某汽车采购系统介绍2

PremierAutomotiveGroupNovember17th,2002Speaker:RichardChenVicePresidentofPurchasingFordLioHoMotorCompany1. OpeningRemarks -Exercise2. Ford’sGlobalPurchasingOverview

3. SupplyBaseManagement i.SupplierImprovementMetrics(SIM) ii.ProductDevelopment–AdvancedProductQualityPlanning iii.ProductionSystems–LeanManufacturing iv.MaterialandLogisticsManagement v.CostReduction (ii,iv,vwillnotbecoveredduetotimelimit)4. StrategicPurchasingToolsandProcesses -Exercise5. AnnualCommoditySourcingStrategyReviewPurchasingManagement&Applications2公司的成長演變模式跨國性公司多元化產品公司只重視CoreBusiness的公司 -Design設計 -Outsourcing:Development &MFGactivities外包開發及製造 -Marketing&Sales行銷 -Service售後服務

公司成長演變與採購組織職責的關聯公司的成長演變模式中小企業 單一產品公司 供應鏈完整的公司 -Design設計 -Development開發 -Mfg.製造(MadeinPlant內製) -Marketing&Sales行銷 -Service售後服務3單純採買行為原物料非生產物料生產性物料生產性零件生產性模組

多功能採購 -協力廠品質系統輔導

-物流 -國外市場採購 -期貨市場採購 -統合採購 -衛星式聯合工廠聯盟採購組織及職責4FAOPurchasingCOSTTABLESExerciseProblem: PurchasinghasbeenaskedtobuysweetsforaBoardMeeting.ThedessertwillbeusedincelebrationofFord’ssuperior market performance.WehavebeentoldthatakeyBoardMemberisconstantlyonthelookoutforinefficientspending…andourdessert purchasepricecouldbechallengedforitscompetitiveness.Therefore,ourchallengeistobuythemostdessertforthemoneyand bepreparedtoproveittotheBoardofDirectors.InstructionsThefacingpagedetailsdessert/icingquotationsummariesfromfivequalifiedsweetsmanufacturers.OurjobistofindthebestdessertbuyforFord.Thebestbuyisdefinedbyobtainingthemostdessertfortheleastamountofmoney.Calculatethe“priceperpound”foreachdessert.InputanswersinSection“A”ofthefacingpage.Plotthe“priceperpound”forachofthefivedessertsonthegraphmarked“B”.QuestionsWhichdessertSupplierhasthelowestpriceperpoundasindicatedbythegraph?Whatisthe“costgap”dollaramountbetweenthelowestandhighestpriceddessert?Ifthehighpricedessertwasadjustedtothemostcompetitive“priceperpound”,whatpercentsavingswouldyourequest?WhatcostdriverswouldyouaskthehighcostdessertSuppliertakealookattoimprovehis/herpricing?ExtraCreditChallengeWhatwouldbethelowestcostthree(3)pounddessertyourcouldcreatebasedonthebestinclasscoststructure?5FAOPurchasingCOSTTABLESExercise67如何培育採購人員來達成不同層次的採購職責(I)運用工業管理系,經濟系,國際貿易系,電機系,機械系,化工系,會計系,電子商務系等所學之專長(II)良師益友培訓方式(III)教學是學習最有效的方法(IV)採購人員的LeadershipBehaviors(V)希望國內大學大專院校有開此課程,目前福特六和都是自己訓練採購人員8Buyer’sLeadershipBehavior誠信實事求是正確行事力求多元化工作完美無瑕生意(業務)敏銳度創新能力與專業水平品質至上勇氣追求成效顧客滿意度關係培養人才與團隊精神與顧客溝通服務社區9GlobalPurchasingOverview全球採購概況10#4ontheFortune500在財星500大排名第第4#4ontheGlobal500全球500大企業業排名第第412%ofGlobalMarketShare––2ndLargestManufacturerinWorld擁有全全球12%市場佔佔有率率–全球排排名第第二的的汽車車製造造商Over375,000employeesworldwide全球共共有超超過37.5萬員工工110assemblyandmanufacturingsitesworldwidein40countries在40個國家家擁有有110個裝配配和製製造據據點FORDFACTS福特概概況Ford（福特）Mazda（馬自達達）Volvo（富豪）Mercury（水星）Lincoln（林肯）LandRover（路華）Jaguar（積架）AstonMartin（阿斯頓頓•馬丁）Total（總計）2001Production2001年生產產情況況(numberofunits)(輛)5,627,000841,000411,000364,000186,000164,000128,0001,0007,722,000…ANDHOWDOESPURCHASINGFITIN?……採購扮扮演的的角色色?7.7MillionVehicles770萬輛汽汽車US$90BillionAnnualTurnover900億美元元的年年營業業額2000ProductionSupplierParentCompanies2000家製造造供應應商母母公司司5000ProductionSupplierManufacturingSites5000個供應應商生生產基基地9000Non-ProductionSuppliers9000家非生生產供供又商商130,000ProductionParts13萬種生生產零零配件件110FordAssemblyandManufacturingSites110個福特特裝配配和生生產基基地Suppliersin44Countries供應商商分佈佈於44個國家家Buying（採購）Production Material

生產性物料

Non-Production Material

非生產性物料SupplierTechnicalAssistance供應商技術支援NorthAmericaPurchasing北美採購CBG(1)Leader業務小組負責人SouthAmericaPurchasing南美採購CBG(1)Leader業務小組負責人EuropePurchasing歐洲採購CBG(1)Leader業務小組負責人AsiaPurchasing亞洲採購CBG(1)Leader業務小組負責人TonyBrown,GlobalPurchasingVicePresident全球採購副總裁FORDGLOBALPURCHASINGORGANIZATION全球福福特採購組組織CSO(2)

**EstablishChinaSourcingOffice建立中國採購小組**Identifyanddevelophighlycapablesuppliers尋找和開發能力強的供應商GlobalSourcingDevelopmentTeam（全球資源發展組)）CBGLeader=CustomerBusinessGroupLeader（業務小组負責人)CSO=ChinaSourcingOffice（中國採採購小小組）14SUPPLIERRELATIONSHIPVALUES與供應商商關係係的重重要性性ActLikeaPartnertobeaPartner像真正正的合合伙人人一樣樣合作作TrustandbeTrustworthy信任對對方並並且自自身值值得信信任CommunicatewithConsistency持續性性的溝溝通BeFact-Based以事實實為基基礎ThinkValuenotJustPrice著重價價值而而不僅僅僅是是價格格…..tobetheCustomerofChoice……成為理理想的的客戶戶15QUALITYISOURTOPPRIORITY品質是是我們們的首首要目目標16WEWORKTOBUILDQUALITYVEHICLESFOROURCUSTOMERSAROUNDTHEWORLD……我們要要為全全球客客戶製製造高高品質質的汽汽車…andoursuppliersarethefoundationofsuccessinvehiclequality供應商商是我我們確確保汽汽車品品質的的基礎礎17WHATDOWEEXPECTFROMSUPPLIERS?我們對對供應應商的的期待待?EverysuppliertoFordisexpectedtoachieveandmaintainourQ1suppliercertification每個供供應商商都需需要獲獲得並並保持持我們們的Q1供應商商品質質認證證Thefirststepisachieving:獲得的的第一一步QS-9000ISO14001Q118OURSUPPLYQUALITYENGINEERSWORKWITHYOUONSITE我們的的品質質技術術工程程師參參與並並協助助現場場實務務ThenextstepistoassignaSupplierTechnicalAssistantEngineer(STA)whowillvisityourmanufacturingsiteto:下一步步是指指派一一位技技術輔輔導工工程師師(STA)訪察供供應商商製造造現場場:Checkforhighqualitystandardsonparts檢查零零件部部品是是否符符合高高品質質標準準Ensurerobustmanufacturingcapability確保強強勁的的生產產能力力Identifyandmakeplansforareasofimprovement對所需需改進進的領領域做做改善善計劃劃SharelessonslearnedfromNorthAmerica與供應應商共共享北北美市市場經經驗19STAENGINEERSLOOKFORMANUFACTURINGBASICSANDAPPROACHTOPLANNING……技術輔輔導工工程師師致力力於將將製造造的基基本要要點和和步驟驟與供供應商商的規規劃相相結合合QualityProcedures品質程程序QS-9000QualityOperatingSystems(QOS)品質操操作體體系FailureModeandEffectsAnalysis(FMEAs)失效模模式和和效果果分析析ControlPlans控制計計劃Pre-ProductionPartApprovalProcesses(PPAPs)生產前前零件件部批批准程程序（PPAPs）RunatRateReview“批量生生產”審核EmployeeReadiness/TrainingReview員工工準準備備情情況況/培訓訓審審核核ManagetheChangeinManufacturingandDesign管理理生生產產與與設設計計所所涉涉及及的的變變化化20…ANDALSOREQUIREONSITEDEMONSTRA-TIONSOFMANUFACTURINGCAPABILITY並且且要要求求在在製製造造現現場場的的實實作作驗驗證證能能力力Sub-supplierQualityManagement二階階供供應應商商品品質質管管理理ControlofIncomingQuality進料料品品質質的的控控管管ControlPlans/OperatorInstructions管控控計計劃劃/操作作說說明明ProcessVariabilityMonitoring製程程變變異異監監督督GageCalibrationandUse量具具校正正及及運運用用PartI.D.,NonconformingPartsHandling,Packaging,Shipping零件件標標示示,不良良品品處處理理,包裝裝和和運運輸輸Testing,EngineeringSpecifications測試試,工程程規規格格PreventiveMaintenance(PM)/Housekeeping*預防防性性維維護護/內務務管管理理ManufacturingFlowandLeanManufacturingMetrics*生產產流流程程精精益益生生產產衡衡量量Problem-Solving,CorrectiveActions問題題的的解解決決,更正正措措施施21ACHIEVINGQ1REQUIRESPROVENRESULTSThird-PartyCertificationofQS-9000andISO14001AcceptableOnsiteAssessmentbySTAEngineer6monthsofproductionshippinghistorywithnoproblemsEndorsementsfromYourFordCustomers(Fordmanufacturingplants,MaterialsPlanningandLogistics,SupplierQuality,etc.)YouhaveachievedQ1!22WHATDOWEEXPECTFROMSUPPLIERSONANONGOINGBASIS?KeepyourQ1bymaintainingexcellencein:QualityEfficiency/WasteEliminationDeliveryHaveresourcesavailabletosupportlaunchesofFordvehiclesAdvancedproductqualityplanningLaunchreadinessreviewsonsiteCollaboratecloselywithFordtoresolveanyissuesthatmightariseonpartqualityordesignWeworkedtogetherwithsuppliers23Buying（採購）Production Material

生產性材料

Non-Production Material

非生產性材料SupplierTechnicalAssistance供應商技術支援NorthAmericaPurchasing北美採購CBG(1)Leader業務小组負责人SouthAmericaPurchasing南美採購CBG(1)Leader業務小组負责人EuropePurchasing欧洲採購CBG(1)Leader業務小组負责人AsiaPurchasing亚洲採購CBG(1)Leader業務小组負责人TonyBrown,GlobalPurchasingVicePresident全球採購副總裁FORDGLOBALPURCHASINGORGANIZATION全球福特採購組織CSO(2)

**EstablishChinaSourcingOffice建立中國採購小组**Identifyanddevelophighlycapablesuppliers發現和發展高能力的供應商GlobalSourcingDevelopmentTeam（全球資源發展組）CBGLeader=CustomerBusinessGroupLeader（業務小組負責責人)CSO=ChinaSourcingOffice（中國採購小組組）24WHATISFORDLOOKINGFORINCHINA?WorldClassQualityCostAdvantage,DeliveredtoAssemblyAllPartsStrongExportTrackRecordCommitmenttoCorporateResponsibility25BENEFITSFORSUPPLIERSINCHINA對中國供應商的益處Increasedexports增加出口額Improvedscale增加生產規模模ExposuretomultiplepotentialcustomersinFord’sglobalautomotivebusinesses通過福特特全球汽汽車業務務而增加加與潛在在客戶的的接觸和和瞭解Improvedsupplychaincapabilities提高供供應鍊鍊生產產能力力Accesstolongertermtechnologicaladvancements獲得長長期的的技術術改進進PotentialtoparticipateinfuturelocalizationopportunitieswithFordChina今後與與福特特在中中國進進行更更多地地方性性合作作的機機會Improvedglobalcompetitiveness提高全全球競競爭能能力26AIMTOREPLICATESUCCESSINEASTERNEUROPE目標:複製在在東歐歐的成成功經經驗19971998199920002001$1.4BILLION（14億美元））$0Qualitybetterthanprevioussources!!比原有有供應商具有有更好好質量!!CountryOffices在國內的業務機構DedicatedSourcingDevelopmentTeam專注的採購發展團隊CompanyWideSupportinFord 福特公司全體的支持

HighlyCapableSuppliers能力強的供應商

KeystoSuccess（成功的關鍵）：√√√

√InChina（在中國）？27EXAMPLESOFPOTENTIALCOMMODITIESSOURCEDTOSUPPLIERSINCHINA列舉可可能向向中國供應商採購的的零組組件SHORTTERM（短期））:Wheels（輪胎）Driveshafts（轉動軸軸）StabilizerBars（平衡桿桿）CoilSprings（螺旋彈彈簧）SideGlass（側窗玻玻璃）Speakers（揚聲器器）DieCastings（壓鑄）Batteries（電池）LeafSprings（鋼板彈彈簧）LONGERTERM（中長期期）:Radios/AudioSystem（收音機機/音響系系統）WiringHarness（線束）RearAxles（後軸）Halfshafts（半軸）Lighting（車燈）CylinderHeads/Blocks（氣缸頭頭/體）ExhaustManifolds（排氣岐岐管）Camshafts/Crankshafts（凸轉軸軸/曲軸）IntakeManifolds（進氣岐岐管）BalanceShafts（平衡軸軸）28OVERVIEW-FORDOPERATIONSINGREATERCHINA概述–福特在在大中中華地地區的的業務務CAFNanchangJMC南昌江江鈴汽汽車FordMotorChinaLtd.(HoldingCompany)福特汽汽車中中國有有限公公司（控股公公司）FMCCRepresentativesOffice(Beijing)福特信信貸代代表處處（北京）TaiwanFordLioHo(70/30JV)台湾福福特六六和汽汽車（70/30合合資企業）ChongqingChangan-Ford重慶長長安-福特Beijing北京TianjinFMITT福特汽汽車天天津國國際貿貿易有有限公公司29FORDOPERATIONSINGREATERCHINA福特在在大中中華地地區的的業務務HistoryofFordinGreaterChina福特在在大中中華地地區的的歷史史1913FirstModel-T’sSoldInChina第一輛福特汽車Model-T在中國銷售1972EstablishedFordLioHoTaiwan(70/30JV)福特六和在台灣成立（70/30合資企業）1980LaunchedVisitingEngineeringProgram啟動工程技術人員訪問項目1995EstablishedFordMotor(China)Ltd.福特汽車中國有限公司成立1995EstablishedFiveComponentsJVs

建立了五家汽車零部件合資企業1995AcquiredEquityinJianglingMotors(JMC)收購江鈴汽車（JMC）的股權1996EstablishedFordCreditRepresentativesOffice福特信贷代表處成立2000LaunchedFordMotorConservation&EnvironmentalGrants

啟動節約與環境保護項目2000Spun-offComponentJVs(Visteon)零部件合資企業隨著傅世通獨立2001EstablishedChanganFordAutomobileCo.(50/50JV)長安福特汽車公司成立（50/50合資）2001EstablishedFordMotorInternationalTrading(Tianjin)福特汽車天津國際贸易有限公司成立30FORDOPERATIONSINGREATERCHINA福特在在大中中華地地區的的業務務FordMotor(China)Ltd.HoldingCompany(100%)福特汽汽車（中國）有限限公司司（100%））50/50Changan-FordJointVenture(PassengerCar)50/50股權比例的的長安––福福特汽汽車股份有有限公公司（（轎車）30%FordEquityInvestmentinJMC(Transit)控制江江鈴汽車30%的股股份（（全順）Marketing,SalesandServiceOperations市場營銷銷、銷售以及及服務業務務FordMotorInternationalTradingTianjin(FMITT)100%福特汽汽車天天津國國際貿貿易有有限公公司（FMITT）100%控股OtherKeyFunctions:GA,PA,HR,Legal,FinanceBusinessDevelopment&ProductPlanning其它重重要職職能：政府事事務，公共事事務，人力資資源，法律，融資業業務發發展以以及產產品計計劃31FordLio-HoTaiwan台灣福福特六六和汽汽車Establishedin1972於1972年成立立70/30JVOwnershipStructure70/30的合資資股權權結構構CKDOperationsCKD業務LocatedintheCityofChung-Li位於中中壢MajorProducts:Tierra,Mondeo,Escape,Ixion,Pronto,andEconovan主要產產品：Tierra,Mondeo,Escape,Ixion,Pronto,andEconovanFORDOPERATIONSINGREATERCHINA福特在在大中中華地地區的的業務務32FiveFormerComponentsJVs(VisteonSpin-off)五家先先前有有合資資的汽汽車零零部件件企業業（隨偉世世通獨獨立）ShanghaiFuHuaAutomotiveGlass(51/49JVWithYaoHua)上海福福華汽汽車玻玻璃（與耀華華玻璃璃51/49的合資資企業業）ShanghaiYanFengAutomotiveTrim(50/50JVWithSAIC)上海延延鋒汽汽車內內飾件件（與上汽汽集團團50/50的合資資企業業）ShanghaiFudianAutomotiveElectronics(70/30JVWithShanghaiAutomationInstrument)上海福福電汽汽車電電子（與上海海自動動儀表表70/30的合資資企業業）UnitedAluminumRadiatorCompany(50/50JVWithFAW)聯合鋁鋁散熱熱器（與一汽汽集團團50/50的合資資企業業）JiangXiFuchangClimateSystemLtd.(81/19JVWithJMC)江西福福昌汽汽車空空調系系統（與江鈴鈴汽車車81/19的合資資企業業）FORDOPERATIONSINGREATERCHINA福特在在大中中華地地區的的業務務33FordFinancialBeijingRepresentativeOffice福特財財務北北京代代表處處EstablishedDecember1996於1996年年12月成成立BusinessDevelopment業務拓拓展FordFinancialChina福特中中國財財務有有限公公司WorkingW/Gov’’ttoEstablishaAutoFinancingOperation與政府府共同同建立立一家家汽車車融資資企業業RetailandWholesaleFinancingforFordFamilyBrands為福特特的各各種品品牌進進行零零售及及批發發業務務方面面的融融資CommenceEarly2003toSupportC195Launch將於2003年初正正式營運，以支持持C195的投產FORDOPERATIONSINGREATERCHINA福特在大大中華地地區的業業務34JianglingMotorCo.(JMC)江鈴汽車車有限公公司（JMC））APublicListedCompanyUnderJMCGroupCo.(SOE)江鈴汽車車集團（國有企業業）下的一家家上市公公司FordHas30%EquityPosition福特擁有有30%的股權LocatedinNanchang,JiangxiProvince位於江西西省南昌昌市MajorProducts:Isuzu-basedCommercial&FordTransit主要產品品：五十鈴系系列的商商用車以以及福特特全順ProfitableOperationsDuringPastTwoYears過去兩年年均有贏贏利表現現FORDOPERATIONSINGREATERCHINA福特在大大中華地地區的業業務35ChanganFordAutomobileCo.Ltd.(CAF)長安福特特汽車股股份有限限公司（CAF））50/50JVWithChanganAutomobile與長安汽汽車組建建的50/50合資企業業JVApproved(April,2001)合資企業業獲得批批准（2001年4月）NewGreenfieldFacilityUnderConstructioninCQ在重慶的的新的廠廠房及設設備正在在建設中中Job#1TargetedforEarly2003目標於2003年初投產產FirstProductIsaSmallPassengerCar首要產品品為小型型轎車NewRetailNetworkofFordFranchisedDealersSelected由福特特特約經銷銷商構成成的全新新的零售售網路已已經選定定FORDOPERATIONSINGREATERCHINA福特在大大中華地地區的業業務36ChanganFord(CAF)RetailDistributionNetwork長安福特特（CAF））零售分銷銷體系25Dealers(3in1)–Sales,Service,Parts25個經銷商商（三合一）-銷售，服務，零部件供供應ConsistentBrand@RetailStandard統一的品品牌與零零售標準準SellBUandLocallyProducedFord同時銷售售進口以以及當地地生產的的福特汽汽車Shanghai上海Guangzhou廣州Chongqing重慶Beijing北京FORDOPERATIONSINGREATERCHINA福特在大大中華地地區的業業務37ThePurposeofSIMSiteimprovementmetrics(SIM)isaweb-basedapplicationthattracksandreportsdataonsiteperformancebasedonastandardsetofmetricsdefinedbyFORD.TheSIMapplicationdrawstogetherdatathatiscapturedinoperationalsystemsthroughoutFordandconsolidatesitintoonelocationforeasyaccessanduse.38TheRoleofSIMinSiteManagementSIMprovidesdatathatcanbeusedto:ImprovecommunicationthroughstandardizeddataprovidetheperformancemetricsusedinQ1scoringImprovecommunicationsthroughstandardizeddataanddailyQRdetailupdatesIdentifyopportunitiesforcontinuousimprovementMeasuresiteperformancetosupportoperationalprocesses39AnalyzingSIMDataTheSiteSummaryscreenistheprimaryscreenusedforsitemanagementandcontainsthefollowingsections:ContactsQ1InformationOn-GoingPerformance!PPM!Delivery!FieldActions!StopShipments!PSW(notusedinQ1scoring)!SiteResponsibleIssues(NotusedinQ1scoring)40AdvantageofSIMReferenceofglobalpurchasingProviderealisticinformationReducemanualmistakeandoperationwasteProvidecontinuouslyimprovementmetrics41SuppliersWarehouse(MP&L)CMMS3IQCPPMReportSupplierImprovementMetrics(SIM)M6Form(DF&DA)QuantityGSDBSTACurrentPPMProcess4243QCManagerPlantManagerDeliveryChampionResponsibleSTAEngineer44Q1InformationDefectPartsPPMRecord45DeliveryPerformanceFieldAction&StopShipments46精實製造造LeanManufacturing它是什麼麼?是一種在在價值流流(valuestream)中藉由排除浪費費以提昇流流動性，，使其能能獲致更更短的前前置時間間，從而而提供高高品質、、低成本本的製造造哲學由產品開開發、程程序工程程、營運運管理及及企業總總管理作作業等所所組成的的一整合合性系統統，其能能為顧客客提供價價值及帶帶給人們們尊嚴47福特原始始的生產產哲學Ford’sOriginalManufacturingPhilosophy(1926)標準化及及持續改改善StandardizationandContinuousImprovement減少浪費費EliminateWaste採用連續續生產模模式UseContinuousFlowManufacturing物料在來來源處即即採品質質管理PracticeQualityattheSource摘錄自亨亨利福特特的著作作今日與明明日FromTodayandTomorrowbyHenryFord48…Kaizen(改善)只是其中中的一部部份精實生產產是一種種系統...問題解決防呆措施

快速換模換線全面生產性維護5S/目視化工廠看板(Kanban)Kaizen精實生產概論標準作業49為什麼需需要精實實?競爭上壓力品質成本速度驅動作業流程顧客滿意零不良訂購到交貨可負擔的事業架構降低成本後勤補給精實生產預防不良小批量生產降低生產前置時間提昇生產力50製造競爭爭優勢以精實生生產提升升生產力力及品質質,降降低成本本,形形成企業業的競爭爭優勢51從何處著著手……...整體價值值鍊52整體價值值鍊裝配廠運送售後服務務及保證目前我們們身處何何處?原材料第1階協力廠第X階53鑄造工廠廠第1階協協力廠商商內裝產品品協力廠廠商內裝產品品協力廠廠商第2階第2階第2階第2階第2階第3階第3階第3階第3階價值鍊裝配廠54衡量指標標總成本(TotalCost)首次合格格率(FTT)製造週期期時間(MCT)進料倉庫庫到出貨貨倉庫時時間(DTD)總和設備備效率(OEE)55總體成本本勞務及間間接費用用僅只是是總成本本中的一一部份原物料/外購部部品勞務及間間接費用用索賠運輸其他25%60%直接員工工(12)%5%5%5%56衡量指標標總成本(TotalCost)首次合格格率(FTT)製造週期期時間(MCT)進料倉庫庫到出貨貨倉庫時時間(DTD)總和設備備效率(OEE)57ABCD100/100=185/87=.9887/90=.9790/100=.91009087計算最終産産合格率(傳統)合格率是多多少?1×.9×.97××.98=85%廢品廢品10廢品3廢品2産出=未未作廢的的單位數開始:100個個單位結束:85個“良好好”的單位位58ABCD100908710695一次通過合合格率及隱隱藏工廠100-10(返工工+廢品)/100=.90一次次通過合格格率87-7(返工+廢品)/87=.91一次通過過合格率90-12(返工+廢品)/90=.86一次通過過合格率100-16(返工工+廢品)/100=.84一次通通過合格率率廢品一次通過合合格率=未未作廢或或返工的單位位(59%)返工隱藏工廠廢品10廢品3廢品2開始:100個個單位結束:85個“良好好”的單位位59衡量指標總成本(TotalCost)首次合格率率(FTT)製造週期時時間(MCT)進料倉庫到到出貨倉庫庫時間(DTD)總和設備效效率(OEE)60進料倉庫到到出貨倉庫庫時間(DTD)製造週週期時時間(MCT)出貨進料進料倉倉庫成品倉倉庫生產製製造過過程衡量指指標61衡量指指標總成本本(TotalCost)首次合合格率率(FTT)製造週週期時時間(MCT)進料倉倉庫到到出貨貨倉庫庫時間間(DTD)總和設設備效效率(OEE)62重新檢檢視競競爭優優勢以精實實生產產提升升生產產力及及品質質,降降低低成本本,形形成成企業業的競競爭優優勢Dock-to-Dock成本管管理時效管管理品質管管理63重新檢檢視競競爭優優勢DTD的管理理與財財務管管理庫存周周轉率率=庫庫存量量/營營業額額64總和設設備效效率(OEE)OEE是用來來衡量量一項項設備備的稼稼動率率、性性能效效率以以及良良品率率。對一瓶瓶頸作作業而而言，，OEE是衡量量產能能利用用率的的指標標。OEE=稼動率率x性能效效率x良品率率(作業業)65全負荷荷理想想產能能計劃稼稼動理理想產產能換線及及故障障損失失後產產能作業等待及及未遵守標標準等損失失後產能品質不良損損失後產能能未計劃生產產的產能損損失實際產能OEE損失的產能能總和設備效效率(OEE)66OEE(Constraint)486681868375050100123456MonthOEE%良品率生產總數良品數不良品數性能效率作業紀律小的作業等等待或中止止稼動率換模換線時時間非預期故障障時間總和設備效效率67精實生產專注在:排除價值流流中的浪費費連續流動生生產,由由顧客拉提提式生產儲存進料倉庫沖壓點焊裝配生產控制協力廠商顧客修補交運清單預測量訂單交貨物料排程&生生產跟跟催出貨倉庫預測量訂單排程&生生產跟跟催排程&生生產跟跟催儲存儲存儲存訂單現金68標準作業StandardizedWork防止錯誤ErrorProofing目視管理Visualcontrols預防性維護護Preventivemaintenance工作地點的的組織Workplaceorganization貨櫃化Containerization拉式生產Pullsystems小批量生產產Smalllotproduction低庫存Lowinventory團隊精神Workteams現場佈置流流程Layout/flow快速換模換換線Quicktoolchangeover產出時間Throughputtime檢查重點PlantTourChecklist69往未來圖五五個階段的的目的穩定性Stability後拉式系統平準化生產同步生產連續的流動70價值流圖的循環周期繪製現況圖願景VISION製程數據搜集繪製未來圖列出製程改善機會辨識價值流採取行動未來圖變成現況圖減少浪費重點FocusedeliminationofWASTE71營運計劃的的傳承主要要是要顯示示出製造部部門(代表表相當比例例的固定及及變動成本本)如何何根據營運運計劃作調調整TheBusinessPlanCascadeisintendedtoshowhowmanufacturingoperations(whichrepresentasubstantialpercentageoffixedandvariableoverhead)canbealignedwithBusinessPlanobjectives.根據營運計計劃調整生生產型態ALIGNMENTOFOPERATIONSWITHTHEBUSINESSPLAN72每一直接或或間接生產產部門,都都必需根根據營運計計劃設定目目標以及衡衡量基準,並且持持續的朝目目標改善TobealignedwiththeBusinessPlaneachdepartmentwhichoperatesorsupportsproductionequipment/facilitiesneedtosetanappropriateobjectiveandmeasureperformanceusingkeymeasurables.Continuousimprovementtowardtheseobjectiveswill:根據營運計計劃調整生生產型態AlignmentofOperationswiththeBusinessPlan73根據營運計計劃調整生生產型態AlignmentofOperationswiththeBusinessPlan排除價值鏈鏈上的浪費費Eliminatewasteintheentirevaluechain,includingoverhead降低生產的的基本成本本Reducethemanufacturer’scostbase增加目前產產品的獲利利率Improveitsprofitabilityonexistingbusiness.以更低的成成本來吸引引顧客,以以及在銷銷售的增加加情況下獲獲利率也同同時增加Makethemanufacturermoreattractivetocustomers(viaalowercostbase)andprovideforincreasedsaleswithacommensurateincreaseinprofits.74StrategicPurchasingTools

and

Processes75Monopoly:Onesellercontrolstheentiresupplyofaparticularcommodity.Oligopoly:Marketwithafewsellerse.g:automobile,steel,tobacco.DifferentiatedCompetition:manysellersproducingdifferentiatedproductswithinthesamemarket.PerfectCompetition:(purecompetition):largenumbersofbuyersandsellers;homogeneousproducts.MarketCompetition76CompetitiveScaleMonopolyOligopolyDifferentiatedCompetitionPerfectCompetition5%70%25%ImperfectCompetition70%ofthetransactionsfallundermarketscharacterizedbyimperfectcompetition.77MarketIntelligenceWhatisthemarketcompetition,e.g.pure,monopoly,imperfect?Whatmarketactivityishappening?consolidation,deregulation,newtechnology,etc.Whatisthecurrentmarketsize?Whatisthemarketgrowthrate?Whatsegmentsexistinthismarket?Whatshareinthesemarketsegmentsdoyouhold?78SupplierIntelligenceCompanyOwnershipCompanySize:numberofemployees,plantsGrowthRateMajorCompetitorsCompetitiveEdge:price,quality,design?Majorcustomers,percentageofcompanyrevenueManagementPhilosophyRawmaterialcostas%ofCostofGoodsSoldSourceforrawmaterials:makevs.buyQualitySystems,qualitycertifications,qualityrate:PPMDeliveryPerformance:%ontimedeliveryTechnicalPartnership,ProductDevelopmentexperienceNumberofsalesandPDstaff,enoughtomeetcustomer’sneeds?Capacitymanagement79CompetitiveAdvantageMatrixDoesthebuyerorthesellerhavetheadvantageinthemarket?80SupplyPositioningSupplypositioningallowsyoutosegmentthetotalspendandestablishdifferentobjectivesforeachsegment.Supplypositioningisbasedontwoelements:Relativevalue-purchasevalueasapercentageoftotalspendinthecommoditycategoryRiskofExposureorlevelofcompetition-numberofsuppliersinthemarket,qualitylevel81SupplyPositioningStrategicSecuritySecureSupplyStrategicCriticalContingencyPlanningTacticalAcquisitionStreamlineTheProcessTacticalProfitDriveforProfitRiskorExposureHighLowHighLowRelativeValue82SupplierPreferenceWhilesupplypositionisthebuyer’sassessmentofthevendor’simportance,supplierpreferenceishowthesupplierseesthebuyingside.Howimportantisthiscustomertothecompany’’soverallbusiness?1.Relativevalue:thecustomer’’spurchasevalueasapercentageofvendor’stotalsalesaccount2.LevelofAttraction:profitability,easeandfrequencyofcommunication,compatibility83SupplierPreferenceDEVELOPMENTCORENUISANCEEXPLOITABLERelativeValueLevelofAttractionHighLowLowHigh84TacticalSynthesisTacticalSynthesisintegratesthetwoperspectivesofSupplyPositioningandSupplierPreferencetocomeupwithpurchasingstrategies.Elementsofconsideration:ContractType/Duration:short-termvs.longtermTransactionManagementInventoryHoldingsRelationshipTypeBidProcess:SingleBid,OpenBidRiskLevelAction85TacticalSynthesis8687161315410131214112205687917181988AnnualCommoditySourcingStrategyObjectivesProcessActions89ObjectivesTogetcompanycrossfunction’sconsensusSystematicmethodTobuildalong-termstrategicpartnershipSublimationofstrategicintentSyntheticcombinationofAPQPandmanufacturesiteassessment90ProcessFormCommodityStrategyTeamDetermineShortTerm&LongTermRequirementsEvaluateSuppliers(Current&Proposed)CommercialQualityDeliveryTechnologyIdentifyPreferredSuppliersSource,Re-sourceConsistentwithCommodityStrategyReview&ReviseAnnuallyBuyerLeaderLeaderSTAEngineerDesignEngineerPlantRepresentativeOther9192EvaluateSuppliers(Current&Proposed)ProvideatoolforsupplierclassificationandselectionIdentifyareasforimprovementConveyFordexpectationstothesuppliers93TechnologySupplier’stechnologicalleadershipinthecommoditytheyprovide.Includesthesupplier’suseofhightechmanufacturingprocesses,andtheirdesign,researchanddevelopmentcapability.EvaluateSuppliers(Current&Proposed)94QualityThesupplier’’sabilitytoconsistentlydeliverhighqualitypartsthatworkeffectivelyintheassemblyand/ormanufacturingoperation,andmeet,orexceed,allwarrantyrequirements.Measuresofquality:R/100orR/1000=Rejectsper100or1000partsproducedTGW=ThingsgonewrongPPM/PPB=PartspermillionorPartsperBillionrejectedIR’s=IncomingRejectedpartsshippedintotheusingplantEvaluateSuppliers(Current&Proposed)95Commercial:Supplier’scostcompetitivenessandresponsiveness.Costcompetitivenessreferstothesupplier’sabilityto:MeettargetpricesRespondwithRFQpricesat,orbelow,theircompetitor’’spricesReducepricesthroughproductivityimprovementsResponsivenessreferstothesuppliersabilityto:RespondtoRequestforQuotations(RFQ’s)bythespecifieddateRespondto,andresolve,qualityanddeliveryproblemsEvaluateSuppliers(Current&Proposed)96Delivery:Supplier’sabilitytorespondquicklyandcorrectlytoreleaserequirements,neitherundershippingnorovershipping.Anefficientmanufacturingprocessincreasesthesupplier’sabilitytoperformintheareaof:Evalu