges,quantitychanges,andschedulechangesCustomerswillcontinuetodemandquality,price,delivery,anddesignandintegrationsupportASSEMBLER22%SUPPLIERS-35%1STTIER22%2NDTIER10%3/4THTIER3%WhyIsThereaConcernWiththeAerospaceandDefenseSupplyChainandSupplyChainManagement?

RAWMAT’L43%ValueStreamCostDistributionRecentUSAFandMITEstimatesIndicate70-80%ofValueisinsupplychainOtherFactorstoConsiderAsOEMsuseleantoreduce“directlabor”and“inventory”overheadcostsbecomealargerpercentageoftotalcostOneprimeindicatedthat“direct”manufacturingcostsare20%oftotalcostsThiswillforce“l(fā)ean”beyondtheshopfloor.LeveragingthepoweroftheInternetcanhelpreduceoverheadcostsCMTCisWorkingonLeanBeyondtheShopFloorCourseworkandtrainingmaterialsarebeingdevelopedthroughacooperativegrant,includingaKnowledgeManagementmoduleWorkingwithIBM&OtherstoidentifyopportunitiestoleveragetechnologyOneclienthasdemonstratedsignificantsavingsandtimeintheprocurementareaandinthequalityrecordsareaLean=EliminatingtheWastesTypically95%ofTotalLeadTimeisNon-ValueAdded!!!RUNTIMEOrderProcessing,Transport,Storage,Waiting,Rework,MachineSetup,Inspection,MachineBreakdowns,etc...

TotalLeadTimeDefinitionofValueAdded

ValueAdded Anyactivitythatincreasesthemarketformorfunctionoftheproductorservice.Thesearethingsthecustomeriswillingtopayfor.

Non-ValueAddedAnyactivitythatdoesnotaddmarketformorfunctionorisnotnecessary.(Theseactivitiesshouldbeeliminated,simplified,reducedorintegrated.)Thingsthecustomerisnotwillingtopayfor.8WastesofLEANOverproductionmotionExtraProcessingTransportationInventorydefectsWaitingUnderutilizedPeopleLeanBuildingBlocks

WhataleanfactorylookslikeWorkplaceOrganizationVisualLeanFactoryStandardizedWorkPlantLayoutQuickChangeoverPOUSTeamsBatchReductionQuality@SourcePull/KanbanOnePieceFlowCellularTaktTimeKeystoSuccess

PrepareandMotivatePeopleWidespreadorientationtoCI,quality,trainingandrecruitingworkerswithappropriateskillsCreatecommonunderstandingofneedtochangetolean EmployeeInvolvementPushdecisionmakingandsystemdevelopmentdowntothe“l(fā)owestlevels”Trainandtrulyempowerpeople Shareinformationandmanageexpectations Identify&empowerchampions,particularlyoperationsmanagersRemoveroadblocks(i.e.,people,layout,systems)MakeitbothdirectiveyetempoweringKeystoSuccess AtmosphereofExperimentation

Toleratemistakes,havepatience,etc.Willingnesstotakerisks(Safetynets) Install“enlightened”andrealisticperformancemeasures,evaluation,andrewardsystemsDoawaywithrigidperformancegoalsduringimplementationDomeasureresultsandnotnumberactivities/eventsTieimprovements,longterm,tokeymacrolevelperformancetargets.(i.e.inventoryturns,quality,delivery,overallcostreductions). Execute“pilot”projectspriortorollingoutacrossentireenterprise(e.g.,modellines,kaizenblitzes)Afterearlywinsinoperations,extendacrossENTIREorganizationImplementationSuccessFactorsImplementationPeopleneedtounderstandtheirnewrolesbeforechangeisimplementedEstablishtimelinesandtargets,establishsomeeasytoachieveneartermgoalsCI--ContinuousImprovementTrackimpactsassociatedwithchangesmade.Communicatethem.Monitor,“enforce,”andimprovethesystemImprovementLeapsAvoidmentalityofcollapsingoverthefinishline.ImplementationSuccessFactorsUnyieldingLeadershipStrategicvisionbasedonleanenterpriseaspartofoverallbusinessstrategy!ObserveoutsidesuccessesandfailuresAbilitytoquestionEVERYTHING,ask“why”atleast6timesDeepcommitmenttoEXCELLENCECaseStudiesDemonstrateResults

“Youdon’tunderstand,ourbusinessisdifferent....”LeanSupplierCaseStudiesDemonstrateImpactClient1-65Employees,Familyownedbusiness:Annualsavingsofover$37.3Kasaresultofstreamliningpaperflow,streamliningtheShipping/Receivingprocesses,andfloorspacereduction.Client2-230Employees,Corporation:Realizedimmediatecostsavingsof$25.8Kduetoa72%reductioninWIPandinventory.Annualsavingsof$16.9Kduetofloor-spacereduction,laborreduction,andsetupreduction.Client3-368Employees,Corporation:Realizedsavingsofover$30Kduetoa63%reductioninWIPandinventory.Annualsavingsof$19.3Kduetofloorspacereduction,laborreduction,andpaperflowreduction.Client4-186EmployeesCorporation:Goalofa50%actual70%.reductioninpaperworkdocumentationprocessGoalof50%actual47%reductionindatapackagebuildtimeGoal25%actual20%reductionindatastoragespacebyUsing5SmethodologyDeliveryleadtimereductionover7daysAnnualsavingsof$480K

LeanCaseStudiesDemonstrateResults,ExpectDoubleDigitImpact

72%reductioninWIPandinventory63%reductioninWIPandinventory70%reductionindocumentationprocess47%reductionindatapackagebuildtime20%reductioninfloorspaceBoeingAircraft,RocketdyneDivisionDecreasedmanufacturingcostsby97%Cutthedevelopmentcycleby50%,from2yearsto1Reducedmanufacturingcycletimeby63%,from2yearsto9monthsReducednumberofparts

fromhundredsto6Createdaknowledgedepositoryforre-useon

subsequentprojectsLeanManufacturingisNotNew

“OneofthemostnoteworthyaccomplishmentsinkeepingthepriceofFordproductslowisthegradualshorteningoftheproductioncycle.Thelongeranarticleisintheprocessofmanufactureandthemoreitismovedabout,thegreaterisit’sultimatecost.”

HenryFord,1926LessonLearned:Createdassemblylinesbutdidn’tempowerworkerstoachievecontinuousandsustainedimprovementsHowCanYouGetHelptoPreparefortheFuture?CMTC,OurObjective-“…tohelpsmallandmediumsizemanufacturersincreasetheircompetitiveadvantagebyadoptingandimplementingimprovedmethodsofmanagementandmanufacturing”Neverunderestimatethe“power”ofanexternalchangeagent.CMTCIntroduction

A501c3Private,Non-Profit,Corporation

ProvideconsultingservicestoCalifornia’ssmalltomedium-sizedmanufacturersensuringglobalcompetitiveness

InformationTechnologyServicesSystemSelectionSystemsImplementatione-BusinessLeanEnterprisesServicesLeanAssessmentEnterpriseProcessImprovementInventoryandProductionManagement

StrategicBusinessServicesStrategicManagementHumanResourcesStrategiesWorkforceDevelopmentOrganizationandManagementQualityManagementServicesQualitySystemsImplementationProductAssuranceEnvironmentalandSafetyOver140ProfessionalsinSevenRegionalCenterswithanaverageofover20yearsprofessionalexperienceWePartnerwithGovernmentAgencies,TradeAssociations,EducationalInstitutions&AerospacePrimesGovernmentCaliforniaTrade&CommerceAgencyUSAirForceNASA/JPLEmploymentTrainingPanelAssociationsAerospaceIndustriesAssociation(AIA)SocietyofAutomotiveEngineers(SAE)AmericanInstituteofAeronautics&Astronautics(AIAA)EducationalInstitutionsCommunityCollegeCentersforAppliedCompetitiveTechnologies(CACT)MIT/LAICorporations

Aerojet(Gencorp)BoeingHughes(Boeing)LockheedMartinNorthropGrummanRaytheonTRWCMTCProvidesTangibleBenefitsReducecostsnotjustsellingpriceReducedeliverytime,cycletime,set-uptimeEliminatewasteSeekcontinuousimprovementImprovequalityImprovecustomerratingsandperceptionsIncreaseoverallcustomersatisfactionImproveemployeeinvolvement,moral,andcompanycultureHelp“transform”manufacturersAdditionalResourcesManufacturingExtensionPartnership(MEP),Nationwidenetworkwithover92centersCMTCatProductivityPress,LeanMaterials&BooksEducationalInstitutionsMITatUniversityofTennesseeSanDiegoStateUniversityNIST/MEPCentersareLocatedNearYourSupplyChainsWecanreachanymanufacturerinthecountrywithintwohours!