精益生产之补充拉系统Replenishment_Pull_Systems(中英文对照)【行业研究】

1、Replenishment Pull Systems,Manufacturing Pull Systems Purchase Pull Systems Buffer Locations Pull System Platforms Manual vs. Electronic Pull Systems: Handling Seasonality Performance Measures Appendix,RD010402,补充拉系统,制造拉系统 采购拉系统 缓冲场所 拉系统平台 手动 vs. 电子 拉系统：操作的季节性 绩效量测 附录,RD010402,Lean Six Sigma Improve

2、ment Process Road Map,Analyze,Control,Improve,Define Identify Problem Develop List of Customers Develop List of CTQs from Voice of the Customer Finalize Project Focus and Key Metrics Complete PDF,Measure Map Business Process Map Value Stream Develop DataCollection Plan Conduct MeasurementSystem Anal

3、ysis Collect Data Conduct Process Capability Analysis,Analyze Propose Critical Xs Prioritize Critical Xs Verify Critical Xs Estimate the Impact of Each X on Y Quantify the Opportunity Prioritize Root Causes Conduct Root Cause Analysis on Critical Xs,Improve Critical Xs Confirmed Develop Potential So

4、lutions Select Solution Optimize Solution Pilot Solution,Control Implement Process Changes and Controls Write Control Plan Calculate Final Financial/ Process Metrics Transition Project to Future Owners Identify Project Translation Opportunities,Measure,Define,Project ID Tools Project Definition Form

5、 Net Present Value Analysis Internal Rate of Return Analysis Discounted Cash Flow Analysis PIP Management Process RACI Quad Charts,Process Mapping Value Analysis Brainstorming Multi-Voting Techniques Pareto Charts C typically triggered by a hurdle rate of a demand change. Resizing requires a forecas

6、t window to cover lead-times.,Resize monthly with a demand change hurdle rate (i.e., if demand changes 20%) Utilize historical/forecast to determine inflection points in demand resizing warnings Forecast window should be at least the weighted (by volume) average LT to account for lag times b/w deman

7、d and order receipt Utilize historical/future demand weighting tools to smooth ramp-ups/downs Larger upswings higher weighting in forecast Smaller upswings lower weighting on forecast,91,谷风优质,拉系统：处理季节性,规模变化应该根据季节性的增/减，一般由跳跃性的需求变化触发。规模变化需要预测以弥补交货时间,根据需求的跳跃性变化每月调整规模（如：当需求变化20%时） 利用历史/预测来决定在需求中的变化点 调整的

8、预报 预测至少应该是LT的加权（需求量）平均值，以解决需求和收到定单的延迟时间。 利用以往记录/未来需求平衡工具来消除剧烈的增加/减少 较大的上摆幅度 在预算中高权重 较小的上摆幅度 在预算中低权重,92,谷风优质,Performance Measurements,Pull System Effectiveness Measurements Actual vs. Target On-Hand Inventory Actual vs. Target On-Order Inventory Critical Parts Additional Measurements WIP Turns Backlo

9、g by Order, Part and Age On-Time Delivery Quantity of Daily Completions,93,谷风优质,绩效量测,拉系统的效力量测 实际与目标现有库存 实际与目标订单库存 关键零件 其他量测 WIP 周期次数 订单订量、零件和使用期限 准时交货率 日完工数量,94,谷风优质,Order Qty,Safety Stock,Sum of POs,On Hand Avg.,L o o p I n v,Target vs. Actual Inventory,95,谷风优质,Order Qty,Safety Stock,Sum of POs,On

10、Hand Avg.,L o o p I n v,目标VS实际库存,96,谷风优质,APPENDIX,Action Messages Implementation Process,附件,行动信息 执行流程,Pull System Conditions,SS,OF or CTI,TRIGGER (Make or Buy),EXCESS (Cancel, Defer),MCT or LT,CRITICAL (Order),OKAY (No Action),Orders,On Hand,99,谷风优质,拉系统的条件,SS,OF 或 CTI,触发（制造或采购),过量 (取消, 推迟),MCT or LT

11、,紧急（订货）),OKAY (No Action),订单,在手,100,谷风优质,On-Hand Status,Loop Status,*Note: If actual demand is known, it is better to compare days remaining against the next receipt and near term requirements (i.e., 2 days) to prevent unnecessary expedites.,Action Codes,101,谷风优质,现有状态,环路状态,*注：如果实际需求已确定，这将会较好的去比较与日存量

12、相对的下一批收条和下一期的需求，从而预防了不必要的加速供材.,行动编码,102,谷风优质,Loop Status,On Hand Status,Action Matrix,*Note: Excess reports should be coded to only highlight high impact items(i.e., action quantity dollars $10k, or days of inventory 30),103,谷风优质,环路状态,在手现有状态,行动矩阵,*注: 过剩报告应安排编码在有高度影响的项目中(i.e., 行动数量金额 $10k, 或每天的库存金额 3

13、0),104,谷风优质,On-Hand Status,Loop Status,Action Quantity,105,谷风优质,现有状态,环路状态,行动数量,106,谷风优质,On-Hand Status,Loop Status,Action Dates,*Note: Since “Critical” dates are less than standard lead time (and “Order” dates may be less than standard lead times), verification with vendor or shop is advisable in th

14、ese cases.,107,谷风优质,现有状态,环路状态,行动日期,*注：因为紧急的日期会比标准的交货时间提早（并且“订货”的日期也可能比标准交货时间提早），就确认供应商或商店在这些情况下是会配合的.,108,谷风优质,Replenishment Pull System Implementation Process,Activity 1: Analysis of Key Support Processes Activity 2: Determine Product Stocking Strategy Activity 3: Select Type of Pull System Activit

15、y 4: Detail Pull System Design Activity 5: Pull System Sizing Activity 6: Pull System Preparation Activity 7: Pull System Testing Activity 8: Pull System Training Activity 9: Pull System Turn-on Activity 10: Pull System Stabilization,109,谷风优质,补充拉系统的实施流程,行动1: 关键支持性过程的分析 行动2: 决定产品库存策略 行动3: 选择拉系统的类型 行动4: 具体拉系统的设计 行动5: 拉系统的规模 行动6: 拉系统的准备 行动7: 拉系统的测试 行动8: 拉系统的培训 行动9: 拉系统的启动 行动10: 拉系统的稳定,110,谷风优质,Activity Definitions,111,谷风优质,活动定义,112,谷风优质,Activity Definitions,113,谷风优质,活动定义,114,谷风优质,Takeaways,Understa