真实经济环境下的真实制造ppt课件

1、A Passion for Manufacturing真实经济环境下的真实制造真实经济环境下的真实制造QAD中国中国A Passion for Manufacturing 技术新的制造管理 MRP, JIT and Lean方案方案MRP MRP 是针对中长期的是针对中长期的方案方案执行执行JIT JIT 是针对按订单制造是针对按订单制造或最终装配或最终装配精益制造是针对零部件精益制造是针对零部件的拉式按需求消费的拉式按需求消费“Made fresh, tastes best“每天效力4600万客户Lean/Pull由废品的缓冲库存进展由废品的缓冲库存进展拉动拉动消费节拍根据缓冲库存消费节拍根

2、据缓冲库存调整调整 规范产品由库存补充规范产品由库存补充specials take foreverJust-In-Time (JIT)由单个客户拉动由单个客户拉动无废品库存无废品库存只需原资料有缓冲库存只需原资料有缓冲库存利用有限的消费周期按利用有限的消费周期按订单消费订单消费“Always there to serve your needsMRP 基于方案基于方案每日批量消费每日批量消费剩余浪费剩余浪费错失的销售错失的销售1.企 业在在ERP根底上添加根底上添加 - 精益消费管理精益消费管理 - 准时制消费管理准时制消费管理精益制造准时制消费ERP2.面向客户面向客户 - 客户日程客户日程

3、- 客户自助效力客户自助效力 - 寄货库存寄货库存/vmi - 补货管理补货管理扩展的企业面向供应商面向供应商 - 分布式订单管理分布式订单管理 - 供应日程供应日程 - 寄货供应寄货供应/smi - 补货管理补货管理Supply replenishmentMgmt供应补货管理供应补货管理分布式订单管理SMI日程需求补货管理需求补货管理分布式订单管理CSS日程VMIERP精益制造准时制消费3.制造业共同体Consolidated Visibility可视性可视性Supply replenishmentMgmt供应补货管理供应补货管理分布式订单管理SMI日程需求补货管理需求补货管理分布式订单管理

4、CSS日程VMIERP精益制造准时制消费QAD的处理方案的处理方案QAD针对全球制造企业提供的企业运用方案面向三个层次针对全球制造企业提供的企业运用方案面向三个层次1.1. 企业级企业级 2.2. 扩展的企业级扩展的企业级3.3. 制造业共同体制造业共同体QAD 运用系统运用系统客户客户Enterprise Applications扩展企业扩展企业财务财务效力效力物流物流制造制造AmericasAsia PacificEMEA企业企业制造业共同体制造业共同体供应商供应商Enterprise Applications for Manufacturing Companies 制造 加工单 JIT

5、精益制造 分销 财务 售后效力 物流 分布订单管理 客户关系管理 销售订单管理 客户自助效力 采购 供应链补货 委托库存管理/SMI/VMI 商务智能 一体化视角 库存 消费 产品 结算 票据whats next?whats next?精益供应链精益供应链 - - 什么是精益供应链什么是精益供应链? ?精益供应链是以客户驱动为中心的上精益供应链是以客户驱动为中心的上下游企业的协同消费方式下游企业的协同消费方式, ,其消费准其消费准那么为上下游企业在适当的时间那么为上下游企业在适当的时间, ,消消费适当数量的客户要求的产品费适当数量的客户要求的产品, ,因此因此能充分满足多种类能充分满足多种类,

6、 ,小批量，交货时小批量，交货时间短和本钱控制的企业竞争力要求。间短和本钱控制的企业竞争力要求。精益供应链处理方案精益供应链分析0 0 3三线供应三线供应商商2二线供应二线供应商商1系统供系统供应商应商4四线供应四线供应商商0OEM总装厂总装厂为总装厂提供整套系统如传动系统，为总装厂提供整套系统如传动系统，线束系统等线束系统等为系统供应商提供各系统的为系统供应商提供各系统的关键部件关键部件为二线供应商提供零件用以为二线供应商提供零件用以加工装配成关键部件加工装配成关键部件为三线供应商提为三线供应商提供根本的原资料供根本的原资料及消费辅料及消费辅料0234精益供应链分析1. 准时制物流采购、仓储

7、、交付与售后效力2. 精益制造3. 结合产品管理所以说，精益供应链表达在三个方面精益供应链处理方案精益供应链原理1. 准时制物流采购、仓储、交付与售后效力精益供应链处理原理采购 采购方案的制定 采购业务的流程 供应商的管理 采购的结算仓储库存数据的规范化库存业务的流程库存数据的准确性可视化库存管理交付销售网络的管理销售业务的流程销售业绩的评价销售的结算售后效力售后效力的定义售后效力的流程售后效力的合理化 可视化库存管理可视化库存管理不透明的杯子只需拿杯子的人才知道里面有什么,有多少透明的杯子大家都可以知道里面是什么,有多少MFGx.NET.SV精益供应链处理原理只需阅读器只需阅读器 无需安装任

8、何软件无需安装任何软件不同地点不同地点的零件的零件当前库存形状当前库存形状 订单订单形状形状 用户用户注解注解 当前库存量当前库存量低于最小平低于最小平安库存量安库存量库存过剩库存过剩供应可视化供应可视化精益供应链处理原理?空箱看板空箱看板订货点订货点已发货看板已发货看板满箱看板满箱看板耗费平安库存耗费平安库存| | 平安库存平安库存标志看板标志看板看板可视化看板可视化 Supplier客 户The customer consumes a Kanban and scans it.The supplier acknowledges Kanban order point. The supplier

9、 scans the Kanban and ships the product.The customer scans the Kanban and receives the product.看板可视化看板可视化 看板循环看板循环2. 精益制造精益供应链处理原理- 精益制造的优势1. 1. 精益制造能保证产质量量精益制造能保证产质量量2. 2. 精益制造能缩短制造周期精益制造能缩短制造周期70%70%以上以上3. 3. 精益制造能降低库存精益制造能降低库存50%50%以上以上4. 4. 精益制造能提高客户效力程度精益制造能提高客户效力程度5. 5. 精益制造能在现有设备条件下提高消费才干精益制造

10、能在现有设备条件下提高消费才干50%50%以上以上6. 6. 精益制造能在保证产量的前提下降低非直接人工本钱精益制造能在保证产量的前提下降低非直接人工本钱50% 50% 以上以上, ,降低直接人工本钱降低直接人工本钱10%10%以上以上精益供应链处理原理- 精益制造的技术和方法1.经过继续改善消除浪费,凡是不添加产品价值的环节都是浪费,比如在制品库存,搬运和库存抽检等.2. - Kaizen管理3.2. 紧凑的产品消费流程:4. - 制造单元技术(或称为U型消费线) /Flow Scheduling(制造流)技术5.3. 小批量消费/单件消费6. - 减少设备设置预备时间, SMED技术7.

11、- 关注设备维护保养, TPM技术(全员消费保养)8. - 整齐,清洁的任务场所, 5S管理9.拉式消费10. - Kanban技术11. - 在线检验,在消费过程中保证只需质量合格的零件送到下一道工序12. - PokaYoke零缺陷消费精益供应链处理原理精益供应链原理3. 结合产品管理精益供应链处理原理精益供应链原理1. 产品构造数据2. 零部件数据3. 消费流程/工序数据4. 质量检验过程都需求有各部门,各企业间的协同配合精益供应链处理原理精益供应链处理原理产品管理可视化产品信息及版本管理产品管理可视化产品信息及版本管理精益供应链处理原理产品管理可视化产品构造及文档管理产品管理可视化产品

12、构造及文档管理产品管理可视化产品管理可视化- -供应商及采购物料信息供应商及采购物料信息精益供应链处理原理精益供应链原理4. 财务管理精益供应链处理原理5. 胜利案例精益供应链在汽车行业的运用实际重庆长安铃木精益消费方式精益供应链在汽车行业的运用实际取料看板循环234561进口出口D卸货区现场库存现场库存现场库存现场库存看板搜集箱物流看板循环本地系统供应商外地系统供应商一线供应商本地第三方物流消费看板 循环补货看板循环汽车行业企业精益供应链管理运用实例汽车行业企业精益供应链管理运用实例精益供应链在汽车行业的运用实际Automotive Supply Chain汽车供应链汽车供应链0500100

13、01500D1D2D3D4D5D6SmoothingDemandOEMTier 1Tier 2Business Objectives:Leveling the Tier1 activity, Transportation and Tier2 to be profitable MFG/PRO eB2 Lean ManufacturingAssembly Line转配线转配线Supplier供应商供应商Customer客户客户Flow Scheduling排产排产A-Qty 120B-Qty 300Execution执行执行Kanban看板看板KanbanCard 预测预测销售订单销售订单发货需求

14、发货需求预测预测主消费方案主消费方案物料需求方案物料需求方案Planning方案方案Forecast预测预测IN QOUT QMFG/PRO Planning Management方案管理方案管理Ship request发货需求发货需求Required Shipment实践发货需求MPS主消费方案主消费方案CapacityAnalysis才干平衡才干平衡MRP物料需求方案物料需求方案01020304050W1 W2 W3 W4 W5 W6CustomerForecastMPSForecastInternal Forecast内部需求内部需求OEM 整车整车伟世通寄货供应方式精益供应链在汽车行业

15、的运用实际VISTEON Consignment Inventory寄货供应寄货供应 Visteon JIT FlinsMFG/PROVisteon BlignatMFG/PROGefcoPlastic Omnium Peguform VSI SpainEDIStoactEDIStoactEDIStoactRenault NissanReceiving收货Supplier Consignment Stock寄货供应库存管理寄货供应库存管理Warehouse仓库ConsignmentStock寄货库存 1One Receiving TransactionStock Transfer to the

16、 right location收货接受,库存转移到相应库位2Transfert to the LinePO receipt is created物料发至消费线那么完成采购收货Manufacturing Line消费线江森准时制顺序送货方式精益供应链在汽车行业的运用实际GM Zaragoza SpainProduction: 900 cars / day产量产量: 900台每天台每天1st Tier Supplier一线供应商一线供应商Assembly & Delivery in sequence装配与交付按顺序进展装配与交付按顺序进展江森准时制工厂江森准时制工厂Suppliers Tier 2

17、二线供应商二线供应商Supplier Tier 1一线供应商一线供应商Painting涂装涂装Body Shop车身车身Assembly Line总装总装Delivery Schedule Tier 1 ConstrainsTransport Optimization Pick up sheet per truck Splitting rules Delivery patternSequencing Schedule顺序排产顺序排产交付原那么:一线供应商的限制运输优化按车提货分批规那么交付方式Business Benefits:Manage Complexity and Variety - A

18、chieve 150 inventory turns Competitive advantage Johnson Controls JIT Plant江森准时制工厂江森准时制工厂Painting涂装Body Shop车身Assembly Line总装Assembly Line总装线总装线1S2S1SequenceMessages顺序信息 2 Labels标签Johnson Controls江森江森GM Opel900 cars/day900台每天4Control & Shipping控制发货3 Poka Yoke防错机制QAD JITSSchefenacker精益制造方式精益制造方式精益供应链

19、在汽车行业的运用实际Schefenacker Production SystemPolicyDeployment政策部署政策部署Kaizen改善改善StandardOperation规范操作规范操作SMED快速工装切换快速工装切换I.T. SystemsIT系统系统HeijunkaPullSystem拉式系统拉式系统New ProductIntroduction新品开发新品开发UK Spain France running MFG/PRO High Variety items Lean Operations英国,西班牙和法国运用MFG/PRO,产品种类多OUT QOUT QLean Manuf

20、acturing at SchefenackerShipping发货Warehousing仓库Assembly Cell装配单元MFG/PROTransferKanbanCard看板卡看板卡 MFG/PROBackflush反冲Buffer Stock缓冲库存发货标签发货标签 2 发货标签发货标签 1 Heijunka BoardMFG/PROEDIShip Request发货要求发货要求Business Benefits:Manage variety with JIT Smoothing production Integration reduces admin time 6. Metaldy

21、ne 公司的精益供应链之路 精益供应链在汽车行业的运用实际Metaldyne 公司简介公司简介Tier I & II automotive supplier汽车行业的一线和二线供应商Three publicly traded companies combined into one powerful metal forming company由三家公司合并为一家金属成型公司Privately funded Heartland Industrial Partners 私营企业Over 50 facilities; 7100 employees超越50家厂，拥有7100名雇员$90 average

22、content per vehicle produced in NA在北美，平均每辆车上都运用了该公司价值$90的产品1.5B annual revenues (2002) 年营收为15亿美金Target is 4-5B corporation 公司运营目的为4050亿美金Fast paced and ever changing company 公司处于高速生长期精益供应链在汽车行业的运用实际 公司构造公司构造传动系统传动系统 营收营收: $8.12 亿亿引擎引擎 营收营收: $5.02 亿亿底盘底盘 营收营收: $1.66 亿亿 Fittings Wheel End Corners Knuc

23、kle Assemblies Upper & Lower Control Arms Ball Joints Front Engine Modular Assemblies Balance Shaft Modules Manifolds Connecting Rods & Bearing Caps Crankshaft Dampers VCT Components Valve Bodies Modules Transmission Lube Pumps Differential Case Components & Assys Transmission & Driveline Components

24、总销售额总销售额15亿美金亿美金精益供应链在汽车行业的运用实际Metaldyne 精益供应链之路精益供应链之路KaizenPull Systems5SCRISPStory BoardsCorporate MetricsValue EngineeringEducation on ERP system (MFGPRO)精益供应链在汽车行业的运用实际Metaldyne 精益供应链之路精益供应链之路改善改善KaizenAll plants are trained in Kaizen techniquesKPO (Kaizen Production Offices) established at som

25、e locationsRecent Kaizen event that took place in PARedesigned layout of production lineUsed value stream mappingBenefits realizedLabor savings: 3 operatorsReduce FG inventory by 50%Free up manufacturing space 精益供应链在汽车行业的运用实际5 S - Sort, Straighten, Sweep, Standardize, & Sustain5S used to organize ma

26、ny locationsOhio plant recently conducted 5S initiativesHydraulic fluid leaks corrected37% decrease in consumptionPlunger lubricant wasted in productionDesigned way to catch and recycle 精益供应链在汽车行业的运用实际Metaldyne 精益供应链之路拉式系统拉式系统Pull Systems3 plants currently using pull systemsInitiative under way to e

27、xplore using at all plants 1 plant beta tested QADs new lean functionalityPlan to use Kanban VisualizationMetaldyne 精益供应链之路精益供应链之路精益供应链在汽车行业的运用实际Metaldyne 精益供应链之路精益供应链之路继续创新与改良评价体系继续创新与改良评价体系CRISPContinual Renewal and Improvement of Systems Performance宣传栏宣传栏Story BoardsIf it gets attention it will g

28、et fixed公司的纪律公司的纪律Corporate MetricsIf it gets attention it will get fixed价值工程价值工程Value EngineeringBuild the quality in from the beginningERP培训培训Education on the ERP systemGive people the tools to solve their own problems 精益供应链在汽车行业的运用实际A Passion for ManufacturingMaterials Management Operating Guidel

29、ine / Logistics Evaluation (MMOG/LE)物料管理运作指点物料管理运作指点/物流评价物流评价What is the MMOG/LE?什么是什么是MMOG/LE?Weighted score sheet helps to prioritize improvement efforts加权评分表以确定改良任务的优先次序加权评分表以确定改良任务的优先次序Self-assessment to identify gaps between internal processes and industry benchmark自我评价以发现内部的流程与行业规自我评价以发现内部的流程与

30、行业规范之间的差距范之间的差距The recommended industry standard for Materials Processes(industry accepted benchmark)针对物料流程引荐的行业规范针对物料流程引荐的行业规范(Materials Management Operations /Logistics Evaluation)What is the Purpose of the Global MMOG/LE?全球全球MMOG/LE工程目的是什么？工程目的是什么？ Two ways to use this tool两种方式运用这个工具 Internally 内

31、部 Assess current processes 评价现有流程 Drive continuous improvement 推进继续改良 ISO/TS-16949 Compatible Externally 外部 Supplier development 开展供应商Participants of the Global MMOG/LE全球全球MMOG/LE的参与的参与Structure of Global MMOG/LE and Links to ISO/TS16949:2002Example from Self-Assessment自我评价实例自我评价实例3.4 Systems Integr

32、ation3.4.1The customer information shall be processed directly into the organizations planning and scheduling systems.Why?Direct electronic transfer of data will improve the transfer speed, reduce the possibility of error and reduce the cost.Criteria:1)Customer schedule information shall be automati

33、cally integrated into the organizations releasing system to avoid manual transference of data by using ODETTE/AIAG electronic communication standards or any other web based electronic standard. Additional comments supporting the organizations current state - Where are you with respect to this elemen

34、t?F3Scoring: ABC-Classification得分：得分：ABC-等级等级A LevelSupplier far surpasses the minimum standards in every aspect and can be considered at or near world-class standards.B LevelSupplier is deficient in two or more aspects of a given category or multiple categories. An action plan should be put in plac

35、e, and the corrective action should not require a significant amount of time to implement.C LevelSupplier is deficient in one or more critical/high impact aspects of a given category. Action plans are required to ensure deficiencies do not result in serious or prolonged issues to the customer. MMOG

36、ImplementationsMMOG 实施实施 Ford Required for Q1 rating一季度评审时一季度评审时 DaimlerChrysler Required for new launches新产品发布时新产品发布时 General Motors Just running pilot phase正处于工程试点阶段正处于工程试点阶段Case Study: Simco Automotive Using the MMOG Internally 案例分析案例分析85% reduction in premium freight额外运费减少85%Three months with $0

37、 consecutively延续三个月为零80% reduction in obsolescence costs存货淘汰本钱降低80%43% reduction in inventory carrying costs 库存减少43%20% reduction in data entry time数据输入实际减少20%Improved scheduling and visibility排程和可视度得到改良Improved customer relations客户关系得到改善ROI = 125%投资报答率125%Reduced stress !减轻压力！ By implementing ERP,

38、documenting procedures, and implementing EDI经过实施经过实施ERP、建立流程文档和运用、建立流程文档和运用EDIGates Rubber CompanyMandate by Ford福特提出的要求Delivery performance not meeting customers expectations交货业绩不能到达客户的期望Must improve or risk losing business必需改良，否那么将由失去业务的危险Case Study: Gates Rubber Company Using the MMOG Internally案

39、例分析案例分析Sales in thousandsGates Rubber CompanyFord Delivery Rating 福特对于福特对于Gates的评分的评分6065707580859095100105Nov Dec Jan Feb Mar Apr May JunJulAug Sep OctNov 99 - Oct 00Nov 00 - Oct 01BeforeAfterSales in thousands020406080100120140160180Nov Dec Jan Feb Mar Apr May JunJulAug Sep OctNov 99 - Oct 00Nov 0

40、0 - Oct 01Gates Rubber Company Expedites Gates公司加急发运的情况公司加急发运的情况 BeforeAfterWhere is the Waste in the Chain?Analysis by a Major OEM1.Bar code labels are inaccurate2.Labels not generated at the point of production3.Inability to communicate requirements electronically throughout the supply chain4.Some

41、 suppliers are not communicating schedule requirements electronically throughout the supply chain 5.Lack of control of Work-In-Process 6.Suppliers cannot locate where work-in-process is at their plant7.Lack of control of First In/First Out (FIFO)8.Making sure that raw material received first is used

42、 first and that parts that are finished first are first out the doorWhere is the Waste in the Chain?Analysis by a Major OEM5.Identify customer shipping discrepancies6.Suppliers are not processing in electronic shipping discrepancy alerts7.ASN data is not generated automatically8.ASN data is not generated automatically from customer forecasting and schedu