经济环境下的制造

真实经济环境下的真实制造

QAD中国

APassionforManufacturing

技术新的制造管理MRP,JITandLean方案MRP是针对中长期的方案执行JIT是针对按订单制造或最终装配精益制造是针对零部件的拉式按需求生产“Madefresh,tastesbest”“每天服务4600万客户”Lean/Pull由成品的缓冲库存进行拉动生产节拍根据缓冲库存调整标准产品由库存补充specialstakeforeverJust-In-Time(JIT)由单个客户拉动无成品库存只有原材料有缓冲库存利用有限的生产周期按订单生产“Alwaystheretoserveyourneeds”MRP基于方案每日批量生产剩余浪费错失的销售1.企业

在ERP根底上增加-精益生产管理

-准时制生产管理

精益制造准时制生产ERP企业2.面向客户-客户日程-客户自助效劳-寄货库存/vmi-补货管理扩展的企业面向供给商-分布式订单管理-供给日程-寄货供给/smi-补货管理

SupplyreplenishmentMgmt供给商企业客户供应补货管理分布式订单管理SMI日程需求补货管理分布式订单管理CSS日程VMIERP精益制造准时制生产3.制造业共同体

ConsolidatedVisibility可视性供给商企业客户SupplyreplenishmentMgmt供应补货管理分布式订单管理SMI日程需求补货管理分布式订单管理CSS日程VMIERP精益制造准时制生产QAD的解决方案QAD针对全球制造企业提供的企业应用方案面向三个层次1.企业级2.扩展的企业级3.制造业共同体QAD应用系统客户EnterpriseApplications扩展企业财务效劳物流制造AmericasAsiaPacificEMEA企业制造业共同体供给商EnterpriseApplicationsforManufacturingCompanies制造加工单JIT精益制造分销财务售后服务物流企业级分布订单管理客户关系管理销售订单管理客户自助服务采购供应链补货委托库存管理/SMI/VMI商务智能扩展的企业级一体化视角库存生产产品结算票据制造业共同体what’snext?精益供给链-什么是精益供给链?精益供给链是以客户驱动为核心的上下游企业的协同生产方式,其生产准那么为上下游企业在适当的时间,生产适当数量的客户要求的产品,因此能充分满足多品种,小批量，交货时间短和本钱控制的企业竞争力要求。精益供给链解决方案精益供给链分析0

3三线供给商2二线供给商1系统供应商4四线供给商0OEM总装厂为总装厂提供整套系统如传动系统，线束系统等为系统供给商提供各系统的关键部件为二线供给商提供零件用以加工装配成关键部件为三线供给商提供根本的原材料及生产辅料0234精益供给链分析准时制物流〔采购、仓储、交付与售后效劳〕精益制造联合产品管理所以说，精益供给链表达在三个方面精益供给链解决方案精益供给链原理1.准时制物流采购、仓储、交付与售后效劳精益供给链解决原理采购－采购方案的制定－采购业务的流程－供给商的管理－采购的结算仓储－库存数据的标准化－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－销售业绩的评估－销售的结算售后效劳－售后效劳的定义－售后效劳的流程－售后效劳的合理化

可视化库存管理不透明的杯子只有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,有多少精益供给链解决原理只需浏览器–无需安装任何软件不同地点的零件当前库存状态订单状态用户注解当前库存量低于最小平安库存量库存过剩供给可视化精益供给链解决原理‪

空箱看板订货点

已发货看板

满箱看板

消耗平安库存|平安库存标记看板看板可视化Supplier客户ThecustomerconsumesaKanbanandscansit.ThesupplieracknowledgesKanbanorderpoint.ThesupplierscanstheKanbanandshipstheproduct.ThecustomerscanstheKanbanandreceivestheproduct.看板可视化－看板循环2.精益制造精益供给链解决原理-精益制造的优势1.精益制造能保证产品质量2.精益制造能缩短制造周期70%以上3.精益制造能降低库存50%以上4.精益制造能提高客户效劳水平5.精益制造能在现有设备条件下提高生产能力50%以上6.精益制造能在保证产量的前提下降低非直接人工本钱50%以上,降低直接人工本钱10%以上精益供给链解决原理-精益制造的技术和方法通过持续改善消除浪费,但凡不增加产品价值的环节都是浪费,比方在制品库存,搬运和库存抽检等.-Kaizen管理2.紧凑的产品生产流程:-制造单元技术(或称为U型生产线)/FlowScheduling(制造流)技术3.小批量生产/单件生产-减少设备设置准备时间,SMED技术-关注设备维护保养,TPM技术(全员生产保养)-整齐,清洁的工作场所,5S管理拉式生产-Kanban技术-在线检验,在生产过程中保证只有质量合格的零件送到下一道工序-PokaYoke零缺陷生产精益供给链解决原理精益供给链原理3.联合产品管理精益供给链解决原理精益供给链原理产品结构数据零部件数据生产流程/工序数据质量检验过程都需要有各部门,各企业间的协同配合精益供给链解决原理精益供给链解决原理产品管理可视化－产品信息及版本管理精益供给链解决原理产品管理可视化－产品结构及文档管理产品管理可视化-供给商及采购物料信息精益供给链解决原理精益供给链原理4.财务管理精益供给链解决原理5.成功案例精益供给链在汽车行业的应用实践重庆长安铃木精益生产模式精益供给链在汽车行业的应用实践取料看板循环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收集箱物流看板循环本地系统供给商外地系统供给商一线供给商本地第三方物流生产看板循环补货看板循环汽车行业企业精益供给链管理应用实例精益供给链在汽车行业的应用实践AutomotiveSupplyChain汽车供给链OEMTier1Tier2BusinessObjectives:LevelingtheTier1activity,TransportationandTier2tobeprofitableMFG/PROeB2LeanManufacturingAssemblyLine转配线Supplier供给商Customer客户FlowScheduling排产A-Qty120B-Qty300Execution执行Kanban看板KanbanCard预测销售订单发货需求预测主生产计划物料需求计划Planning计划Forecast预测INQOUTQMFG/PROPlanningManagement方案管理Shiprequest发货需求RequiredShipment实际发货需求MPS主生产方案CapacityAnalysis能力平衡MRP物料需求方案InternalForecast内部需求OEM整车伟世通寄货供给模式精益供给链在汽车行业的应用实践VISTEON–ConsignmentInventory

寄货供给VisteonJITFlinsMFG/PROVisteonBélignatMFG/PROGefcoPlasticOmniumPeguformVSISpainEDIStoactEDIStoactEDIStoactRenaultNissanReceiving收货SupplierConsignmentStock

寄货供给库存管理Warehouse仓库ConsignmentStock寄货库存1OneReceivingTransactionStockTransfertotherightlocation收货接受,库存转移到相应库位2TransferttotheLinePOreceiptiscreated物料发至生产线则完成采购收货ManufacturingLine生产线江森准时制顺序送货模式精益供给链在汽车行业的应用实践GMZaragozaSpainProduction:900cars/day产量:900台每天1stTierSupplier

一线供给商Assembly&Deliveryinsequence装配与交付按顺序进行江森准时制工厂SuppliersTier2二线供给商SupplierTier1一线供给商Painting涂装BodyShop车身AssemblyLine总装DeliveryScheduleTier1ConstrainsTransportOptimizationPickupsheetpertruckSplittingrulesDeliverypatternSequencingSchedule顺序排产交付原那么:一线供给商的限制运输优化按车提货分批规那么交付模式BusinessBenefits:ManageComplexityandVariety-Achieve150inventoryturns–Competitiveadvantage JohnsonControlsJITPlant

江森准时制工厂Painting涂装BodyShop车身AssemblyLine总装AssemblyLine总装线1S2S1SequenceMessages顺序信息2Labels标签JohnsonControls江森GMOpel900cars/day900台每天4Control&Shipping控制发货3PokaYoke防错机制QADJITSSchefenacker精益制造模式精益供给链在汽车行业的应用实践SchefenackerProductionSystemPolicyDeployment政策部署Kaizen改善StandardOperation标准操作SMED快速工装切换I.T.SystemsIT系统HeijunkaPullSystem拉式系统NewProductIntroduction新品开发UK–Spain–FrancerunningMFG/PROHighVarietyitems–LeanOperations英国,西班牙和法国使用MFG/PRO,产品种类多OUTQOUTQLeanManufacturingatSchefenackerShipping发货Warehousing仓库AssemblyCell装配单元MFG/PROTransferKanbanCard看板卡MFG/PROBackflush反冲BufferStock缓冲库存发货标签2发货标签1HeijunkaBoardMFG/PROEDIShipRequest发货要求BusinessBenefits:ManagevarietywithJIT–Smoothingproduction–Integrationreducesadmintime6.Metaldyne公司的精益供给链之路精益供给链在汽车行业的应用实践Metaldyne公司简介TierI&IIautomotivesupplier汽车行业的一线和二线供给商Threepubliclytradedcompaniescombinedintoonepowerfulmetalformingcompany由三家公司合并为一家金属成型公司Privatelyfunded–HeartlandIndustrialPartners私营企业Over50facilities;7100employees超过50家厂，拥有7100名雇员$90averagecontentpervehicleproducedinNA在北美，平均每辆车上都使用了该公司价值$90的产品1.5Bannualrevenues(2002)年营收为15亿美金Targetis4-5Bcorporation公司经营目标为40－50亿美金Fastpacedandeverchangingcompany公司处于高速成长期精益供给链在汽车行业的应用实践公司结构传动系统营收:$8.12亿引擎营收:$5.02亿底盘营收:$1.66亿

FittingsWheelEndCornersKnuckleAssembliesUpper&LowerControlArmsBallJoints

FrontEngineModularAssembliesBalanceShaftModulesManifoldsConnectingRods&BearingCapsCrankshaftDampersVCTComponents

ValveBodiesModulesTransmissionLubePumpsDifferentialCaseComponents&AssysTransmission&DrivelineComponents总销售额15亿美金精益供给链在汽车行业的应用实践Metaldyne精益供给链之路KaizenPullSystems5SCRISPStoryBoardsCorporateMetricsValueEngineeringEducationonERPsystem(MFGPRO)精益供给链在汽车行业的应用实践Metaldyne精益供给链之路改善KaizenAllplantsaretrainedinKaizentechniquesKPO(KaizenProductionOffices)establishedatsomelocationsRecentKaizeneventthattookplaceinPARedesignedlayoutofproductionlineUsedvaluestreammappingBenefitsrealizedLaborsavings:3operatorsReduceFGinventoryby50%Freeupmanufacturingspace

精益供给链在汽车行业的应用实践5S-Sort,Straighten,Sweep,Standardize,&Sustain5SusedtoorganizemanylocationsOhioplantrecentlyconducted5SinitiativesHydraulicfluidleakscorrected37%decreaseinconsumptionPlungerlubricantwastedinproductionDesignedwaytocatchandrecycle

精益供给链在汽车行业的应用实践Metaldyne精益供给链之路拉式系统PullSystems3plantscurrentlyusingpullsystemsInitiativeunderwaytoexploreusingatallplants1plantbetatestedQAD’snewleanfunctionalityPlantouseKanbanVisualizationMetaldyne精益供给链之路精益供给链在汽车行业的应用实践Metaldyne精益供给链之路持续创新与改进评估体系CRISP ContinualRenewalandImprovementofSystemsPerformance宣传栏StoryBoards Ifitgetsattentionitwillgetfixed公司的纪律CorporateMetrics Ifitgetsattentionitwillgetfixed价值工程ValueEngineering BuildthequalityinfromthebeginningERP培训EducationontheERPsystem Givepeoplethetoolstosolvetheirownproblems

精益供给链在汽车行业的应用实践MaterialsManagementOperatingGuideline/LogisticsEvaluation(MMOG/LE)

物料管理运作指导/物流评估WhatistheMMOG/LE?

什么是MMOG/LE?Weightedscoresheethelpstoprioritizeimprovementefforts加权评分表以确定改进工作的优先次序Self-assessmenttoidentifygapsbetweeninternalprocessesandindustrybenchmark自我评估以发现内部的流程与行业标准之间的差距Therecommendedindustry

standardforMaterialsProcesses(industryacceptedbenchmark)针对物料流程推荐的行业标准(MaterialsManagementOperations/LogisticsEvaluation)WhatisthePurposeofthe

GlobalMMOG/LE?

全球MMOG/LE工程目的是什么？Twowaystousethistool两种方式使用这个工具Internally内部Assesscurrentprocesses评估现有流程Drivecontinuousimprovement推动持续改进ISO/TS-16949CompatibleExternally外部Supplierdevelopment开展供给商ParticipantsoftheGlobalMMOG/LE

全球MMOG/LE的参与StructureofGlobalMMOG/LEand

LinkstoISO/TS16949:2002ExamplefromSelf-Assessment

自我评估实例3.4SystemsIntegrationThecustomerinformationshallbeprocesseddirectlyintotheorganization'splanningandschedulingsystems.Why?Directelectronictransferofdatawillimprovethetransferspeed,reducethepossibilityoferrorandreducethecost.Criteria:1)Customerscheduleinformationshallbeautomaticallyintegratedintotheorganization'sreleasingsystemtoavoidmanualtransferenceofdatabyusingODETTE/AIAGelectroniccommunicationstandardsoranyotherwebbasedelectronicstandard.Additionalcommentssupportingtheorganization'scurrentstate-"Whereareyouwithrespecttothiselement?"F3Scoring:ABC-Classification

得分：ABC-等级ALevelSupplierfarsurpassestheminimumstandardsineveryaspectandcanbeconsideredatornearworld-classstandards.BLevelSupplierisdeficientintwoormoreaspectsofagivencategoryormultiplecategories.Anactionplanshouldbeputinplace,andthecorrectiveactionshouldnotrequireasignificantamountoftimetoimplement.CLevelSupplierisdeficientinoneormorecritical/highimpactaspectsofagivencategory.Actionplansarerequiredtoensuredeficienciesdonotresultinseriousorprolongedissuestothecustomer.MMOGImplementations

MMOG实施FordRequiredforQ1rating一季度评审时DaimlerChryslerRequiredfornewlaunches 新产品发布时GeneralMotorsJustrunningpilotphase正处于工程试点阶段CaseStudy:SimcoAutomotive

UsingtheMMOGInternally案例分析85%reductioninpremiumfreight额外运费减少85%Threemonthswith$0consecutively连续三个月为零80%reductioninobsolescencecosts存货淘汰本钱降低80%43%reductionininventorycarryingcosts库存减少43%20%reductionindataentrytime数据输入实践减少20%Improvedschedulingandvisibility排程和可视度得到改进Improvedcustomerrelations客户关系得到改善ROI=125%投资回报率125%Reducedstress!减轻压力！…ByimplementingERP,documentingprocedures,

andimplementingEDI通过实施ERP、建立流程文档和使用EDIGatesRubberCompanyMandatebyFord福特提出的要求Deliveryperformancenotmeetingcustomersexpectations交货业绩不能到达客户的期望Mustimproveorrisklosingbusiness必须改进，否那么将由失去业务的危险

CaseStudy:GatesRubberCompany

UsingtheMMOGInternally

案例分析SalesinthousandsGatesRubberCompany

FordDeliveryRating

福特对于Gates的评分BeforeAfterSalesinthousandsGatesRubberCompanyExpedites

Gates公司加急发运的情况

BeforeAfterWhereistheWasteintheChain?

AnalysisbyaMajorOEMBarcodelabelsareinaccurateLabelsnotgeneratedatthepointofproductionInabilitytocommunicaterequirementselectronicallythroughoutthesupplychainSomesuppliersarenotcommunicatingschedulerequirementselectronicallythroughoutthesupplychainLackofcontrolofWork-In-ProcessSupplierscannotlocatewherework-in-processisattheirplantLackofcontrolofFirstIn/FirstOut(FIFO)MakingsurethatrawmaterialreceivedfirstisusedfirstandthatpartsthatarefinishedfirstarefirstoutthedoorWhereistheWasteintheChain?

AnalysisbyaMajorOEMIdentifycustomershippingdiscrepanciesSuppliersarenotprocessinginelectronicshippingdiscrepancyalertsASNdataisnotgeneratedautomaticallyASNdataisnotgeneratedautomaticallyfromcustomerforecastingandschedulingdataand/orbybarcodescan