供應鏈管理案例課件

YusanSupplyChain

RedesignandImprovementHKUST&StanfordYusanIndustriesLimitedFinalPresentationMarch27,2006YusanSupplyChain

RedesignanObjectiveEnhanceYusan’sProfitabilitybyRe-designingandImprovingSupplyChain2ObjectiveEnhanceYusan’sProfiFacingProblemExtraSupplyChainCostAirshipmentcostin2005:2MHKD(0.5%oftotalrevenue)HighreworkcostLowOn-Time-DeliveryRateThomson:28%3FacingProblem3MethodologyIdentifyInvestigateRecommendObjective4MethodologyIdentifyInvestigateScopeThomson’sProductsin2005(7)

2005Products(3)Pre-2005Products(4)CS190CS86RCD147BTM9235TM9237TM9245RCD1475InvestigateRecommendIdentifyScopeoftheanalysis:ThomsonproductsScopeThomson’sProductsin200IdentifiedProblemFocusonProduction6InvestigateRecommendIdentifyIdentifiedProblemFocusonProOrderProcessSalesProductionPlanningPurchasingProduction123456Customer78CustomerOrdersJobOrdersJobOrdersProductionScheduleRecommendIdentifyInvestigateweek7OrderProcessSalesProductionPInvestigationofProductionProductionPartSupplyCapacityPlanningRework8RecommendIdentifyInvestigateInvestigationofProductionProPartSupply44%ofthepartsupplylate:ConsequencesandCauses?Source:ProductionPlanning

Report(Jan–May2005)9InvestigatePartSupplyCapacityPlanningReworkPartSupply44%ofthepartsupCriticalPartDelayCriticalParts:LongLeadtime-Expensive-NosubstituteNon-CriticalParts:ShortLeadtime-CommodityCriticalPartsNon-CriticalPartsPercentageofcriticalpartlateOctober95414%November81296%December2921012%Total4639310%Source:MeetingMinutesOct-Dec2005InvestigatePartSupplyCapacityPlanningRework10CriticalPartDelayCriticalPa330Suppliersin2005131(40%)averagequality<99.8%48RegularSuppliersNo

onecanachieve99.8%QAstandardUnreliableRegularSuppliersQualityPerformanceSuppliersAnalysisSummary11InvestigatePartSupplyCapacityPlanningReworkPotentialtoimprovesupplierperformance330Suppliersin2005SuppliersRegularSuppliersQualityPerformancein200512QualityPassRate(%)MakesuresupplierskeepahighlevelofqualitySource:IQC2005InvestigatePartSupplyCapacityPlanningReworkRegularSuppliersQualityPerfPartSupplyQualityCriticalpartsalsoarelessreliableQualityPassRate%13Source:IQC2005InvestigatePartSupplyCapacityPlanningReworkCriticalpartsPartSupplyQualityCriticalpaCapacityEvaluationInvestigatePartSupplyCapacityPlanningReworkSource:ProductionPlanSept-Dec2005ProbleminallocatingthecapacitytoeachcustomerCapacityEvaluationInvestigateOvertimeEmployed15Source:WorkshopDailyReport,Feb2006InvestigatePartSupplyCapacityPlanningRework16%22%19%29%26%12%27%21%0%21%Inanon-peakseason,overtimeisstillhighOvertimeEmployed15Source:WorProductivity16Source:WorkshopDailyReport,Feb2005InvestigatePartSupplyCapacityPlanningReworkRealProductivityisloworexpectedoneisnotappropriate?Productivity16Source:WorkshopWorkforceDistribution17LineCLineDWorkers*allocatedperline(average)8361Whereasdirectlylineworkers5737Source:WorkshopDailyReport,Feb2005InvestigatePartSupplyCapacityPlanningReworkMoreattentionhastobepaidtoValue-addedproceduresWorkforceDistribution17LineCFinishedProductReworkRate18Source:QualityAssurance2005InvestigatePartSupplyCapacityPlanningRework89%11%FinishedProductReworkRate18ReworkRatebyCustomers19Source:QA,2005InvestigatePartSupplyCapacityPlanningReworkReworkRatebyCustomers19SourReworkRateonProductionLines20VerydifferentreworkratesamongthelinesSource:QCDailyReport,Feb2006InvestigatePartSupplyCapacityPlanningReworkAveragerework

rate:17.4%ReworkRateonProductionLineCausesandEffect21ReworkCapacityPlanningPartSupplyLowProfitabilityCausesandEffect21ReworkCapacRecommendations22IdentifyInvestigateRecommend123MakeSupplyChainPerformanceVisibleRecommendations22IdentifyInvesMetricIndustrialBenchmark(Median)*Yusan’sPerformanceDeliveryRatebyCommitDate91.5%40%OrderFulfillTime(days)29.5>39.0InventoryDaysofSupply(days)68.172.5Cash-to-CashCycleTime(days)73.330.5

Source:SCOR(Feb2005)23IdentifyInvestigateRecommendUseKeyIndicatorstocontrolSCimprovementsMakeSupplyChainPerformanceVisibleMetricIndustrialBenchmarkYusaMakeSupplyChainPerformanceVisibleCostMHKDAs%ofRevenueInventoryCarrying10.62.3%Backlog28.16.0%Rework&Scrap19.54.2%Total58.212.5%24IdentifyInvestigateRecommendKeeptrackofSupplyChainExtraCostsMakeSupplyChainPerformanceRecommendations25IdentifyInvestigateRecommend123MakeSupplyChainPerformanceVisibleEnhanceSupplierPerformanceRecommendations25IdentifyInvesEnhanceSupplierPerformanceCreateaCrossFunctionTeamPurchasing,QualityAssurance,Engineering,ProductionDetermineCriticalPerformanceMetricsDeliveryLeadTime,QualityDetermineMinimumPerformanceStandardMinimumQualityStandard,MinimumLeadTimeReduceSupplierBaseEliminateNon-qualifiedSuppliersAssessSupplierPerformanceRefineSupplierBaseQuarterly26IdentifyInvestigateRecommendEnhanceSupplierPerformanceCrRecommendations27IdentifyInvestigateRecommend123MakeSupplyChainPerformanceVisibleBettermanageordersEnhanceSupplierPerformanceRecommendations27IdentifyInvesBettermanageordersProductionPlanning:PlanforalltheexistingordersPlanforboththeassemblyandPCBAlinesPurchasingUnreliablesuppliers/Criticalparts:PurchaseAsSoonAsPossibleReliablesuppliers:PurchasebasedonProductionPlanningscheduleCommonparts:KeepSafetyStockBettermanageordersProductionUnaddressedProblemCommittedOrderOrderDeliveryProductionStart042LTLT-6-101PartorderPlacementLTForecastedOrderweeksUnaddressedProblemCommittedOTheEndTheEndBackUpSlidesBackUpSlidesSuppliersAnalysisSup.RegularSuppliers–Yusanpurchasedpartsfromthissuppliersmorethan10monthsAssumeoneproductuses50differentsuppliersX^50=FinalproductpassrateToachieve95%finalproductpassrate,eachsuppliersshouldprovidepartsat99.98%QualityToachieve90%finalproductpassrate,eachsuppliersshouldprovidepartsat99.79%QualitySuppliersAnalysisSup.RegularCalculationandAssumptions:InventoryCalculationInventory*YearlyInterestRateCalculationandAssumptions:ICalculationandAssumptions:BacklogCalculationIfDelayedLength>ThresholdUrgentDeliveryUnitUrgentDeliveryCost*NumofUnitsIfDelayedLength≤ThresholdCustomerSatisfactionDepreciationCostUnitBacklogCost*NumofUnits*DelayedLengthAssumptionUnitBacklogCost=10UnitHoldingCostCalculationandAssumptions:BCalculationandAssumptions:ReworkCalculationFinishedProductReworkCostUnitProductionCost*NumofUnitsSemi-FinishedProductReworkCostUnitIn-LineProductionCost*NumofUnitsScrapALotReworkedMorethanNTimesAssumptionUnitProductionCost=UnitCost*25%UnitIn-LineProductionCost=UnitCost*5%N=2CalculationandAssumptions:RYusanSupplyChain

RedesignandImprovementHKUST&StanfordYusanIndustriesLimitedFinalPresentationMarch27,2006YusanSupplyChain

RedesignanObjectiveEnhanceYusan’sProfitabilitybyRe-designingandImprovingSupplyChain37ObjectiveEnhanceYusan’sProfiFacingProblemExtraSupplyChainCostAirshipmentcostin2005:2MHKD(0.5%oftotalrevenue)HighreworkcostLowOn-Time-DeliveryRateThomson:28%38FacingProblem3MethodologyIdentifyInvestigateRecommendObjective39MethodologyIdentifyInvestigateScopeThomson’sProductsin2005(7)

2005Products(3)Pre-2005Products(4)CS190CS86RCD147BTM9235TM9237TM9245RCD14740InvestigateRecommendIdentifyScopeoftheanalysis:ThomsonproductsScopeThomson’sProductsin200IdentifiedProblemFocusonProduction41InvestigateRecommendIdentifyIdentifiedProblemFocusonProOrderProcessSalesProductionPlanningPurchasingProduction123456Customer78CustomerOrdersJobOrdersJobOrdersProductionScheduleRecommendIdentifyInvestigateweek42OrderProcessSalesProductionPInvestigationofProductionProductionPartSupplyCapacityPlanningRework43RecommendIdentifyInvestigateInvestigationofProductionProPartSupply44%ofthepartsupplylate:ConsequencesandCauses?Source:ProductionPlanning

Report(Jan–May2005)44InvestigatePartSupplyCapacityPlanningReworkPartSupply44%ofthepartsupCriticalPartDelayCriticalParts:LongLeadtime-Expensive-NosubstituteNon-CriticalParts:ShortLeadtime-CommodityCriticalPartsNon-CriticalPartsPercentageofcriticalpartlateOctober95414%November81296%December2921012%Total4639310%Source:MeetingMinutesOct-Dec2005InvestigatePartSupplyCapacityPlanningRework45CriticalPartDelayCriticalPa330Suppliersin2005131(40%)averagequality<99.8%48RegularSuppliersNo

onecanachieve99.8%QAstandardUnreliableRegularSuppliersQualityPerformanceSuppliersAnalysisSummary46InvestigatePartSupplyCapacityPlanningReworkPotentialtoimprovesupplierperformance330Suppliersin2005SuppliersRegularSuppliersQualityPerformancein200547QualityPassRate(%)MakesuresupplierskeepahighlevelofqualitySource:IQC2005InvestigatePartSupplyCapacityPlanningReworkRegularSuppliersQualityPerfPartSupplyQualityCriticalpartsalsoarelessreliableQualityPassRate%48Source:IQC2005InvestigatePartSupplyCapacityPlanningReworkCriticalpartsPartSupplyQualityCriticalpaCapacityEvaluationInvestigatePartSupplyCapacityPlanningReworkSource:ProductionPlanSept-Dec2005ProbleminallocatingthecapacitytoeachcustomerCapacityEvaluationInvestigateOvertimeEmployed50Source:WorkshopDailyReport,Feb2006InvestigatePartSupplyCapacityPlanningRework16%22%19%29%26%12%27%21%0%21%Inanon-peakseason,overtimeisstillhighOvertimeEmployed15Source:WorProductivity51Source:WorkshopDailyReport,Feb2005InvestigatePartSupplyCapacityPlanningReworkRealProductivityisloworexpectedoneisnotappropriate?Productivity16Source:WorkshopWorkforceDistribution52LineCLineDWorkers*allocatedperline(average)8361Whereasdirectlylineworkers5737Source:WorkshopDailyReport,Feb2005InvestigatePartSupplyCapacityPlanningReworkMoreattentionhastobepaidtoValue-addedproceduresWorkforceDistribution17LineCFinishedProductReworkRate53Source:QualityAssurance2005InvestigatePartSupplyCapacityPlanningRework89%11%FinishedProductReworkRate18ReworkRatebyCustomers54Source:QA,2005InvestigatePartSupplyCapacityPlanningReworkReworkRatebyCustomers19SourReworkRateonProductionLines55VerydifferentreworkratesamongthelinesSource:QCDailyReport,Feb2006InvestigatePartSupplyCapacityPlanningReworkAveragerework

rate:17.4%ReworkRateonProductionLineCausesandEffect56ReworkCapacityPlanningPartSupplyLowProfitabilityCausesandEffect21ReworkCapacRecommendations57IdentifyInvestigateRecommend123MakeSupplyChainPerformanceVisibleRecommendations22IdentifyInvesMetricIndustrialBenchmark(Median)*Yusan’sPerformanceDeliveryRatebyCommitDate91.5%40%OrderFulfillTime(days)29.5>39.0InventoryDaysofSupply(days)68.172.5Cash-to-CashCycleTime(days)73.330.5

Source:SCOR(Feb2005)58IdentifyInvestigateRecommendUseKeyIndicatorstocontrolSCimprovementsMakeSupplyChainPerformanceVisibleMetricIndustrialBenchmarkYusaMakeSupplyChainPerformanceVisibleCostMHKDAs%ofRevenueInventoryCarrying10.62.3%Backlog28.16.0%Rework&Scrap19.54.2%Total58.212.5%59IdentifyInvestigateRecommendKeeptrackofSupplyChainExtraCostsMakeSupplyChainPerformanceRecommendations60IdentifyInvestigateRecommend123MakeSupplyChainPerformanceVisibleEnhanceSupplierPerformanceRecommendations25IdentifyInvesEnhanceSupplierPerformanceCreateaCrossFunctionTeamPurchasing,QualityAssurance,Engineering,ProductionDetermineCriticalPerformanceMetricsDeliveryLeadTime,QualityDetermineMinimumPerformanceStandardMinimumQualityStandard,MinimumLeadTimeReduceSupplierBaseEliminateNon-qualifiedSuppliersAssessSupplierPerformanceRefineSupplierBaseQuarterly61IdentifyInvestigateRecommendEnhanceSupplierPerformanceCrRecommendations62IdentifyInvestigateRecommend123MakeSupplyChainPerformanceVisibleBettermanageordersEnhanceSupplierPerformanceRecommendations27IdentifyInvesBettermanageordersProductionPlanning:PlanforalltheexistingordersPlanforboththeassemblyandPCBAlinesPurchasingUnreliablesuppliers/Criticalparts:PurchaseAsSoonAsPossibleReliablesuppliers:PurchasebasedonProductionPlanningscheduleCommonparts:KeepS