精益生產(chǎn)之采購件拉系統(tǒng)案例的分析PurchasedPartsPull

精益生產(chǎn)之采購件拉系統(tǒng)案例的分析PurchasedPartsPullPurchasedPartsPullSystem–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-YokeRevised1-12-024PurchasedPartsPullSystem–CaseStudyLearningObjectivesLearnhowtoreviewacasestudywithbasicdataandmakeimprovementsuggestionsLearnthebasicstepsandcalculationstopresentaLeansolutionUnderstandallthepossiblePullPlatformsandhowtheywouldapplyinthiscasestudyDeterminetherequiredmeasuresforperformancegrowthPracticepresentationskills5PurchasedPartsPullSystem–CaseStudy課程目的學(xué)習(xí)如何評(píng)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(dòng)平臺(tái)以及如何應(yīng)用在該案例分析中確定績效提高的評(píng)價(jià)指標(biāo)練習(xí)發(fā)表的技巧6PurchasedPartsPullSystem–CaseStudyWhat’sinItforMe?PracticeReplinishmentPullimplementationDiscusswiththeclassallthepossiblebarriersandsolutionsforthecasestudyGainunderstandingtoapplyinyourenvironment7PurchasedPartsPullSystem–CaseStudy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(shí)技能8PurchasedPartsPullSystem–CaseStudyReplenishmentPullCaseStudyReplenishmentPullatWindows-R-UsInordertominimizetheimpactofshortagesandtoreduceinventory,Iwanttoimplementareplenishmentpullsystemformyglassrawmaterial.Mygoalistoreducetheamountoflaborrequiredtomanagetherawmaterialwhilereducinginventory.Byreducinglaborrequiredtomanagetherawglass,weshouldbeabletoconcentrateongettingtheothertroublesomepartsintothefacility.Iwanttorevealthedetailsofmyplantomystaffnextweek.

JohnSmith

ManagerofTacticalProcurement9PurchasedPartsPullSystem–CaseStudy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(dòng)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10PurchasedPartsPullSystem–CaseStudyReplenishmentPullCaseStudy(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.11PurchasedPartsPullSystem–CaseStudy補(bǔ)充拉系統(tǒng)案例一天下午，約翰坐在位于德州達(dá)拉斯市的辦公室內(nèi)，思考著他自成為采購戰(zhàn)略經(jīng)理以來所面臨的幾個(gè)問題。因?yàn)樽罱娜藛T精簡，他的部門正在為保證生產(chǎn)需要的材料而努力著，但結(jié)果往往是零件供應(yīng)短缺或庫存過多，盡管最近解決了一些問題，但是他還是擔(dān)心自己是否有設(shè)計(jì)和實(shí)施拉系統(tǒng)的能力，幸運(yùn)的是，他剛剛參加了一次補(bǔ)充拉系統(tǒng)的培訓(xùn)課程。BillGlass于1988年創(chuàng)建了Windows-R-Us公司。公司生產(chǎn)家裝窗戶。公司生產(chǎn)10種不同的門窗系列共100種最終產(chǎn)品，1997年銷售額$180百萬。從1993—1997年，增長速度達(dá)15%（CAGR）高于行業(yè)平均增長速度，產(chǎn)品在位于達(dá)拉斯市的一個(gè)小工廠生產(chǎn)。達(dá)拉斯的制造廠包括兩個(gè)制造部門，第一個(gè)部門生產(chǎn)絕緣玻璃分裝配，第二個(gè)部門組裝最終的產(chǎn)品，經(jīng)銷商是第一位的客戶并負(fù)責(zé)最終將產(chǎn)品交付到用戶手中，一般情況下，該產(chǎn)業(yè)受建筑業(yè)季節(jié)性變化影響。12PurchasedPartsPullSystem–CaseStudyReplenishmentPullCaseStudy(Cont.)DuringJohn’sassessmentoftherawglassprocurementprocess,heconductedinterviewsanduncoveredthefollowinginformation.FromtheMasterScheduler:MRPgeneratesallordersandactionmessagesforrawmaterialonceperweekSchedulechangesarecommonandprobablydrivesexcessivemessagesSafetystockisnotusedbutexcessinventoryexistsduetothelargenumberofschedulechanges.FromtheRawMaterialCommodityBuyer:Only15uniquerawglasspartnumbersLeadtimefortheglassis1week(regardlessofmix)andthesupplierisverydependableGlasssupplierrunstheglassforthewindowcompanyaboutonceperquarterGlasssupplierhasminimumshipmentrequirementofonetruckload

(20containers@300percontainer)Containersare4'x2.5'andcanbestacked3highVariousorderfrequencyusedtoorderrawglass(norealstrategy)13PurchasedPartsPullSystem–CaseStudy補(bǔ)充拉系統(tǒng)案例約翰在評(píng)價(jià)玻璃原材料的采購過程時(shí)，訪問了一些部門并得到以下信息：從主計(jì)劃:MRP每周一次生成有關(guān)原材料的所有訂貨和行動(dòng)信息計(jì)劃變更很平常，可能產(chǎn)生額外的信息安全庫存未使用，但過剩的在制存貨由于大量的計(jì)劃變更而存在。從原材料采購處：只有15種特定的原材料種類玻璃的交貨期為1周（不考慮混型），供應(yīng)商可信度較高玻璃供應(yīng)商為WINDOWS公司，每季度生產(chǎn)一次玻璃供應(yīng)商最小發(fā)貨量為一卡車（20箱@每箱300塊）料箱尺寸是4‘x2.5’，最多可以碼放3層料箱玻璃原材料訂貨頻次多變（沒有固定的策略）14PurchasedPartsPullSystem–CaseStudyReplenishmentPullCaseStudy(Cont.)FromtheInsulatedGlassProductionManager:Productionconsistsof5steps(cut,sort,wash,assemble,bake)Run3shiftsperdayStepsareconnectedviaconveyorsandthereforerunsynchronousCycletimefromglasscuttofinishedinsulatedunitisabout1hourChangeoverfrom1familytothenextisabout2hoursCancyclethroughthe15familiesaboutonceperweekFromtheWarehouseManagerIscurrentlyabout40%efficientwithfloorspace(basedonthehaphazardordering)Employs4fulltimematerialhandlersand2temporarycyclecountersJohnfirstgatheredsomeinformationontherawmaterialparts(Exhibit1).Hethenperformedsomehighlevelanalysisontheparts(Exhibit2).Thisanalysisshouldhelphiminidentifyingwhichpartsmakegoodcandidates.15PurchasedPartsPullSystem–CaseStudy補(bǔ)充拉系統(tǒng)案例從絕緣玻璃生產(chǎn)經(jīng)理：生產(chǎn)包含5個(gè)步驟(裁切，分選，清洗，組裝，烘烤)每天分3班工序是通過傳輸帶運(yùn)行，因此是同步運(yùn)行周轉(zhuǎn)時(shí)間從裁切到成品產(chǎn)出為1小時(shí)產(chǎn)品更換的換模時(shí)間為2個(gè)小時(shí)15個(gè)系列產(chǎn)品可以每周循環(huán)生產(chǎn)一次從倉庫經(jīng)理：目前空置率為40%（由于擺放順序隨意）4個(gè)專職的搬運(yùn)工人和2個(gè)臨時(shí)統(tǒng)計(jì)員約翰首先收集到有關(guān)原材料的一些信息（表1），然后他又對(duì)原材料做了進(jìn)一步的分析（表2），這些分析能幫助他識(shí)別最佳選擇的零件。16PurchasedPartsPullSystem–CaseStudyExhibit1ADU=AverageDailyUsage17PurchasedPartsPullSystem–CaseStudy表1ADU=平均日用量18PurchasedPartsPullSystem–CaseStudyExhibit219PurchasedPartsPullSystem–CaseStudy表220PurchasedPartsPullSystem–CaseStudyAssumptionsAssumption Value 1truckloadistheminimumrequirement1caseisthemultiplerequirementWarehouseSpaceEfficiency 60% Servicefactorforsafetystock 2 Betaforsafetystock 0.70 "A"orderfrequency 5days "B"orderfrequency 10days "C"orderfrequency 40days 21PurchasedPartsPullSystem–CaseStudy假設(shè)假設(shè) 價(jià)值最小需求量至少為1卡車需求量必須是1整箱數(shù)量的倍數(shù)倉庫空間效率 60% 安全庫存的服務(wù)水平 2 安全庫存的Beta值 0.70 “A”類訂貨頻次 5天 “B”類訂貨頻次 10天 “C”類訂貨頻次 40天 22PurchasedPartsPullSystem–CaseStudyPresentationtotheStaffJohncontinuedtodevelophisproposalonthenewpullsystem.Shouldallthepartsgoonpull?Whatrisksaretherewithpull?Whatimpactwillthishaveoninventory?Whatimpactwillthishaveontransactions?Whatmeasuresshouldweuse?Developa10minutepresentationtothestaffontheprocessandimpactofimplementingarawmaterialpullsystem.Thepresentationmustcontainthefollowing:ThebestpartcandidatestoplaceonthenewreplenishmentpullsystemThenumberoftransactionsforthenewsystemversustheoldsystemCalculateimpactto#oftransactions(%increaseordecrease)Thesize($’s)oftheglassinventoryusingreplenishmentpullCalculatethemaximum,minimumandaveragequantityofglasson-handCalculateinventory$impact(%increaseordecrease)DeterminesquarefootageoffloorspaceneededfortheglassonpullRecommendplatformforgeneratingthereplenishmentsignalIdentifykeymeasuresfortheprocessBepreparedtorespondtothefollowingquestions:Didyoumakeanyassumptions?Whatlogicdidyouusetoexcludeparts?23PurchasedPartsPullSystem–CaseStudy向員工介紹約翰繼續(xù)進(jìn)行關(guān)于新拉系統(tǒng)的設(shè)想，是不是全部零件都要拉動(dòng)？拉動(dòng)的風(fēng)險(xiǎn)有哪些？對(duì)庫存的影響有哪些？對(duì)定單的處理有哪些影響？應(yīng)該用哪些指標(biāo)衡量？

用10分鐘時(shí)間向你的員工介紹實(shí)施拉系統(tǒng)的過程和影響，發(fā)表應(yīng)包括以下內(nèi)容：在新系統(tǒng)中所包含的最合適應(yīng)用拉動(dòng)系統(tǒng)的零件新系統(tǒng)對(duì)比舊系統(tǒng)的定單處理量計(jì)算對(duì)定單處理量的影響(%增加或減少)用于拉系統(tǒng)中玻璃庫存的規(guī)模($’s)計(jì)算現(xiàn)有玻璃數(shù)量的最大、最小值、平均值計(jì)算庫存價(jià)值的變化（%增加或減少）決定拉系統(tǒng)中庫存玻璃的占用面積建議的補(bǔ)充信號(hào)的可用平臺(tái)（條件）確定過程中的主要量測(cè)指標(biāo)準(zhǔn)備回答下列問題：你是否使用了假設(shè)條件?用了何種邏輯清除多余零件?24PurchasedPartsPullSystem–CaseStudyAnswerSheetBadPullPartCandidates25PurchasedPartsPullSystem–CaseStudy答案表不利于拉動(dòng)系統(tǒng)的零件26PurchasedPartsPullSystem–CaseStudyAnswerSheet:

TransactionalSizingDetail27PurchasedPartsPullSystem–CaseStudy答案表:

事務(wù)處理詳細(xì)28PurchasedPartsPullSystem–CaseStudyAnswerSheet:

InventorySizingCalculations29PurchasedPartsPullSystem–CaseStudy答案表:

庫存規(guī)模計(jì)算30PurchasedPartsPullSystem–CaseStudyAnswerSheet:

InventorySpaceCalculations31PurchasedPartsPullSystem–CaseStudy答案表:

庫存面積計(jì)算32PurchasedPartsPullSystem–CaseStudyAnswerSheet:

InventorySpaceCalculations(PullParts)33PurchasedPartsPullSystem–CaseStudy答案表:

庫存空間計(jì)算(拉動(dòng)零件)34PurchasedPartsPullSystem–CaseStudyAnswer