精益生产之采购件拉系统案例分析PurchasedPartsPull

MeasureAnalyzeControlImproveLeanSixSigmaPurchasedPartsPullSystem–CaseStudyBackgroundofCaseStudyPresentationofCaseStudyResultsClassDiscussionofCaseStudyRD011402MeasureAnalyzeControlImproveLeanSixSigma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RD011402ImprovePurchasedPartsPullSystem–CaseStudy3LeanSixSigmaImprovementProcessRoadMapAnalyzeControlImproveDefine•IdentifyProblem•DevelopListofCustomers•DevelopListofCTQ’sfromVoiceoftheCustomer•FinalizeProjectFocusandKeyMetrics•CompletePDFMeasure•MapBusinessProcess•MapValueStream•DevelopDataCollectionPlan•ConductMeasurementSystemAnalysis•CollectData•ConductProcessCapabilityAnalysisAnalyze•ProposeCriticalX’s•PrioritizeCriticalX’s•VerifyCriticalX’s•EstimatetheImpactofEachXonY•QuantifytheOpportunity•PrioritizeRootCauses•ConductRootCauseAnalysisonCriticalX’sImprove•CriticalX’sConfirmed•DevelopPotentialSolutions•SelectSolution•OptimizeSolution•PilotSolutionControl•ImplementProcessChangesandControls•WriteControlPlan•CalculateFinalFinancial/•ProcessMetrics•TransitionProjecttoFutureOwners•IdentifyProject•TranslationOpportunitiesMeasureDefine•ProjectIDTools•ProjectDefinitionForm•NetPresentValueAnalysis•InternalRateofReturnAnalysis•DiscountedCashFlowAnalysis•PIPManagementProcess•RACI•QuadCharts•ProcessMapping•ValueAnalysis•Brainstorming•Multi-VotingTechniques•ParetoCharts•C&E/FishboneDiagrams•FMEA•CheckSheets•RunCharts•ControlCharts•GageR&R•Cp&Cpk•SupplyChainAcceleratorAnalysis•Multi-Vari•BoxPlots•InteractionPlots•Regression•ANOVA•C&EMatrices•FMEA•Brainstorming•PullSystems•SetupReduction•TPM•ProcessFlow•Benchmarking•Affinity•DOE•HypothesisTesting•ForceField•TreeDiagrams•GanttCharts•CheckSheets•RunCharts•Histograms•ScatterDiagrams•ControlCharts•ParetoCharts•InteractiveReviews•Poka-YokeRevised1-12-02ImprovePurchasedPartsPullSystem–CaseStudy4LearningObjectivesLearnhowtoreviewacasestudywithbasicdataandmakeimprovementsuggestionsLearnthebasicstepsandcalculationstopresentaLeansolutionUnderstandallthepossiblePullPlatformsandhowtheywouldapplyinthiscasestudyDeterminetherequiredmeasuresforperformancegrowthPracticepresentationskillsImprovePurchasedPartsPullSystem–CaseStudy5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ImprovePurchasedPartsPullSystem–CaseStudy6What’sinItforMe?PracticeReplinishmentPullimplementationDiscusswiththeclassallthepossiblebarriersandsolutionsforthecasestudyGainunderstandingtoapplyinyourenvironmentImprovePurchasedPartsPullSystem–CaseStudy7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ImprovePurchasedPartsPullSystem–CaseStudy8ReplenishmentPullCaseStudyReplenishmentPullatWindows-R-UsInordertominimizetheimpactofshortagesandtoreduceinventory,Iwanttoimplementareplenishmentpullsystemformyglassrawmaterial.Mygoalistoreducetheamountoflaborrequiredtomanagetherawmaterialwhilereducinginventory.Byreducinglaborrequiredtomanagetherawglass,weshouldbeabletoconcentrateongettingtheothertroublesomepartsintothefacility.Iwanttorevealthedetailsofmyplantomystaffnextweek.JohnSmithManagerofTacticalProcurementImprovePurchasedPartsPullSystem–CaseStudy9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ImprovePurchasedPartsPullSystem–CaseStudy10ReplenishmentPullCaseStudy(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.ImprovePurchasedPartsPullSystem–CaseStudy11补充拉系统案例一天下午，约翰坐在位于德州达拉斯市的办公室内，思考着他自成为采购战略经理以来所面临的几个问题。因为最近的人员精简，他的部门正在为保证生产需要的材料而努力着，但结果往往是零件供应短缺或库存过多，尽管最近解决了一些问题，但是他还是担心自己是否有设计和实施拉系统的能力，幸运的是，他刚刚参加了一次补充拉系统的培训课程。BillGlass于1988年创建了Windows-R-Us公司。公司生产家装窗户。公司生产10种不同的门窗系列共100种最终产品，1997年销售额$180百万。从1993—1997年，增长速度达15%（CAGR）高于行业平均增长速度，产品在位于达拉斯市的一个小工厂生产。达拉斯的制造厂包括两个制造部门，第一个部门生产绝缘玻璃分装配，第二个部门组装最终的产品，经销商是第一位的客户并负责最终将产品交付到用户手中，一般情况下，该产业受建筑业季节性变化影响。ImprovePurchasedPartsPullSystem–CaseStudy12ReplenishmentPullCaseStudy(Cont.)DuringJohn’sassessmentoftherawglassprocurementprocess,heconductedinterviewsanduncoveredthefollowinginformation.FromtheMast