某汽车物料规划与运筹

Fordlio-HoMaterialPlanningAndLogistics

福特六和物料規劃與運籌MP&LManagerA.L.Fan范阿浪協理1FordProductionSystemandVision,MP&LMission,RoleandResponsibilityofMP&LModelLine-UpComplexityProductionScheduleandReleaseMP&LExteriorandInternalLogisticsCommonMaterialManagementSystemIntroductionofFLHMP&L介紹內容2何謂福特生產系統(FPS)?福特生產系統(FordProductionSystem)–FPS是一精實(lean)及一致的生產系統，經由整合後勤供應系統，支持FPS的目標，促使Ford所有的生產工廠內皆能排除物料、空間、設備及時間等浪費。3精實(lean)，有彈性(flexible)，紀律性(disciplined)有能力及被授權的員工。共同學習並安全的工作在一起。持續性的提供超越顧客在品質、成本及時效上的期望。福特生產系統願景(FPSVision)4FPS精實(Lean)生產的5個階段性步驟1穩定性生產 (製程自我改善)

2流動連續生產

(製程自我改善)同步化生產 (協力廠商的配合)3拉動式系統

(協力廠商的配合)4

平準化生產

(整合營銷與協力廠商)5穩定之作業製程能力，有一致性之生產流程作業站與站之間單件流的連續生產穩定與一致性的作業流程，包括物料之同步化供應穩定一致的作業站，拉動式之物料供應，完全符合作業站需要依據顧客訂單生產，生產量及配比完全平準化5福特生產系統的執行福特產品開發系統FPDS售後服務.Sales&Services.QualityCare.CustomerSatisfaction.GQRS從訂單到交車(OrdertoDelivery)福特生產系統FPS6Sigma/VCATS/TQE

CMIDCDAPA6執行預測計劃生產排程供應商排程BOM存貨管理福特六和汽車供應商顧客出貨運送管理驗收訂單及發料供應商需求生產排程檢料包裝生產存貨存貨資料出貨排程顧客需求ASN支援的流程管理資源工程設變品質工具教育訓練資訊控制規劃資訊流物料流運輸供應鍊圖供應商排程7Coststructure成本結構8

MissionOfMaterialPlanningandLogistic物料規劃與運籌之使命Tooptimizetheglobalsupplychainthrough:Synchronousflowofinformation.Synchronousflowofmaterial.Coordinationoftheoverallprocessofproduction.9MP&LRoleandResponsibility物料規劃與運運籌之角色與與責任SynchronousMaterialFlowSynchronousInformationFlowOptimizedSupplyChainRightMaterialStableandAccurateinformationflowMinimalInventoryRightQualityDataformalenablestransformationfromdatatoknowledgetopredictabilityMinimalExpendingRightPackingMinimalLead-timeRightLocationRightTimeOptimizedLogisticRightTimeLowestTotalCost10MP&LMetrics物料規劃與運運籌之衡量指指數BuildtoScheduleDocktoDockOEENumberofPartsOnPullReplenishmentInventoryTurnBuildtoorderIMFillRateTotalCostConveyancesOnWindow11Pre-ProductionpreparationProductionScheduling&ReleaseImportPartsSupplyChainManagementInventoryControlIn-PlantMaterialHandlingLocalPartsSupplyChainManagementMajorFunctionOfMaterialPlanningandLogistics物料規劃之組組織與功能12ModellineandComplexity生產車型及物物料一覽表ItemModelCatCodeMSCSourcePackPackSizeImportPartsItemLocalPartsItemNoofConsignmentPartsModelCommonSatellite1C206Tierra18MazdaLotNBLI18080720101019LIII12080J396020HB60402C224MAVPremacy4MazdaLotFordC2246040702109061MazdaJ54403CD132Mondeo16EuropePXPPXPFromEurope.EnginefromChihuahua,T/MfromBatavia863875564U204Escape8USIEOPXPDirectSourcedfromUS14parts770595149MCLot60205EII8MCLot40900818216Pronto10SuzukiLot4879784668Total644752523437413OtherMajorComplexity其他主要複雜雜度DifferentPartNumberingSystemPartscountnear10,000(9,986)EngineeringChangeControlSystemClaimandPSPO(MPPO)SystemsLessPartsCommonization休旅車轎車商用車14FLHMPL-ExteriorLogistics(Import)進口零件運籌籌概況圖JapanSuzukiProntoFordLoHoPlantUSIEOU204/J1414Directshipparts3.0Engine2.0/3.0T/MRGLMexicoChihuahuaEng.2.0CoughlinJapanMazadaC206EIIU204JapanJatco2.5AutoT/MEuropeIEOCD132HuppertzHBuildingCD132PXPWeeklyShipmentTransitTime51Days(Including16DaysFloat)iPXPWeeklyShipmentTransitTime10DaysPXPWeeklyShipmentTransitTime46DaysLotWeeklyShipmentTransitTime10Days15FLHLocalComponentsLogistics台灣本地零件件概況North:62suppliersDeliveryTime:1-1.5HMajorComponents:StampingParts/TrimParts/Seat/Tire/ChassisParts/ColorPartsMiddle:12SuppliersDeliveryTime:3~4HSouth:11SuppliersDeliveryTime:5-6HTotalQ1Suppliers:85MajorComponents:Hand-onParts/Wiring/Lamp/Pistonetc.MajorComponents:DoorTrim/ParkingCable/Glass/Topceilingpistonpinetc.16FLHBOM/MaterialmanagementSystem零件表之管理理WERS/TESSEngineeringReleaseEngineeringBOMManufacturingBOMEstablishment&maintenanceEngineeringChangecontrolandmanagement

ECNNotice

KDLocalCMMS3M|BOMTPCRDeviation

Sourcechangecontrol.Spec./usageclarification.BOMMaintenance.Obsolescencecontrol.Productfeaturechange17OrdertoDelivery從接訂單到交交車18生產計劃與訂訂料A月的20日日在生產計劃會議議上決定A+1月的的需求生產計劃的考考量因素零件情況工廠產能車型車種之平平均與平準以CMMS3發出交貨通知單45天的計劃12個月的預預估量每日生產報告告為CD132發出單一零件A+4月月的交貨通知單批購CKD1.A+3月月2.A+4月月15%及及A+5月20%的變動量量進口零件到廠廠監控A+3月月的船期監控進口零件件的庫存量及倉儲儲遲滯費用的發生與各工廠主任任討論生產計劃劃生產計劃與本本地零件的訂購購進口零件的訂購`19MaterialRequirementReleasingProcessforSpecialVehicleOrdersfromDealers特別訂單車的的物料作業程程序Illustration:EverySVOisbuiltonabasemodelAddedanddeletedpartlistisderivedfromthebasemodelTheNumbers:Jan:305Feb:137Mar:45Apr:111May:205Jun:73Total:876unitsReleaseoftheNormalProductionPartsoftheBaseModelReleaseoftheAddedPartstotheBaseModel20Release交貨單的產生生FordProductsCD132(VehicleLineCNE)WERSCMMSWIPSSOLMISSupplierNON-FordProductsMazda,SuzukiandFordMazdaU204ImportParts:KDLotOrderByMSC.LotKDSourceLocalParts:TESS(Manual)CMMSWIPSSOLMISSupplier21FLHVendorReleasesystem物料交貨通通知系統Forecast45DaysDailyRequirement12MonthsForecastrequirementOrderLineUpDealerOrder(FromSIDOBank)tobeMaintained14DaysVISEmergingMktsSch.ProcessGPAMSolve,NiehlCologne,GermanyCMMS3FloatTransittime%ofBusinessOthersVenderReleaseDaily(862)LocalWeekly(830)Local&Import3MonthsWeekly3MonthsMonthly22KDLotOrdering&SupplyTimingFrame(Japan)批量訂購與與供應時間間AA+1A+2A+3A+4FirmOrderForMonthA+2PackingForMonthA+3ProductionPackingForThe1StShipmentPartsOnTheSeaCustomsClearance1StShipmentIN-PlantForProduction23123456789101112131415161718192021222324252627282930313233343536373839404142434445464748495051partsleavetradingcompanycustomclearence&in-plant,3daysreadyforproduction16days'floatTransittime35daysRemarks:Systemset-upWesetuptotal51daysastheparameterofin-transittimeforsupplierreleasecalculationinCMMS3.The51daysin-transittimeincludes:1.Vesselshippingonwater:27days2.TradingCompanytoPort:5days3.Custom&Clearance:3days4.SafetyFloatStocks:16daysReleaseleadtimepriortoproduction1.IncompliancewithrulesindicatedinIEOsupplymanual,a3-weekleadtimeisrequiredforfabricationatsuppliers.Furthermore,anotherweekofpartdeliveryandpackingisneeded.2.Combiningalltheleadtime,includingtransittime,partfabricartion,delivery,andpacking,partrequirementsforproductioninaspecificweekshouldbefirmed74daysinadvance.VesselsleaveRotterdamButFLHpartsnotloadedVesselsleaveRotterdamVesselsleaveFelixstoweLeaveAntwerpenVesselleaveSouthamptonAPLKLine2ndOceanFreightRoute,KLine5Days27Days1stOceanFreightRoute,APLSystemSetUpforEuropeanLogistics單件訂購之之時間設定定24(2)(6)(1)(3)(4)Totalmeasureofarea:341,650squaremeter25FLHVehicleInformationSystem車輛資訊系系統VehicleInformationSystemSupplierBodyPaintFAP-1FAP-2WarehouseDealerShippingCAIFinalPBSOnTrimCAIAllocationPrimer26FLHVendorDeliveryPattern台灣本地零零件交貨方方式1.ILVSDelivery:•Seat,Tire,SideSkirt,Bumper,DoorTrimPanel.

(SynchronizeddeliverybasedonOn-LineInformationBroadcastSystembyPBS).2.KanBanDelivery:•BodyParts,LargeScaleParts.3.GeneralMRPDelivery.27In-plant&Out-plantSequentialFeeding(ILVS)廠內廠外序序列交貨方方式SupplierAAAABBMarketArea(574parts)CCCCDDFFFECCCCDDAAAABBFFFEPBSPBSpasstheproductionsequenceinformationtothePickingstationTheoperatorpicksthepartsaccordingtoproductionsequenceandputinthetrolleyinsequenceTheoperatordeliverthepartswithtrolleytothefitofpoint(1)AAAABB(2)(3)Benefits:Tosavelinesidespaceandreduceoperatorworkloadhandlingpart’’scomplexity(Out-plant:324parts)28ColorPartsDeliveryProcess顏色零件之之交貨程序序BodyAllocationFordLioHoSuppliersSend1+6BodyAllocationat3:30PMEmailMultifrequencydeliverybaseonon-to-primerinformationILVSdeliveryforBumper,sideskirt29SMARTOfficeAAAABBFFFECCCCDDFillActiveFillActiveFillActiveA-01A-03AAAAAAAAAAAA{{BBCCBBBBBBBBDDDDDDCCCCCCPartCPartBPartAPartDDDZoneMailboxKan-BanPartProcess看板供料程程序SerialNumberLinesideMailboxLinesideMailboxOperatorAOperatorBWorkgroupLeaderMHBenefits:Tokeeplinesideinventoryataminimumlevel,improve5Sandreduceemergencydelivery1.Theoperatorpicksthekan-banattachedinthecontainerwhenheusesthefirstpieceofthepart.2.Theworkgroupleadercollectsthekan-baninLinesideMailboxesandsendsthemtoZoneMailboxeverythreehours.3.MHcollectsthekan-baninZoneMailboxesandsendsthemtoSMARTOfficeforsortingandputtingthemindifferentMarketMailbox.4.Thenumberofthekan-bansentbacktoMarketMailboxarethenumberofcontainerstobedeliveredtothelinesideLineFeederBMarketArea(764parts)LineFeederAMarketMailboxAMarketMailboxA7:20AM7:30AM7:40AM30CallPartsProcess呼呼叫供料PartNumberSMARTNoMarketAddressLineSideAddressF7C6-5422401-AG000122DTL-A-02E26-N-010F8C6-5426075-AA005126DTL-A-03E27-S-020F7C6-5467934-AB003412DTL-A-01E26-N-030CalllightboardABCABCBCallbuttonMarketArea(269parts)Benefits:Tominimizestocklevelsatlinesideandspareoutspacesforthenewpartsofnewmodel.Theoperatorpushesthecallbuttontorequestthepartheneeds.ThelightonthecalllightboardforthepartwillbefleshingindicatingtheparthasbeingrequestedThelinefeederpushestheresetbuttonontheResetpanelresetThelinefeedcometomarketareatopickthepartanddelivertothefitofpoint(1)(2)OnOffOnOffOnOffABCResetpanel(3)(4)CallbuttonCallbuttonTotal:269parts31InventoryControlProcess庫存管理程程序PackSizeConfirmationFloatDayParameterSet-upinCMMSWeeklyOn-SiteReviewInventoryObjectiveSet-upInventoryPerformanceReviewContinuousImprovementForm-1121Confirmation.ByEachAnalystMonthlyinventoryPerformancereviewbyEachAnalystFollowupActionPlanSafetyStock/Adv.JobShippingFrequencyOrgReviewTeam32MaterialControl物料管理福特生產系系統小組活活動倡導每一位位員工對物物料的新觀觀念以合乎乎同步物流流的要求防止刮傷人人人有責紅桌物料檢檢討物料改善會會議庫存檢討改改善會議門禁33ModelB/outManagementprocess車種結束物物料管理程程序DiscontinuePartsListFirstCycleCountSecondCycleCountSpecialCycleCountAnalystsubmitthelistsSpecialcountforLocal-importparts3monthsbeforebalanceoutAdjustBOH.SpecialCountonemonthbeforeBalanceoutAdjustBOH.SpecialCountbyMSC34MS-9000物料料管管理理系系統統簡簡介介MS-9000物物料料管管理理系系統統為為福福特特汽汽車車事事業業總總部部根根據據ISO-9000及及QS-9000之之精精神神所所發發展展出出來來的的物物料料管管理理系系統統及及評評估估標標準準，，為為最最高高的的物物料料規規劃劃標標準準。。評分分方方法法：：評分分依依20要要項項，，每每一一要要項項再再依依O、、M、、C及及CI（（4））個個層層級級問問題題來來評評定定，，分分別別給給予予每每一一要要項項0~3分分再再以以要要項項的的平平均均分分數數乘乘以以50來來計計算算，，總總分分範範圍圍為為0~150分分。。基本本要要求求條條件件：最低低必必要要條條件件－－新新廠廠商商80分分以以上上，，且且各各項項問問題題評評分分不不得得低低於於1分分。。Q1獎獎必必要要條條件件－－最最低低100分分，，且且各各項項問問題題評評分分不不可可低低於於2分分。。TQE獎獎必必要要條條件件－－符符合合Q1必必要要條條件件及及通通過過TQE審審核核。。35MS-9000物物料料管管理理系系統統必必要要條條件件4.1管管理理責責任任4.2物物料料管管理理系系統統4.3檢檢討討合合約約/客客戶戶接接觸觸面面4.4時時間間表表系系統統4.5文文件控制制4.6採採購轉包包商管理理4.8產產品驗證證與追蹤蹤4.9裝裝船4.10製告告彈性/存貨管管理4.11檢驗驗測量與與測試4.14糾正正與防範範4.15處理理、存放放、包裝裝和交貨貨4.15.2處處理4.15.3存存放4.15.4包包裝4.15.6交交貨4.16物料料記錄的的與控制制4.17物料料內部審審核4.18訓練練4.20統計計方法36SupplierDeliveryPerformance協力廠商商交貨實實績CriteriaASNAchievement: 30%Timeliness:20%ShippingDiscrepancy:20%Overshipment:5%Packaging:15%ProblemReport:10%37執行SixSigma的的現況2000年開始始推廣SixSigma黑黑帶訓練練開始2001年計畫畫開始上上課並執執行2002現況:黑帶人數數:2人執行行專案5個綠黑人數數:53人執行行專案14個節省金金額:U$2,000/專案案38通用物物流管管理系系統39進口零零件來來源，，訂購購及包包裝方方式JapanSuzukiProntoUSIEOU204/J1414Directshipparts3.0Engine2.0/3.0T/MMexicoChihuahuaEng.2.0JapanMazadaC206EIIU204JapanJatco2.5AutoT/MEuropeIEOCD132HuppertzHBuildingCD132RGLCoughlinPXPWeeklyShipmentTransitTime51Days(Including16DaysFloat)iPXPWeeklyShipmentTransitTime46DaysLotWeeklyShipmentTransitTime10DaysPXPWeeklyShipmentTransitTime10DaysFordLoHoPlant40PartByPart訂購(Metrostar)批量訂訂購(其他他車種種Mazda,SuzukiandFordU204)以車型型車種種別以以批量量訂購購KDLotOrderByMSC.Lot國外供供應商商KDSource全球工工程發發行系系統WERS通用物物流管管理系系統CMMS供應商商資訊訊系統統SOLMIS供應商商訂單發發送方方式41BridgeInterfaceBetweenCorporate&LocalSystemNewModuleToBeDevelopedCorporateSystemExistingLocalSystemCMMS3-CD132PartUsage-VBOMWIPSATPSourcingSOLMISTradingCompanyUSSupplierMailboxFLHLocalSupplierRelease(CIF830/862)ASN(CIF856)VISMailboxEuropeanSystem-------------------------MSC→→EOC→→SFIEXCELFileDaily/MonthlyVehicleScheduleCatCodetoEOCForecast/Offline/OrderLine-upAccountsPayableMailboxReceipt(1-32)ActualPriceApprovedToolingDataReceiptActualPriceApprovedToolingDataPANDAMailboxUnitCostFAPCCommittedToolingDataICSImportpartspricemark-upPriceLook-upPriceLook-upMailboxMultipleBridgesImportPartsCMMS3ASN(web-based)VehicleCostAccountingMQSeriesSourcingMSCtoSFIConversionMailboxMailboxEuropeanSupplier42TaiwanForecast/SchedulingFeedstoCMMS3TAIWANLOCALSYSTEM(VIS)CatCode/EOCTableKDLotEmergingMktsForecastProcessEmergingMktsSchedulingProcess------------------------GPAMSolveCumCountsCMMS3CatCodeToEOCFileCatCodeToEOCCatCodeForecastByPeriodSegmented/SequencedOrderLine-up@EOCDay0Prod(Offline)Body&AssyplusCaptiveSeq.OrderLine-up@EOCSFICountsTYDProdDay-1(Bridge3-43)SFIEOCDay0Offline&CaptiveSeqConfirmedOrderLine-upGPAMTableOpPlanforTaiwanEventTableforTaiwanMaterialForecast@SFIbydayEventTableOpPlan(Bridge3-43)(Bridge3-42)(Bridge3-44)EXCELFILE==========Daily&MonthlyVehicleSchedule43批量(LotKit)訂訂購與PartByPart訂訂購與包包裝PartsUsage/Pack12345A4B1C5D3E2PartsPack123456789101112A6B12C7D5E10最低包裝量量最低訂購量量44(CommonMaterialManagementSystem)主要功能產生物料清清單及單一一零件採購購功能以支支援所有物物流作業。。推展零件製製造計劃,生產排程程及安全存存貨計劃。。計算及發佈佈每日/每每週的交貨貨通知給供供應商。提供即時的的存貨狀態態和資料驗驗證。管理各儲存存區的物流流進/出轉轉移作業。。以條碼系統統收集零件件使用量。。出貨程序的的管理。計算交易及及存貨價值值並提供存存貨預算的的控制報表表。提供與供應應商及顧客客間的電訊訊雙向溝通通。通用物流管管理系統(CMMS)45系統設置及及導入由福特歐洲洲製程先導導部門主導導總投資費用用：US$1,697,000福特六和公公司七名優優秀員工參參與配合導導入計劃通用物流管管理系統46導入時程表表通用物流管管理系統Feb.212000完成CMMS3系統連接FLH內部網路Feb.282000WERS與CMMS3PlantCodeFI1LF連結(BOM)May292000WIPS連接(PartsSourcing)Jun.012000核準BOM(BillOfMaterial)Jul.312000車輛需求及預測資料(Forecast&Order)的試送及確認Aug.142000完成零件交貨通知連接至供應商(SOLMIS~FLHASN)Dec.042000CMMS3FullProduction正式啟用及首次收料Jan.062001CD132(Metrostar)開始試裝Jun.042001CD132Job#1Dec312001完成其他車種本地零件之應用47PXPVSKDLOT成本比比較(Atmigration,normalizedFLHcosts)成本PerUnit(US$)CDW162(KD)CD132(PXP)PXP(B/W)KD防鏽/包裝Oiling/boxing$729$246$483海運費/陸運費Seafreight/landing6290(29)空運費Airfreight12(1)進口稅Duty1385979報廢Obsolescence1266存貨InventoryCarryingCost-44(44)人工ManpowerIncrease-67(67)設備折舊FacilityDepreciation&Others-7(7)合計TotalCostImpactPerUnit$941$521$42048競爭優勢國際觀－全全球化之物物流系統去去執行全球球採購與物物料跟催，，達到全球球化專業分分工與策略略聯盟之目目的。福特特六和為全全亞洲與北北美第一個個汽車裝配配廠導入CMMS3系統(通用物流流管理系統統)的工廠廠。CMMS3提供最及及時之物料料移動狀況況及庫存狀狀況，結合合福特生產產系統同步步化物流與與JIT之之物流管理理之精神。。成本效益－－存貨水準準更容易控控制與管理理，達到物物流成本極極小化之目目標。彈性化之生生產－以零零件為訂貨貨單位，生生產更具彈彈性化，使使顧客滿意意達到極大大化。全球IT資資源分享，，減少系統統發展之投投資成本。。49拓展外銷商商機50C206L3PartsExportOperationTierra零件外銷東東南亞FMI(Indonesia)IPM:Mar2002Job1:Apr2002Volume:873Units/YFM(Malaysia)IPM:Sep.2000Job1:Mar.2001Volume:1,080Units/YFVL(Vietnam)IPM:Jan.2002Job1:Mar.2002Volume:1,860Units/YFMCP(Philippines)IPM:Sep2001Job1Feb2002Volume:3,698Units/YFSST(Thailand)IPM:Feb2002Job1:Mar2002Volume:2,400Units/Y51JapanS.AfricaTaiwanEuropePhilippinesMalaysiaVietnamPhilippinesTaiwanKDLotSupplierSupplyChainMapping策策略聯盟盟與專業分分工MaterialSourcesS.AfricaLotAssemblyLotAssemblyThailandMalaysiaLocalSuppliersLocalSuppliersLocalSuppliersLocalSuppliersLocalSuppliersPxPAssemblyKDLotsrequiredforMalaysiaandVietnamduetolowvolume,Lackoflocalsystemscapability,anddevelopingexperienceinAPxPenvironmentKoreaChina52謝謝各位539、静夜四无无邻，荒居居旧业贫。。。12月-2212月-22Thursday,December29,202210、雨中中黄叶叶树，，灯下下白头头人。。。14:34:4414:34:4414:3412/29/20222:34:44PM11、以我独沈沈久，愧君君相见频。。。12月-2214:34:4414:34Dec-2229-Dec-2212、故人江江海别，，几度隔隔山川。。。14:34:4514:34:4514:34Thursday,December29,202213、乍见翻翻疑梦，，相悲各各问年。。。12月-2212月-2214:34:4514:34:45December29,202214、他乡生白发发，旧国见青青山。。29十二月月20222:34:45下午14:34:4512月-2215、比不了得就就不比，得不不到的就不要