统计-icn课件物流2slides

1.5LogisticsinsidemanufacturingcompaniesFromlogisticstosupplychainmanagementTheJust-in-Timephilosophyremainsoneofthefoundationsofamodernmanufacturingpolicy.(createdbyMrOhnofromToyotaProductionSystems,inspiredbysupermarketreplenishment)Just-in-timeisitself,basedonkeyprinciplesthatworktogethertosupportthisuniqueconceptateverylevel:Heijunka,Eliminationofwaste,TakttimeandKanban.Themainobjectiveforthesupplychain:reducingtheleadtimesToyotaProductionSystems.“即时”哲学仍然是现代制造政策的基础之一。（由丰田生产系统的Ohno先生创建，灵感来自超市补货）时间本身是基于共同支持每个层面这一独特概念的关键原则：Heijunka，消除浪费，Takt时间和看板。供应链的主要目标：减少交货时间丰田生产系统。Heijunka

isakeypartofjust-in-timeprocesses.With‘just-in-time’inventorycostsareminimisedbyhavingtherequiredpartsdeliveredonlywhentheyareneeded.

Heijunkaistheeliminationofunevenessinworkload(mura).Thisisdonebylevellingvolumestoproduceasmooth,continuousandefficientflow.Withheijunka,processesaredesignedtoenableproductstobeswitchedeasily,producingwhatisneededwhenitisneeded.Heijunkaalsoeliminatesmuri

–overburdenorstrenuousworkthatcanleadtosafetyandqualityproblems.Bothmuraandmuriarethoughtofastypesofmuda,orwaste,whichshouldbeeradicated.Waste(muda)isdefinedasanythingthatdoesnotaddvalue.Thisincludesareasthatmightnotnormallybeconsideredaswaste,suchasoverproduction,holdingtoogreataninventory,andallunnecessarymovement,processingandwaiting.

Timemanagement

iscentraltotheToyotaProductionSystem.

Taktistherateofcustomerdemand.Takttimeisthetermgiventoawork-cyclethatfulfilseachcustomer'sdemand.Thekeyisthatthework-cycleshouldbesynchronisedwithdemandtoavoideitherunderproductionoroverproduction.Takttimedeterminestheflow-rateandenablesthecalculationofhowmuchworkcanbedone.Optimisationoftakttimereduceswasteandinefficiencybyeliminatingtheriskoftimedelaysorexcessproduction.

Takttimeand

heijunka

giveintheabilitytobeflexibleaccordingtodemandandensureproductionisissmooth,continuousandproportionate.Inordertohavethisflexibilityitisnecessarytohavetherightthingsintherightplaceattherighttime.The

kanbancard

isasimple,highlyvisibledevicethattheToyotaProductionSystemusestocall-upcomponentsastheyarerequired,meaningonlyaminimalstockofcomponentsisheldintheassemblyarea.Beforestocksneedreplenishingakanbancardinstructionfromtheoperatorensuresajust-in-timedelivery.Heijunka是即时流程的关键部分。通过仅在需要时交付所需的零件，使得“即时”库存成本最小化。Heijunka是消除工作量不均衡（mura）。这通过调平体积以产生平滑，连续和有效的流动来实现。与heijunka，过程设计，使产品可以轻松切换，产生需要时，当需要。Heijunka还消除了可能导致安全和质量问题的muri-overburden或剧烈的工作。mura和muri被认为是muda或废物的类型，应该根除。废物（muda）定义为任何不增加价值的东西。这包括通常不会被视为浪费的区域，例如生产过剩，库存过多，以及所有不必要的移动，处理和等待。时间管理是丰田生产系统的核心。Taktis的客户需求率。Takt时间是指满足每个客户需求的工作周期的术语。关键是，工作周期应与需求同步，以避免生产不足或过度生产。Takt时间确定流量，并能够计算可以完成多少工作。通过消除时间延迟或过度生产的风险，节拍时间的优化减少了浪费和低效率。Takt时间和heijunka赋予了根据需求灵活的能力，确保生产是平稳，连续和成比例。为了有这种灵活性，有必要在正确的时间在正确的地方有正确的事情。看板卡是一个简单，高度可见的设备，丰田生产系统用来根据需要调用组件，这意味着只有最少的组件库存在组装区域。在库存需要补充看板卡指令之前，操作员确保及时交货。1.5Logisticsinsidemanufacturingcompanies1.FromlogisticstosupplychainmanagementThe“clock”oftheleadtimestartswhendemandismadeandendswhenthedemandissatisfied.The“clock”ofcycletimestartswhenworkontherequestbeginsandendswhenthesolutionisreadyfordelivery.Thecycletimeisamoremechanicalabilityofaprocess.Theleadtimeiswhatthecustomerisawareof.cycletime/takttime/leadtimeSource:,2009.提前时间的“时钟”在需求时开始，并在满足需求时结束。循环时间的“时钟”在请求的工作开始时开始，并在解决方案准备好交付时结束。循环时间是工艺的更多机械能力。交货时间是客户所了解的。周期时间/节拍时间/交货时间1.LeadTimeandCycleTimedon’thavethesameunitalthoughtheirnamesareboth“Time.”LeadTimeismeasuredbyelapsedtime(minutes,hours,etc.),whereasCycleTimeismeasuredbytheamountoftimeperunit(minutes/customer,hours/part,etc.).Itdoesnotmakeanysensetoaddoneto,orsubtractonefrom,another.2.CycleTimeisactuallyameasureofThroughput(unitsperperiodoftime),whichisthereciprocalofCycleTime.ThisrelationshipisanalogoustoTaktTime(amountoftimeperunit),whichisthereciprocalofcustomerdemandrate(unitsperperiodoftime).Notethatbydefinition,CycleTime(orTaktTime)isanaveragevalue.3.LeadTimeandCycleTimearerelatedbyWork-in-progress(WIP)intheentireprocess,inarelationshipdescribedbytheLittle’sLaw:LeadTime=CycleTime*WIPOr,LeadTime=WIP/Throughput4.TheCycleTimeabovemustbetheprocesscycletime,whichisdeterminedbythebottleneck.CycleTimesofindividualstepscannotbeusedalonetocalculatetheprocessLeadTimewithoutknowingtheWIP.1.交货时间和周期时间没有相同的单位，虽然他们的名字都是“时间”。交货时间是由经过的时间（分钟，小时等）测量，而周期时间是由每个单位（分钟/客户，小时/部件等）。将一个添加到另一个，或从另一个减去一个没有任何意义。2.周期时间实际上是吞吐量（单位时间周期的单位）的度量，它是周期时间的倒数。这种关系类似于TaktTime（每单位时间量），它是客户需求率的倒数（每时间段的单位）。注意，根据定义，周期时间（或者击打时间）是平均值。3.交货时间和周期时间由在整个过程中的工作进程（WIP）相关，在小律法所描述的关系中：提前期=周期时间*WIP要么，提前期=WIP/吞吐量4.上面的循环时间必须是过程循环时间，由瓶颈决定。单个步骤的循环时间不能单独用于计算工艺提前时间，而不知道WIP。1.6.logisticintegrationofretailcompanies1.FromlogisticstosupplychainmanagementForthelast25years,retailcompanieshavefollowedstrategiesleadingtologisticsintegration.Why?Toreducecostsandtoincreasethequalityofreplenishment(just-intime)forallstoresandoutlets.Fastfashionhasaccentuatedtheneedfortechnologyapplicationsandsuperefficientsupplychains.BUTwhataretheconsequencesofnotholdingstockandshortproductlifecycles?在过去25年里，零售公司已经遵循了导致物流整合的策略。为什么？降低成本，提高所有商店和网点的补货（即时）质量。快速时尚加强了对技术应用和超高效供应链的需求。但是，不持有库存和短产品生命周期的后果是什么？RegentStreetCasestudy2.1.Fromlogisticstosupplychainmanagement1. Whatistrafficcongestion?2. Howcanyouaddressit?3. Canyougivesomeexamplesofhowyourtownor yourcityhasimprovedtrafficcongestion?1.7Thirdpartylogistics(3PL)1.FromLogisticstosupplychainmanagementAwiderangeofskillsCapabilitiesofexpertiseWellknownplayersfororganizationalchangeMoreandmoreinnovationAcontinuousexpansionoftherangeofservicesThe«

4thPL

»广泛的技能专业能力知名的球员为组织变革越来越多的创新不断扩大服务范围«第4个PL»2.Transportationmodesandstoragepolicy2.15Transportationmodes2.TransportmodesandstoragepolicyRoadRailAirMaritimeandinlandwaterwaysPipelines路轨空气海运和内陆水道管道2.15Transportationmodes2.Transportationmodesandstoragepolicy2.15Transportationmodes–RoadRoadFreightStatsTrendsinroadfreighttransport2.Transportationandstoragepolicy

thepoweroftransportlobbyists.EU-28roadfreighttransportremainedquitestablein2014comparedwith2013,accountingforaround1725billiontonne-kilometreswhichrepresentsanincreaseof0.4%.Overtheperiod2010-2014,thefalloftotaltransportismoreimportantfortonnesthanfortonne-kilometres,whichindicatesthatthedecreaseinvolumesiscompensatedbyanincreaseindistancestraveledandleadstoasmallerfallfortonne-kilometres.与2013年相比，2014年欧盟28国道路货运量保持稳定，约17.525亿吨公里，增长0.4％。在2010-2014年期间，总运输量的下降对于吨比吨公里更重要，这表明数量的减少由行驶距离的增加来补偿，并导致吨-公里的较小下降。Table1(previousslides)showsthatin2014mostoftheMemberStatesreportedanincreaseoftheirroadfreighttransportcomparedwith2013.ThebiggestincreasesinroadfreighttransportwereobservedinLuxembourg(+12%),LatviaandLithuania(+7%each),whilethehighestdecreaseswereobservedinCyprus(-15%),Italy(-7%)andPortugal(-5%).Lobbyistssucceedbyowningthetermsofdebate,steeringconversationsawayfromthosetheycan'twinandontothosetheycan.Ifapublicdiscussiononacompany'senvironmentalimpactise,lobbyistswillpushinsteadtohaveadebatewithpoliticiansandthemediaonthehypotheticaleconomicbenefitsoftheirambitions.Oncethisnarrowlyframedconversationesdominant,dissentingvoiceswillappearmarginalandirrelevant.Manufacturersofso-calledlowemissiondieselvehiclesspentasmuchas€18.5millionlobbyingtheEuropeanUnionlastyear,aGreenpeaceinvestigationhasfound.Theanalysis,basedondatafromtheEuropeanUnion’stransparencyregister,alsorevealsthatVolkswagenspent€3.3millionandemployed48staffaspartofitslobbyingoperation,morethananyotherlowemissiondieselcarmanufacturer.表1（上一张幻灯片）表明，2014年大多数会员国报告说，与2013年相比，其公路货运增加。在卢森堡（+12％），拉脱维亚和立陶宛（+7）％），而在塞浦路斯（-15％），意大利（-7％）和葡萄牙（-5％）中观察到最高的降幅。游说者通过拥有辩论的条款，将谈话从他们不能赢得的对话转移到他们可以的话。如果公众对公司环境影响的讨论不受欢迎，游说者将推动与政治家和媒体就其野心的假设的经济利益进行辩论。一旦这种狭窄的框架对话成为主导，异议声音将显得边缘和无关紧要。所谓低排放柴油车辆的制造商花费了高达1850万欧元去游说欧盟去年，绿色和平调查发现。基于欧盟透明度登记数据的分析还显示，大众汽车公司花费了330万欧元，雇佣了48名员工作为其游说活动的一部分，超过任何其他低排放柴油汽车制造商。Roadfreightstatistics–yourturn,ingroupsof4/5peopleplease.e.gaveragedistancestravelledbyroad.2.1Transportationandstoragepolicy2.15Transportationmodes2.TransportationandstoragepolicyTheEuropeanrailnetworkisoneofthemostconcentratedworldwide.Itisstillcontrolledalmostentirelybydomesticpubliccompanies.TheEuropeanrailnetworkhasnowtendedtocontract.Railfreightintonne/kmin30yearshasdecreased,from50tolessthan20%(inFrance).Reasons?Thereasonsforthislackofinterestinfavourofroadtransport:delaysperceivedbycustomers(strikes,flexibility...).欧洲铁路网是世界上最集中的铁路网之一。它仍然几乎完全由国内上市公司控制。欧洲铁路网现在趋向于收缩。铁路运输在30年的吨/公里已经从50减少到不到20％（在法国）。原因？这种缺乏对道路运输的兴趣的原因：客户感觉到的延迟（罢工，灵活性...）。RailtransportOftenusedtotransportrawmaterialsandheavyindustrialequipment,cars,...PunctualitylesscriticalPiggybackservicesStrongpresenceinNorthernEuropeGermany:leadingcountryforthistransportationmodeAbrightfutureforpiggyback铁路运输通常用于运输原材料和重型工业设备，汽车，...准时性不太关键搭载服务在北欧有强大的存在德国：这个运输模式的领先国家背负的光明未来2.15Transportationmodes2.15transportationmodesAIRCARGOFrankfurt,LondonandParis.The3largestairportsforaircargoinEurope.Worldwide,Hong-Kongisnumber1foraircargo(4MT,2013).Insecondposition,Memphis(USA).空运货物法兰克福，伦敦和巴黎。欧洲3个最大的航空货运机场。在全球范围内，香港是航空货运的第一（4MT，2013）。在第二位，孟菲斯（美国）。2.15transportationmodes2.TransportationandstoragepolicyWaterwaystransportWaterwaysoftenusedforindustrymaterials(bulk)anddistributionofgoods(containers)fromthemajorseaports.AEuropeannetworkof30,000km.SomefiguresaboutnetworksinEurope:

France8,500km;wide-gauge:25%

Germany7,500km;wide-gauge:70%

Netherlands5,000km;wide-gauge:50%

Belgium1,600km;wide-gauge:80%

Austria350km;wide-gauge:100%水路运输水路通常用于工业材料（散装）和从主要海港分配货物（集装箱）。欧洲网络30,000公里。关于欧洲网络的一些数据：法