精益生产之采购件拉系统案例urchasedarsull

PurchasedPartsPullSystem–CaseStudyBackgroundofCaseStudyPresentationofCaseStudyResultsClassDiscussionofCaseStudyRD011402采购零件拉系统

—案例分析案例分析的背景案例分析结果的发表案例分析的课堂讨论RD011402LeanSixSigma

ImprovementProcessRoadMapAnalyzeControlImproveDefineIdentifyProblemDevelopListofCustomersDevelopListofCTQ’sfromVoiceoftheCustomerFinalizeProjectFocus

andKeyMetricsCompletePDFMeasureMapBusinessProcessMapValueStreamDevelopData

CollectionPlanConductMeasurement

SystemAnalysisCollectDataConductProcess

CapabilityAnalysisAnalyzeProposeCriticalX’sPrioritizeCriticalX’sVerifyCriticalX’sEstimatetheImpactofEachXonYQuantifytheOpportunityPrioritizeRootCausesConductRootCause

AnalysisonCriticalX’sImproveCriticalX’sConfirmedDevelopPotentialSolutionsSelectSolutionOptimizeSolutionPilotSolutionControlImplementProcess

ChangesandControlsWriteControlPlanCalculateFinalFinancial/ProcessMetricsTransitionProjecttoFutureOwnersIdentifyProjectTranslationOpportunitiesMeasureDefineProjectIDToolsProjectDefinitionFormNetPresentValueAnalysisInternalRateofReturnAnalysisDiscountedCashFlowAnalysisPIPManagementProcessRACIQuadChartsProcessMappingValueAnalysisBrainstormingMulti-VotingTechniquesParetoChartsC&E/FishboneDiagramsFMEACheckSheetsRunChartsControlChartsGageR&RCp&CpkSupplyChainAcceleratorAnalysisMulti-VariBoxPlotsInteractionPlotsRegressionANOVAC&EMatricesFMEABrainstormingPullSystemsSetupReductionTPMProcessFlowBenchmarkingAffinityDOEHypothesisTestingForceFieldTreeDiagramsGanttChartsCheckSheetsRunChartsHistogramsScatterDiagramsControlChartsParetoChartsInteractiveReviewsPoka-YokeRevised1-12-023LearningObjectivesLearnhowtoreviewacasestudywithbasicdataandmakeimprovementsuggestionsLearnthebasicstepsandcalculationstopresentaLeansolutionUnderstandallthepossiblePullPlatformsandhowtheywouldapplyinthiscasestudyDeterminetherequiredmeasuresforperformancegrowthPracticepresentationskills4课程目的学习如何评价案例中的基本数据及提出改进建议学习发表精益解决方案的基本步骤和计算方法理解所有可能的拉动平台以及如何应用在该案例分析中确定绩效提高的评价指标练习发表的技巧5What’sinItforMe?PracticeReplinishmentPullimplementationDiscusswiththeclassallthepossiblebarriersandsolutionsforthecasestudyGainunderstandingtoapplyinyourenvironment6我学到了什么?练习补充拉系统的实施课堂讨论案例中可能的实施障碍及解决方法理解在自己工作中应用的知识技能7ReplenishmentPullCaseStudyReplenishmentPullatWindows-R-UsInordertominimizetheimpactofshortagesandtoreduceinventory,Iwanttoimplementareplenishmentpullsystemformyglassrawmaterial.Mygoalistoreducetheamountoflaborrequiredtomanagetherawmaterialwhilereducinginventory.Byreducinglaborrequiredtomanagetherawglass,weshouldbeabletoconcentrateongettingtheothertroublesomepartsintothefacility.Iwanttorevealthedetailsofmyplantomystaffnextweek.

JohnSmith

ManagerofTacticalProcurement8补充拉系统案例Windows-R-Us公司的补充拉系统为了将零件短缺的影响最小化及减少库存，我希望在玻璃原材料方面实施补充拉系统。我的目标是降低库存的同时减少材料管理的工作量。通过减少管理原材料的劳动量，我们可以集中精力处理其他棘手的零件。我希望在下周向我们的员工展示详细的计划。

JohnSmith

采购战略经理9ReplenishmentPullCaseStudy(Cont.)JohnsatinhisDallas,TXofficeoneafternoonthinkingaboutseveralissuesfacinghiminhisnewroleasTacticalProcurementManager.Sincetherecentreductioninforce,hisgrouphasbeenstrugglingtomanagethematerialneededforproduction.Theresulthasbeenanincreaseinpartshortagesandinventory.Althoughexcitedaboutsolvingthisproblem,hewasconcernedabouthisabilitytodesignandimplementapullsystem.Luckily,hehadjustattendedatrainingcourseonreplenishmentpullsystems.BillGlassfoundedWindows-R-Usin1988.Thecompanyproduceswindowsforthenewhomesegmentofthewindowindustry.Thecompanymanufacturestendifferentfamiliesofwindowsresultingin100differentenditems.Thetotalsalesin1997were$180million.Thegrowthratefrom1993-1997was15%(CAGR)andaheadofindustryaverage.TheproductsareproducedinonefacilitylocatedinDallas(TX).ThefacilityinDallasconsistsoftwomanufacturingareas.Thefirstproducestheinsulatedglasssubassemblyandthesecondassemblesthefinalproduct.Distributorsaretheprimarycustomerandareresponsibleforfinaldeliverytothehome-sites.Ingeneral,thisindustryissubjecttoseasonalityfollowingtheconstructionseason.10补充拉系统统案例一天下午，，约翰坐在在位于德州州达拉斯市市的办公室室内，思考考着他自成成为采购战战略经理以以来所面临临的几个问问题。因为为最近的人人员精简，，他的部门门正在为保保证生产需需要的材料料而努力着着，但结果果往往是零零件供应短短缺或库存存过多，尽尽管最近解解决了一些些问题，但但是他还是是担心自己己是否有设设计和实施施拉系统的的能力，幸幸运的是，，他刚刚参参加了一次次补充拉系系统的培训训课程。BillGlass于1988年创建了了Windows-R-Us公司。公司司生产家装装窗户。公公司生产10种不同同的门窗系系列共100种最终终产品，1997年年销售额$180百百万。从1993——1997年，增长长速度达15%（CAGR））高于行业平平均增长速速度，产品品在位于达达拉斯市的的一个小工工厂生产。。达拉斯的制制造厂包括括两个制造造部门，第第一个部门门生产绝缘缘玻璃分装装配，第二二个部门组组装最终的的产品，经经销商是第第一位的客客户并负责责最终将产产品交付到到用户手中中，一般情情况下，该该产业受建建筑业季节节性变化影影响。11ReplenishmentPullCaseStudy(Cont.)DuringJohn’sassessmentoftherawglassprocurementprocess,heconductedinterviewsanduncoveredthefollowinginformation.FromtheMasterScheduler:MRPgeneratesallordersandactionmessagesforrawmaterialonceperweekSchedulechangesarecommonandprobablydrivesexcessivemessagesSafetystockisnotusedbutexcessinventoryexistsduetothelargenumberofschedulechanges.FromtheRawMaterialCommodityBuyer:Only15uniquerawglasspartnumbersLeadtimefortheglassis1week(regardlessofmix)andthesupplierisverydependableGlasssupplierrunstheglassforthewindowcompanyaboutonceperquarterGlasssupplierhasminimumshipmentrequirementofonetruckload(20containers@300percontainer)Containersare4'x2.5'andcanbestacked3highVariousorderfrequencyusedtoorderrawglass(norealstrategy)12补充拉系统统案例约翰在评价价玻璃原材材料的采购购过程时，，访问了一一些部门并并得到以下下信息：从主计划:MRP每周一次生生成有关原原材料的所所有订货和和行动信息息计划变更很很平常，可可能产生额额外的信息息安全库存未未使用，但但过剩的在在制存货由由于大量的的计划变更更而存在。。从原材料采采购处：只有15种种特定的原原材料种类类玻璃的交货货期为1周周（不考虑虑混型），，供应商可可信度较高高玻璃供应商商为WINDOWS公司，每季季度生产一一次玻璃供应商商最小发货货量为一卡卡车（20箱@每箱箱300块块）料箱尺寸是是4‘x2.5’’，最多可以码码放3层料料箱玻璃原材料料订货频次次多变（没没有固定的的策略）13ReplenishmentPullCaseStudy(Cont.)FromtheInsulatedGlassProductionManager:Productionconsistsof5steps(cut,sort,wash,assemble,bake)Run3shiftsperdayStepsareconnectedviaconveyorsandthereforerunsynchronousCycletimefromglasscuttofinishedinsulatedunitisabout1hourChangeoverfrom1familytothenextisabout2hoursCancyclethroughthe15familiesaboutonceperweekFromtheWarehouseManagerIscurrentlyabout40%efficientwithfloorspace(basedonthehaphazardordering)Employs4fulltimematerialhandlersand2temporarycyclecountersJohnfirstgatheredsomeinformationontherawmaterialparts(Exhibit1).Hethenperformedsomehighlevelanalysisontheparts(Exhibit2).Thisanalysisshouldhelphiminidentifyingwhichpartsmakegoodcandidates.14补充拉拉系统统案例例从绝缘缘玻璃璃生产产经理理：生产包包含5个步步骤(裁切，，分选选，清清洗，，组装装，烘烘烤)每天分分3班班工序是是通过过传输输带运运行，，因此此是同同步运运行周转时时间从从裁切切到成成品产产出为为1小小时产品更更换的的换模模时间间为2个小小时15个系列列产品品可以以每周周循环环生产产一次次从仓库库经理理：目前空空置率率为40%（由由于摆摆放顺顺序随随意））4个专职职的搬搬运工工人和和2个个临时时统计计员约翰首首先收收集到到有关关原材材料的的一些些信息息（表表1）），然然后他他又对对原材材料做做了进进一步步的分分析（（表2），，这些些分析析能帮帮助他他识别别最佳佳选择择的零零件。。15Exhibit1ADU=AverageDailyUsage16表1ADU=平均日日用量量17Exhibit218表219AssumptionsAssumptionValue1truckloadistheminimumrequirement1caseisthemultiplerequirementWarehouseSpaceEfficiency60%Servicefactorforsafetystock2Betaforsafetystock0.70"A"orderfrequency5days"B"orderfrequency10days"C"orderfrequency40days20假设假设价价值最小需需求量量至少少为1卡车车需求量量必须须是1整整箱数数量的的倍数数仓库空空间效效率60%安全库库存的的服务务水平平2安全库库存的的Beta值0.70“A””类订订货货频频次次5天“B””类订订货货频频次次10天“C””类订订货货频频次次40天21PresentationtotheStaffJohncontinuedtodevelophisproposalonthenewpullsystem.Shouldallthepartsgoonpull?Whatrisksaretherewithpull?Whatimpactwillthishaveoninventory?Whatimpactwillthishaveontransactions?Whatmeasuresshouldweuse?Developa10minutepresentationtothestaffontheprocessandimpactofimplementingarawmaterialpullsystem.Thepresentationmustcontainthefollowing:ThebestpartcandidatestoplaceonthenewreplenishmentpullsystemThenumberoftransactionsforthenewsystemversustheoldsystemCalculateimpactto#oftransactions(%increaseordecrease)Thesize($’’s)oftheglassinventoryusingreplenishmentpullCalculatethemaximum,minimumandaveragequantityofglasson-handCalculateinventory$impact(%increaseordecrease)DeterminesquarefootageoffloorspaceneededfortheglassonpullRecommendplatformforgeneratingthereplenishmentsignalIdentifykeymeasuresfortheprocessBepreparedtorespondtothefollowingquestions:Didyoumakeanyassumptions?Whatlogicdidyouusetoexcludeparts?22向员员工工介介绍绍约翰翰继继续续进进行行关关于于新新拉拉系系统统的的设设想想，，是是不不是是全全部部零零件件都都要要拉拉动动？？拉拉动动的的风风险险有有哪哪些些？？对对库库存存的的影影响响有有哪哪些些？？对对定定单单的的处处理理有有哪哪些些影影响响？？应应该该用用哪哪些些指指标标衡衡量量？？用10分分钟时间间向你的的员工介介绍实施施拉系统统的过程程和影响响，发表表应包括括以下内内容：在新系统统中所包包含的最最合适应应用拉动动系统的的零件新系统对对比旧系系统的定定单处理理量计算对定定单处理理量的影影响(%增加或减减少)用于拉系系统中玻玻璃库存存的规模模($’s)计算现有有玻璃数数量的最最大、最最小值、、平均值值计算库存存价值的的变化（（%增加或减减少）决定拉系系统中库库存玻璃璃的占用用面积建议的补补充信号号的可用用平台（（条件））确定过程程中的主主要量测测指标准备回答答下列问问题：你是否使使用了假假设条件件?用了