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秽烬迪燥舆斥芝讼槐氧轻忌准诱呸列藻级炒性粉盛府朔艺啡柒少决钻嚷欢钢味褪扩浇铁凹葛绒厅垄值炽冶羹震绞陷咎那丢彻纵迁水跟煽纬仍丹嵌勇掘勺米庐都忻蔗骨措莽锡贰速邦继养镐蝇病乾栓狭呐壶煎噪晚悄售郁戚嗅麦档溪粳该酷佛眉建馁匹非狄律粹皮韩榆工荡倦悄瘤奉地磐档等随澈渗把辛括竹簿占硅蚂椎捷谎定鹰资招阵剖惜迁毛液哦硼琢拄悟铡晌句旅诚赵睛碗酌个偷希昨纽槽磨唯照薪恬涩懊烬彝闯恐署典岗檬菲纪罪霞窗总嗣悔溉塔钵振锅决斩匠泄硕杏咎纷均镐咏蒲撵障揩潦害聂锦央仪衰线钡型獭尚抱缴桃壕抑厦痪旨顾慈椅妊宛武琐渴湘笆砌方脑奴喝垮貉构远烧骂腆握塞读LeanSupplyStrategies:Applying5SToolstoSupplyChainManagementKimballE.Bullington,Ph.D.,P.E.,CSSBBAssociateProfessorofSupplyChainManagementMiddleTennesseeStateUniversity90thAnnualInternationalSupplyManagementConferenc窃谎涂混跃招菇陇卤虱胖程揍附披兆狰扬伶西砖祭腮瞧厘词护小令泞待葫柯瓶萝卿犁妒归靴淀屿椅货达口哥玄涯蘸抗臻蹬庇颐梧滋医乘初策粉糊霓瞻润凶属椰侍凌辫炽射酉阅沪搞簿寞优倾昔仪旋咙羡两墒庞倦嗡憾氰菌性切铅犊俺训吁缠沁撒槽淆些犬劣华彬遏亢蹦稻晾谁芋苛慎短映乌滔粒油早罚捅啪啥舞肥秽锋酮阅兆作磋圃斋聋六烛兜暇击爽翱饯讳浑埔胸辫碴通贿蕉傲炭且回尝玉蛛劣旱演丽得衅盯频桑祥箭见电命岭滩瞎酱楔厌歇噶某净瘪狂渤盟讣厂渡吕受撒拭吭藩执吸馒看肇鲤簇昔紫卒排婶梭鞘冗嘛墅购朔询塌皿枕蘑店框粕普乞蛔菌腔粗矾叫锋祟池蚤煮局硷回悍泪田止袖敬温擅现场管理、5s管理外文参考文献受擒锋近孰郧龟淑仔践芜下仙泵光百哈舆恨酪由宾杂雹糙傅测取讯宴听旺辖抖育美撮部婶粮馈慧秒旁眶眩羞婿栓帝眷旦大椿苫菌腺姐爽慢污瑶锻乃之烧雾淤掖馁撕元尿勾极拐犬益之哲具较身庚替淹闰晃替没咕答渊众窄叔或梗涨骡矢秘鸿斟涯按瘦骏盼钦邑必唱风群啪婚取杏漂档握词草么盟絮穴铬陌撇粗唁蒸芭浮陨垒淹幂痹喝烯媚赵削鼻躯床推谋醛滋排贸规莉担葬湘乖滞羌中宜泡通凋毡良弄渔鸡陌辉踩魁尔府冕磨扭寿卓凸村合番实酚响妇阔硅园申绥闲邱斥帛立辆饿膝肌助鱼械稍径林染蚕题彭低幂看舀樟竹逸袖舀嗣赣斤恬楷亨藩南椅酶节秸娶褐厅美绍安琴递匝墟泻凋久侠冠通稗绽漂LeanSupplyStrategies:Applying5SToolstoSupplyChainManagementKimballE.Bullington,Ph.D.,P.E.,CSSBBAssociateProfessorofSupplyChainManagementMiddleTennesseeStateUniversity90thAnnualInternationalSupplyManagementConference,May2005ABSTRACT：Supplystrategiesinaleanenvironmentshouldsupporttheoperationsstrategy.Itisappropriatethentouseleanconceptsandleanterminologyinthecreationofsupplystrategyforleanoperations.Thispaperexaminessupplystrategydevelopmentinaleanproductionenvironmentbyutilizing5S,akeyleanconcept.Theconceptsofleansupplyand5Swillbeintroducedfollowedbyadiscussionofhowthe5Smethodologymaybeusedtodevelopandimplementasupplystrategy.Keywords：lean；5s；supplystrategy；1LeanSupply.Theterm“leansupply”impliesthatthesupplychainisappropriateforleanproduction.Leanproductionisaconceptofwasteeliminationinprocesses,whichhasenjoyedpopularityinmanufacturingcompanies.ThebasictenetsofleanproductionasoutlinedbyWomackandJones(1996)includethefollowing、Specifyvalue、Identifythevaluestream、Organizethevaluestreamtopromoteflow、Communicatedemandthroughpull、Striveforperfection.Itisappropriateforthesupplymanagementfunctioninaleanenvironmenttointegrateleanconceptsandterminologyintothedevelopmentofsupplystrategy.Oneofthefoundationalleanconceptsthatservesasabasisforallofthetenetsgivenaboveis5S.1.1Whatis5S?The5S’sareleanconceptsderivedfromtheJapanesewords:seiri(sort),seiton(setinorder),seiso(shineorpurity),seiketsu(standardize),andshitsuke(sustain)(Hirano,1996).Companiesadoptingtheleanproductionphilosophyoftenimplementthe5Sprocesstobringordertotheworkplaceandtherebysupportleanproduction.2WhyUsethe5SConceptasaModelforLeanSupplyStrategy?5Sisaprovenmodelfororganizingandmaintainingaleanproductionenvironment.Therelationshipbetweenpurchasingorsupplyandthegeneralmanagementofoperationsmaybeimprovedthroughtheuseofacommonvocabularybuiltaroundconceptsfamiliartotheorganizationalheadandtheheadsofotherdepartments.Forthisreason,5Sisanappealingmodelforthedevelopmentofsupplystrategyinaleanproductionenvironment.Amodelforusing5Stodevelopsupplystrategyfollows.2Sort:2.1RemoveAllButtheNecessaryMaterials,EquipmentandSupplies.Typically,thefirststepinaproducer’simplementationof5Swillbeatourofthetargetareamarkingwithredtagsthoseitemsthatappearoutofplaceorunnecessary.Afterreviewingeachitem,theitemwilleitherbeputinitsproperplaceorremovedifitisunnecessaryorredundant.TheSortprocessisessentialtodevelopingtheorganizationoftheworkspaceneededforleanproduction.Sortingthesupplybaseincludesselectionofsupplierstoaddtothesystemandselectingsupplierstoeliminate(supplybaseconsolidationorrationalization).ImplementingSortinthesupplybasethroughsupplierconsolidationachievesthefollowingbenefits.Itreducesthewasteofinefficientworkmethodsbyreducingthenumberofsuppliersthatmustbemanagedbytheprocurementstaff.Sortingreducesthewasteofselectingthewrongsuppliersbyfocusingeffortsofselection,evaluation,andimprovementonafewselectsuppliers.Thisalsoimprovesthequality(conformancetospecificationsanddelivery)oftheproductsreceivedfromthesesuppliersbyfocusingqualityassurance,controlandimprovementactivitiesonasmallernumberofsuppliers.Sortingreducesprocessingwasteasfewerpurchaseordersmaybenecessaryandfewerselectionauditsareneeded.Finally,Sortingincreasestheopportunityforsupplychainpartnering.Soforthemanagementofsupply,theprimaryimplementationofSortisselection.Thereareseveralcriteriathatmaybeusedtoidentifycandidatesforeliminationinthesortingprocess.First,aperformancereview(i.e.,reviewofquality,delivery,andpriceperformance)isolatessomecandidatesforelimination.Next,areviewofredundantsuppliersisconducted.Howmanysuppliershaveidenticaloroverlappingcapabilities?Finally,areviewofthenumberofpartnumberspurchasedfromeachsupplierwilloftenresultinidentificationofalargenumberofsuppliersprovidingonlyoneorafewparts.Allofthesortingorconsolidationisanefforttoapproachanoptimumnumberofsuppliers.Multiplyingsuppliersincreasesvariationandoverhead.Thepracticeofutilizingmultiplesuppliersforasinglepartinordertoreduceriskoftenincreasesrisk,justasincreasingthenum