精益生产供应链培训

Copyright2000Honeywell,RenaultInstituteofQualityManagementLeanSupplychain精益生产供应链Copyright2000Honeywell,RenaultInstituteofQualityManagementSupplychainDefinition供给链定义Manufacturer生产商Distributors/Wholesalers分销商/批发商Consumers消费者Multi-tierSuppliers多层供给商Retailers零售商ASupplyChain供给链From...thesuppliersofmysuppliertothecustomersofmycustomers…从…我供应商的供应商到我的客户的客户...Copyright2000Honeywell,RenaultInstituteofQualityManagementLeanSupplyChainManagement精益生产供应链管理Thecoordination,integrationofaseriesofactivities/processeswhichprocure,produce,anddeliverproductsand/orservicestocustomers对获取,生产,交付产品或服务给客户等一系列活动的协调和综合Copyright2000Honeywell,RenaultInstituteofQualityManagementWhydosupplychainsexists?供应链为何存在？goods$andinformationservicesinformation商品服务信息资金和信息Copyright2000Honeywell,RenaultInstituteofQualityManagementWarehouse仓库Customers顾客Thecomplexitybehindasimpleconcept简单概念背后的复杂性Warehouse仓库Customers顾客Customers顾客Customers顾客Supplier供应商Supplier供应商Supplier供应商Supplier供应商Copyright2000Honeywell,RenaultInstituteofQualityManagementForecast预计AbnormalDemand不寻常需求Schedule计划ProductionOrders生产任务PurchaseOrders订单DesignChanges设计变化Customers顾客Suppliers供应商Noiseinthesystemcreatesareaction(andwaste)elsewhereintheSupplyChain系统内的干扰会对供给链其他地方带来反应$$Copyright2000Honeywell,RenaultInstituteofQualityManagementLeanSupplychain:whatisneeded?精益生产供给链：需要什么？Thegoal:目标BalanceddemandandofferallalongthesupplychainIntegrateallactors平衡供给链内每个环节的供需来结合各部Customer’scustomer顾客的顾客Enterprise公司Customer顾客Supplier供应商Suppliers’suppliers供应商的供应商•CollapseStocklevelallalongthesupplychain整个供给链内库存的减少•Reduceleadtimes减少等货时间Copyright2000Honeywell,RenaultInstituteofQualityManagementImaginethatmultipliedby10想象在乘十之后Manufacturing生产Conflicting,Mis-AlignedGoals有分歧的目标Distribution分销CustomerService客户服务•Lowinventories低库存•Lowtransportcosts低运输费•FewChangeovers少更换•Stableschedules稳定的计划•Longrunlengths长期运行•Lowpurchaseprice低采购价•Manyvendors多供应商•Highinventories高存货量•Highservicelevels高质量服务•Regionalstocks区域库存Purchasing采购Copyright2000Honeywell,RenaultInstituteofQualityManagementLeanSupplyChain精益生产供应链Visionofthesupplychain供应链的目标FullyintegratedSupplyChain完全集成的供应链Planningsystemslinked相互关联的计划系统Integratedpull/flowvaluestreams集成的拉动式价值流Balancedsupply/demand平衡的供应/需求Integratedopensystemswithcustomers/suppliers集成的由客户和供应商组成的开放系统Onthewaytosupplychain通往供应链之路strategic&tacticalcustomer/supplierintegration战略/战术性的客户/供应商集成FullVOC&SCMetrics完全的客户只声,供应链衡量标准ElectronicCommerce电子商务AccurateRealtimeData准确的实时数据HighlyskilledSupplyChainteam高水平的供应链团队Accuratecostinformationacrossthesupplychain贯穿供应链的准确的成本信息Copyright2000Honeywell,RenaultInstituteofQualityManagementLeansupplychain精益供应链Linktheprocesseswiththoseofthesuppliersandcustomers,eliminatethemainwaste将企业的工序于供应商的和客户的相连，减少主要浪费Sychronisetheprocesseswiththesuppliersandthecustomers,eliminateallthewaste.将企业工序与供应商和客户的同步化，消除所有浪费Linktheprocessacrossthebusinessandeliminatethewaste将整个业务内的供需链接，消除浪费Copyright2000Honeywell,RenaultInstituteofQualityManagementForecasting预测MRP/ERPStrategicStock战略性库存TaktDemandLevelling需求平衡Partnering伙伴关系Co-development合作开发Strengthenandcontrolthelineswiththecustomers加强并控制和客户的关系Controlbondedstock控制保税库salesforceautomation销售力量自动化Managingthecustomerrelationship管理客户关系ElectronicCommerce电子商务Distributionandleanlogistics分销及精益生产物流ElectronicdataInterchange电子数据交换Copyright2000Honeywell,RenaultInstituteofQualityManagementDevelopmentofthesupplier开发供应商Suppliercertification供应商认证QualityAssuranceofthesupplier供应商质量保证Commodityteams商务团队Out-sourcing外购Partnership伙伴关系Strengthenandcontroltherelationshipwiththesupplier加强并控制与供应商的关系Controlofbondedstock控制保税库ElectronicCommerce电子商务ElectronicDataInterchange电子数据交换SimultaneousEngineering同步工程Copyright2000Honeywell,RenaultInstituteofQualityManagementThedailysupplychain日常供应链Optimalbatchsize昀佳批量Controlstocks控制库存Controlsuppliers控制供应商PointofUse材料使用点Kanban看板Tractability易处理Managingthecapacity管理生产能力Mixedlinemodeling混合生产线模式MaterialRequirementsPlanning材料需求计划ERP企业资源计划Kanban/MRPIIIntegration看板/制造资源计划AdvancedPlanning&Scheduling(APS)高级计划Copyright2000Honeywell,RenaultInstituteofQualityManagementThepulledproduction拉动式生产Copyright2000Honeywell,RenaultInstituteofQualityManagementLeanEnterprisePrinciples精益生产企业原则1)specifyvalueintheeyesofthecustomer确定客户眼中的价值2)identifyvaluestreamandeliminatewaste明确定价值流并消除浪费3)makevalueflowatpullofthecustomer形成在客户拉动下的价值流4)involve&empoweremployees使员工参与并给他们授权5)continuouslyimproveinpursuitofperfection持续改进追求完美1998byLeanAllianceCopyright2000Honeywell,RenaultInstituteofQualityManagementThePullProcess拉动式过程InstantDemandoftheClient客户的随时需要Process工序Information信息Onecannotproduceifthereisanyfinishedproductoriftherearepartsavailabletoproduce当有了成品或者有零件可以制造的时候就不生产了Copyright2000Honeywell,RenaultInstituteofQualityManagementThePullProcess拉动式过程•Thecustomerdoesn’twait客户从不等待•Onedoesn’tpredictthefuture,onereactstoinstantaneousdemand不预测未来，而是对客户的随时需求作出反应•Theleadtimeisreducedbythereductionofstocks减少库存可缩短交货时间Copyright2000Honeywell,RenaultInstituteofQualityManagement•MaterialsSystems物资系统•ProductionSmoothing顺利生产•Flow/Pull流/推•VariationReduction减少变化•VisualControl视觉控制JustinTime及时(运