美鋁公司精益制造

AVIC1SeniorExecutiveSeminar

SharingStrategiesforSuccessOurCollectiveOpportunityin

IntegratedGlobalSupplyChains中航一集團(tuán)高級(jí)管理人員研討會(huì)

共享成功戰(zhàn)略我們?cè)谌蚓C合供給鏈中共同的時(shí)機(jī)AgendaFocusing,AligningandIntegratingtoDeliverBestValueMaryArmstrong,BoeingCommercialAirplanesVicePresidentandGeneralManagerFabricationDivisionProgramManagementTheoryVersusPractice:PracticalTips DonCarlisle,BoeingCommercialAirplanesManagingDirector,WichitaDivision,TulsaBusinessUnitOurCollectiveOpportunityinIntegratedGlobalSupplyChainsBobWetherbee,AlcoaPresident,AlcoaMillProducts議程集中、統(tǒng)一以及整合以交付最正確價(jià)值瑪麗·阿姆斯特朗，波音民機(jī)集團(tuán)副總裁兼制造部總經(jīng)理工程管理理論與實(shí)踐:實(shí)用技巧 唐·卡萊爾，波音民機(jī)集團(tuán)塔爾薩業(yè)務(wù)部，威奇托部執(zhí)行總監(jiān)我們?cè)谌蚓C合供給鏈中共同的商機(jī)鮑勃·威瑟比，美國(guó)鋁業(yè)公司〔Alcoa〕美鋁軋制產(chǎn)品公司總裁RealizeBestValueAcrosstheSupplyChainForCustomersandSuppliers“Weworkonourcollectivesystemstogether

toachievethegoalofmakingBoeingproducts

themostcompetitivelypricedintheworld.〞

BobWetherbee

President,AlcoaMillProducts

實(shí)現(xiàn)供給鏈中客戶和供給商的最正確價(jià)值“我們共同致力于聯(lián)合的體系，以實(shí)現(xiàn)波音產(chǎn)品成為世界上最具價(jià)格競(jìng)爭(zhēng)力產(chǎn)品這一目標(biāo)。〞

鮑勃·韋瑟比

美鋁軋制產(chǎn)品公司總裁

AlcoaMovedFromVisiontoBestValueinFourYearsVision

Created20002004StrategyDeveloped2001Phase1PilotwithBoeingfuselage20022003AdditionalResourcesDeployedPhase4

Extendedtonewmarkets,customersandtheirsuppliersContinuedwasteeliminationandsystemexpansionExtendingthesystemtoincludeoursuppliersPhase2ImplementedwithBoeingwingsPhase3ExtendedtoBoeingstandardplateUnderstandingSystemPotentialCapturingSystemValueTimeline:Alcoa’sIntegratedGlobalSupplyChain美鋁在四年內(nèi)從遠(yuǎn)景目標(biāo)走向最正確價(jià)值制定遠(yuǎn)景目標(biāo)20002004制定戰(zhàn)略2001第一階段以波音機(jī)身為試點(diǎn)20022003部署更多資源第四階段擴(kuò)展到新市場(chǎng)、客戶及其供給商繼續(xù)消除浪費(fèi)并擴(kuò)展體系延伸體系以包括我們的供給商第二階段從波音機(jī)翼開始實(shí)施第三階段擴(kuò)展到波音標(biāo)準(zhǔn)板材了解體系潛能獲取體系價(jià)值時(shí)間線：美鋁的全球綜合供給鏈APhasedApproachtoChangeShowedImmediateResultsPoordeliveryperformanceUnpredictableflowtimesHighinventorystocklevels50%ofordersexpeditedProblemsandwastewere

hiddenwithintheoldsystemOn-timeandpredictabledeliveryConsistentflowtimesReducedinventorystocklevelLessthan10%ofordersexpeditedHighvisibilityofproblemsandwasteimprovementopportunitiesResultsofOldSystemResultsofIntegratedSystemPhase3:BoeingExample分階段進(jìn)行變革的方法立即顯示出效果交付績(jī)效差流程時(shí)間不可預(yù)知庫存量高50%的訂單加急完成原有系統(tǒng)中隱藏了問題和浪費(fèi)按時(shí)、可預(yù)測(cè)的交付流程時(shí)間穩(wěn)定庫存量降低不到10%的訂單加急完成問題和浪費(fèi)的改善時(shí)機(jī)可視性高原有系統(tǒng)的結(jié)果整合后系統(tǒng)的結(jié)果第三階段：波音舉例DramaticImprovementSeenin

On-timeDelivery

DeliveryPerformanceDataTarget:97%Systemstartdate40.0%50.0%60.0%70.0%80.0%90.0%100.0%Feb-03Mar-03Apr-03May-03Jun-03Jul-03Aug-03Sep-03Oct-03Nov-03Dec-03Jan-04Feb-04Mar-04Apr-04Phase3:BoeingExample在按時(shí)交付方面發(fā)生了重大改變

DeliveryPerformanceDataTarget:97%Systemstartdate40.0%50.0%60.0%70.0%80.0%90.0%100.0%03年2月03年3月03年4月03年5月03年6月03年7月03年8月03年9月03年10月03年11月03年12月04年1月04年2月04年3月04年4月第三階段：波音舉例BeginbyDrawingCurrentSystemofMaterialFlowIngotPlantHotLineFinishedSawsCustomerReceivingPre-sawprocessesShipping123410-12WeekLeadTimesOrderEntryCustomerServiceCustomerUsageandOrderingAlcoaOrderFulfillmentCustomerPlacesOrders10-16weeksinadvanceRandomOrdersMachiningProcessesHighInventoryLevel=Phase4Example28Sizes28Plates28Plates28Products28Plates從畫出當(dāng)前系統(tǒng)的材料流開始鋁錠廠高溫生產(chǎn)線

完工后切割客戶接收切割前工藝運(yùn)輸123410-12周的交貨期接收訂單客戶服務(wù)客戶用途和訂貨美鋁訂單完成情況客戶提前10-16周下訂單隨意訂單機(jī)加工藝高庫存量=第四階段舉例28種尺寸28種板材28種板材28種產(chǎn)品28種板材FocusonCustomerUsageVersusCustomerOrdersCustomerUsageandOrderingCustomerProductionPlanningUnleveleddemandtoAlcoaOrdersnotlinkedtomachineusagePurchaseordersarriveunpredictablyHighInventoryLevelComplexandmultipleforecastingprocessesFrequentchangeorders1234ReceivingRandomOrdersMachiningProcesses注重客戶的用途，而不是客戶的訂單

客戶使用和訂購(gòu)客戶生產(chǎn)方案對(duì)美鋁的需求不分層次訂單未與機(jī)加用途聯(lián)系起來無法預(yù)知何時(shí)收到購(gòu)置訂單高庫存量復(fù)雜和多重預(yù)測(cè)流程

頻繁變更訂單1234接收隨意訂單機(jī)加工藝OldSystemProvidedNoVisibilityofActualCustomerUsageAlcoaOrderFulfillmentProcessesnottightlyconnectedInventoriesnotengineeredIngotPlantHotLineFinishSawsPre-sawPlateMillShippingOrderEntry原有系統(tǒng)無法提供客戶實(shí)際用途的可視性美鋁履行訂單

工藝并未緊密聯(lián)系起來

未設(shè)計(jì)好庫存鋁錠廠高溫生產(chǎn)線完工后切割切割前板材銑切運(yùn)輸訂單接收NewPullSystemConnectedAlcoaandCustomerProcessesHotLineReceivingPre-sawProcesses6sizes3DayLeadTimeSupplyChainManagementInnovationsofnewsystem:Built-intestsHelpchainforproblemsolvingKanbanboardsforstorereplenishmentIngotPlantFinishSawsShippingDailyOrders6Plates28Plates1234MachiningProcessesDailyUseDataSignal28Products新型拉動(dòng)式系統(tǒng)將美鋁和客戶工藝聯(lián)系起來高溫生產(chǎn)線接收切割前工藝6種尺寸三天的交貨期供應(yīng)鏈管理新系統(tǒng)的創(chuàng)新性：自測(cè)解決供給鏈的問題補(bǔ)充儲(chǔ)存量的看板鋁錠廠完工后切割運(yùn)輸每日訂單6種板材28種板材1234機(jī)加工藝每日使用數(shù)據(jù)信號(hào)28種產(chǎn)品NewSystemProvided

ImmediateResultsIncreasedon-timedelivery

from65%to97%Reducedcustomerinventory

by65%Reducedchangeordersfrom4500peryeartolessthan10peryearIncreasevisibilityofproblemsandwasteimprovementopportunitiesSmoothingflowofordersfor

just-in-timedeliveryReducedweeklyvariationin

productdemandby67%ResultsoftheNewSystem新系統(tǒng)立即顯示出成效按時(shí)交付率從65%提高至97%客戶庫存減少了65%變更訂單從每年4500份降低為每年不到10份提高了問題的可視性，增加了改進(jìn)浪費(fèi)的時(shí)機(jī)理順了恰時(shí)、恰物、恰量交付的訂貨流程產(chǎn)品需求的每周變化降低了67%新系統(tǒng)的成效NewSystemResultedinReducedCostsandImprovedProfitabilityReducedVariationProductDemandNewSystemStartDatePiecesPulledEachWeekTimeinWeeks新系統(tǒng)使本錢降低、盈利能力增加產(chǎn)品需求的變化減少新系統(tǒng)啟動(dòng)日每周拉動(dòng)的件數(shù)星期數(shù)SuccessRequiresaNewRole

fortheLeaderProvideclearbusinesscaseandvisionEncourageexperimentationAssembleteamofsystemthinkersandcontinuallydevelopteamcapabilitiesEstablishchangeagentnetworkMakeRegularshopfloorvisitstocheckthesystemThinksystemcostversuspurchaseormanufacturingcostsRewardproblemidentificationandresolutionEliminateWasteContinuouslyEnsureexecutivesponsorshipinplace成功需要領(lǐng)導(dǎo)履行新角色提供明確的商業(yè)案例和遠(yuǎn)景目標(biāo)鼓勵(lì)試驗(yàn)組建為系統(tǒng)出謀劃策的團(tuán)隊(duì)并不斷開發(fā)團(tuán)隊(duì)能力建立促進(jìn)變化的網(wǎng)絡(luò)定期下車間檢查系統(tǒng)考慮系統(tǒng)本錢與購(gòu)置或制造本錢鼓勵(lì)發(fā)現(xiàn)問題和解決問題不斷消除浪費(fèi)確保高層領(lǐng)導(dǎo)的支持到位ExecutiveSponsorship

isCriticaltoSuccessCreatingasystemvisionforintegratedglobal

supplychainsChangingthetraditionalprocurementphilosophyDrivingdeeperalignmentofallsupplychainparticipantsIncreasecommunicationbetweenallsupplychainpartnersOngoingdedicationtochangeandcontinuous

improvementofthesystemExecutiveSponsorshipRequires高級(jí)管理人員的支持對(duì)成功至關(guān)重要制定全球綜合供給鏈體系的遠(yuǎn)景目標(biāo)改變傳統(tǒng)的采購(gòu)理念驅(qū)使所有供給鏈參與者更緊密的合作加強(qiáng)供給鏈所有合作伙伴之間的溝通不斷進(jìn)行變革，不斷改進(jìn)體系高級(jí)管理人員的支持需要CurrentSupplyChainOffersOpportunitiesforImprovementSupplyChainImprovementOpportunities:DeliveryPerformanceLeadtimesQualityInventoryCommunicationandinformationflows當(dāng)前的供給鏈有改進(jìn)時(shí)機(jī)供給鏈的改進(jìn)時(shí)機(jī)：交付績(jī)效交貨期質(zhì)量庫存溝通和信息流AlcoaAerospaceCenterShanghai:LocalpresenceEvolvesintoessentialpointinsupplychainEnablesmorereliableperformanceProvidesdirectvisibilityOffersjust-in-time,point-of-usedeliveryforcuttosizeservicesShanghaiB