精益生产之采购件拉系统案例分析Purchased-Parts-Pull-System--Case-Study(中英文对照)(ppt)课件.ppt

1、MeasureAnalyzeControlImproveLean Six SigmaPurchased Parts Pull System Case StudyuBackground of Case StudyuPresentation of Case Study ResultsuClass Discussion of Case StudyRD011402MeasureAnalyzeControlImproveLean Six Sigma采购零件拉系统案例分析u案例分析的背景u案例分析结果的发表u案例分析的课堂讨论RD011402ImprovePurchased Parts Pull Syst

2、em Case Study3Lean Six Sigma Improvement Process Road MapAnalyzeControlImproveDefineIdentify ProblemDevelop List of CustomersDevelop List of CTQs from Voice of the CustomerFinalize Project Focus and Key MetricsComplete PDFMeasureMap Business ProcessMap Value StreamDevelop DataCollection PlanConduct

3、MeasurementSystem AnalysisCollect DataConduct Process Capability AnalysisAnalyzePropose Critical XsPrioritize Critical XsVerify Critical XsEstimate the Impact of Each X on YQuantify the OpportunityPrioritize Root CausesConduct Root Cause Analysis on Critical XsImproveCritical Xs ConfirmedDevelop Pot

4、ential SolutionsSelect SolutionOptimize SolutionPilot SolutionControlImplement Process Changes and Controls Write Control PlanCalculate Final Financial/Process MetricsTransition Project to Future OwnersIdentify Project Translation OpportunitiesMeasureDefineProject ID ToolsProject Definition FormNet

5、Present Value Analysis Internal Rate of Return Analysis Discounted Cash Flow Analysis PIP Management ProcessRACIQuad ChartsProcess MappingValue AnalysisBrainstormingMulti-Voting TechniquesPareto ChartsC&E/Fishbone DiagramsFMEACheck SheetsRun ChartsControl ChartsGage R&RCp&CpkSupplyChainAccelerator A

6、nalysisMulti-VariBox PlotsInteraction PlotsRegressionANOVAC&E MatricesFMEABrainstormingPull SystemsSetup ReductionTPMProcess FlowBenchmarkingAffinityDOE Hypothesis TestingForce FieldTree DiagramsGantt ChartsCheck SheetsRun ChartsHistogramsScatter DiagramsControl ChartsPareto ChartsInteractive Review

7、sPoka-YokeRevised 1-12-02ImprovePurchased Parts Pull System Case Study4Learning ObjectivesuLearn how to review a case study with basic data and make improvement suggestionsuLearn the basic steps and calculations to present a Lean solutionuUnderstand all the possible Pull Platforms and how they would

8、 apply in this case studyuDetermine the required measures for performance growthuPractice presentation skillsImprovePurchased Parts Pull System Case Study5课程目的u学习如何评价案例中的基本数据及提出改进建议u学习发表精益解决方案的基本步骤和计算方法u理解所有可能的拉动平台以及如何应用在该案例分析中u确定绩效提高的评价指标u练习发表的技巧ImprovePurchased Parts Pull System Case Study6Whats i

9、n It for Me?uPractice Replinishment Pull implementationuDiscuss with the class all the possible barriers and solutions for the case studyuGain understanding to apply in your environmentImprovePurchased Parts Pull System Case Study7我学到了什么?u练习补充拉系统的实施u课堂讨论案例中可能的实施障碍及解决方法u理解在自己工作中应用的知识技能ImprovePurchase

10、d Parts Pull System Case Study8Replenishment Pull Case StudyReplenishment Pull at Windows-R-UsIn order to minimize the impact of shortages and to reduce inventory,I want to implement a replenishment pull system for my glass raw material.My goal is to reduce the amount of labor required to manage the

11、 raw material while reducing inventory.By reducing labor required to manage the raw glass,we should be able to concentrate on getting the other troublesome parts into the facility.I want to reveal the details of my plan to my staff next week.John SmithManager of Tactical ProcurementImprovePurchased

12、Parts Pull System Case Study9补充拉系统案例Windows-R-Us公司的补充拉系统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。John Smith采购战略经理ImprovePurchased Parts Pull System Case Study10Replenishment Pull Case Study(Cont.)John sat in his Dallas,T

13、X office one afternoon thinking about several issues facing him in his new role as Tactical Procurement Manager.Since the recent reduction in force,his group has been struggling to manage the material needed for production.The result has been an increase in part shortages and inventory.Although exci

14、ted about solving this problem,he was concerned about his ability to design and implement a pull system.Luckily,he had just attended a training course on replenishment pull systems.Bill Glass founded Windows-R-Us in 1988.The company produces windows for the new home segment of the window industry.Th

15、e company manufactures ten different families of windows resulting in 100 different end items.The total sales in 1997 were$180 million.The growth rate from 1993-1997 was 15%(CAGR)and ahead of industry average.The products are produced in one facility located in Dallas(TX).The facility in Dallas cons

16、ists of two manufacturing areas.The first produces the insulated glass subassembly and the second assembles the final product.Distributors are the primary customer and are responsible for final delivery to the home-sites.In general,this industry is subject to seasonality following the construction s

17、eason.ImprovePurchased Parts Pull System Case Study11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。Bill Glass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1

18、9931997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。ImprovePurchased Parts Pull System Case Study12Replenishment Pull Case Study(Cont.)During Johns assessment of the raw glass procurement process,he conductedi

19、nterviews and uncovered the following information.uFrom the Master Scheduler:nMRP generates all orders and action messages for raw material once per weeknSchedule changes are common and probably drives excessive messagesnSafety stock is not used but excess inventory exists due to the large number of

20、 schedule changes.uFrom the Raw Material Commodity Buyer:nOnly 15 unique raw glass part numbersnLead time for the glass is 1 week(regardless of mix)and the supplier is very dependablenGlass supplier runs the glass for the window company about once per quarternGlass supplier has minimum shipment requ

21、irement of one truckload(20 containers 300 per container)nContainers are 4 x 2.5 and can be stacked 3 highnVarious order frequency used to order raw glass(no real strategy)ImprovePurchased Parts Pull System Case Study13补充拉系统案例约翰在评价玻璃原材料的采购过程时，访问了一些部门并得到以下信息：u从主计划:nMRP每周一次生成有关原材料的所有订货和行动信息 n计划变更很平常，可

22、能产生额外的信息n安全库存未使用，但过剩的在制存货由于大量的计划变更而存在。u从原材料采购处：n只有15种特定的原材料种类n玻璃的交货期为1周（不考虑混型），供应商可信度较高n玻璃供应商为WINDOWS公司，每季度生产一次n玻璃供应商最小发货量为一卡车（20箱每箱300块）n料箱尺寸是 4 x 2.5，最多可以码放3层料箱n玻璃原材料订货频次多变（没有固定的策略）ImprovePurchased Parts Pull System Case Study14Replenishment Pull Case Study(Cont.)uFrom the Insulated Glass Producti

23、on Manager:nProduction consists of 5 steps(cut,sort,wash,assemble,bake)nRun 3 shifts per daynSteps are connected via conveyors and therefore run synchronousnCycle time from glass cut to finished insulated unit is about 1 hournChangeover from 1 family to the next is about 2 hoursnCan cycle through th

24、e 15 families about once per weekuFrom the Warehouse ManagernIs currently about 40%efficient with floor space(based on the haphazard ordering)nEmploys 4 full time material handlers and 2 temporary cycle countersJohn first gathered some information on the raw material parts(Exhibit 1).He then perform

25、ed some high level analysis on the parts(Exhibit 2).This analysis should help him in identifying which parts make good candidates.ImprovePurchased Parts Pull System Case Study15补充拉系统案例u从绝缘玻璃生产经理：n生产包含5个步骤(裁切，分选，清洗，组装，烘烤)n每天分3班n工序是通过传输带运行，因此是同步运行n周转时间从裁切到成品产出为1小时n产品更换的换模时间为2个小时n15个系列产品可以每周循环生产一次u从仓库经

26、理：n目前空置率为40%（由于摆放顺序随意）n4个专职的搬运工人和2个临时统计员约翰首先收集到有关原材料的一些信息（表1），然后他又对原材料做了进一步的分析（表2），这些分析能帮助他识别最佳选择的零件。ImprovePurchased Parts Pull System Case Study16Exhibit 1PartADU (Units/Day)Current Order Frequency(Days)Lead Time(Days)Std CostCurrent On Hand$sA1,60010 5 5.00$96,000$B3,00010 5 8.00$288,000$C70010 5

27、 1.75$14,700$D1,20010 5 24.00$345,600$E1,0005 5 35.00$210,000$F2,0005 5 2.00$24,000$G15010 5 8.00$14,400$H2005 5 4.00$4,800$I11020 5 9.00$23,760$J80020 5 4.00$76,800$K8,50010 5 28.00$2,856,000$L17020 5 6.00$24,480$M4,30010 5 35.00$1,806,000$N2,50010 5 34.00$1,020,000$O1,5005 5 1.25$11,250$27,730 6,8

28、15,790$ADU=Average Daily UsageImprovePurchased Parts Pull System Case Study17表 1零件零件ADU(件件/天天)目前采购订货频目前采购订货频率率(天天)交货时间交货时间(天天)标准成本标准成本目前在手目前在手$sA1,60010 5 5.00$96,000$B3,00010 5 8.00$288,000$C70010 5 1.75$14,700$D1,20010 5 24.00$345,600$E1,0005 5 35.00$210,000$F2,0005 5 2.00$24,000$G15010 5 8.00$14,

29、400$H2005 5 4.00$4,800$I11020 5 9.00$23,760$J80020 5 4.00$76,800$K8,50010 5 28.00$2,856,000$L17020 5 6.00$24,480$M4,30010 5 35.00$1,806,000$N2,50010 5 34.00$1,020,000$O1,5005 5 1.25$11,250$27,730 6,815,790$ADU=平均日用量ImprovePurchased Parts Pull System Case Study18Exhibit 2PartADUStd CostABC CodeStanda

30、rd Deviation(last 12 months)S/X (last 12 months)K8,50028.00$A10000.13 M4,30035.00$A95002.30 N2,50034.00$B12000.70 E1,00035.00$B9001.10 D1,20024.00$B35003.00 B3,0008.00$C14000.40 A1,6005.00$C3000.20 F2,0002.00$C15000.85 J8004.00$C1250.15 O1,5001.25$C14001.20 C7001.75$C1500.20 G1508.00$C1201.10 L1706.

31、00$C2501.50 I1109.00$C5004.70 H2004.00$C2501.30 27,730 ImprovePurchased Parts Pull System Case Study19表 2零件零件ADU标准成本标准成本ABC 编码编码标准差标准差(最近个最近个12月月)S/X(最近最近12个月个月)K8,50028.00$A10000.13 M4,30035.00$A95002.30 N2,50034.00$B12000.70 E1,00035.00$B9001.10 D1,20024.00$B35003.00 B3,0008.00$C14000.40 A1,6005.0

32、0$C3000.20 F2,0002.00$C15000.85 J8004.00$C1250.15 O1,5001.25$C14001.20 C7001.75$C1500.20 G1508.00$C1201.10 L1706.00$C2501.50 I1109.00$C5004.70 H2004.00$C2501.30 27,730 ImprovePurchased Parts Pull System Case Study20AssumptionsAssumptionValueu1 truckload is the minimum requirementu1 case is the multi

33、ple requirementuWarehouse Space Efficiency60%uService factor for safety stock2uBeta for safety stock0.70uA order frequency5 daysuB order frequency10 daysuC order frequency40 daysImprovePurchased Parts Pull System Case Study21假设假设假设价值价值u最小需求量至少为1卡车u需求量必须是1 整箱数量的倍数u仓库空间效率60%u安全库存的服务水平2u安全库存的Beta值0.70u

34、“A”类订货频次5 天u“B”类订货频次10 天u“C”类订货频次40 天ImprovePurchased Parts Pull System Case Study22Presentation to the StaffuJohn continued to develop his proposal on the new pull system.Should all the parts go on pull?What risks are there with pull?What impact will this have on inventory?What impact will this hav

35、e on transactions?What measures should we use?uDevelop a 10 minute presentation to the staff on the process and impact of implementing a raw material pull system.The presentation must contain the following:nThe best part candidates to place on the new replenishment pull systemnThe number of transact

36、ions for the new system versus the old systemlCalculate impact to#of transactions(%increase or decrease)nThe size($s)of the glass inventory using replenishment pulllCalculate the maximum,minimum and average quantity of glass on-handlCalculate inventory$impact(%increase or decrease)nDetermine square

37、footage of floor space needed for the glass on pullnRecommend platform for generating the replenishment signalnIdentify key measures for the processnBe prepared to respond to the following questions:lDid you make any assumptions?lWhat logic did you use to exclude parts?ImprovePurchased Parts Pull Sy

38、stem Case Study23向员工介绍u约翰继续进行关于新拉系统的设想，是不是全部零件都要拉动？拉动的风险有哪些？对库存的影响有哪些？对定单的处理有哪些影响？应该用哪些指标衡量？u用10分钟时间向你的员工介绍实施拉系统的过程和影响，发表应包括以下内容：n在新系统中所包含的最合适应用拉动系统的零件n新系统对比旧系统的定单处理量l计算对定单处理量的影响(%增加或减少)n用于拉系统中玻璃库存的规模($s)l计算现有玻璃数量的最大、最小值、平均值l计算库存价值的变化（%增加或减少）n决定拉系统中库存玻璃的占用面积n建议的补充信号的可用平台（条件）n确定过程中的主要量测指标n准备回答下列问题：l你

39、是否使用了假设条件?l用了何种逻辑清除多余零件?ImprovePurchased Parts Pull System Case Study24Answer SheetMinimum Ship QuantityMultiple Ship QuantityLead Time in workdaysSquare Feet per containerContainers can be stacked 3 highCurrent Total Glass InventoryPartOn Hand$S/XOccurrencesOFADUBad Pull Part CandidatesImprovePurch

40、ased Parts Pull System Case Study25答案表最小发货数量多倍发货数量交货时间（工作日）每箱的面积可以码放3层的料箱数量目前玻璃合计库存零件零件在手在手$S/X发生发生订单频率订单频率ADU不利于拉动系统的零件ImprovePurchased Parts Pull System Case Study26Answer Sheet:Transactional Sizing DetailPart#Std CostADU (Units/Day)Standard DeviationABC CodeLead Time(Days)Current OF(Days)Proposed

41、 OF(Days)Current Trxns(per month)Proposed Trxns(per month)Pull PartsNon-Pull PartsTotal Trxns%ReductionImprovePurchased Parts Pull System Case Study27答案表:事务处理详细零件零件#标准成本标准成本ADU (件件/天天)标准差标准差ABC 代码代码交货时间交货时间(天天)目前订单 目前订单频率频率(天)(天)期望订单频率期望订单频率(天天)目前事目前事务处理务处理(每月每月)期望事务期望事务处理处理(每月每月)拉动零件非拉动零件全部事务处理全部事务

42、处理%减少减少ImprovePurchased Parts Pull System Case Study28Answer Sheet:Inventory Sizing CalculationsPull Candidates-Part#OF PartsLT PartsSS PartsMax On Hand Inv partsMin On Hand Inv PartsAvrg On Hand Inv PartsImprovePurchased Parts Pull System Case Study29答案表:库存规模计算适合拉动零适合拉动零件件#OF 零件零件LT 零件零件SS 零件零件最大现有

43、最大现有库存库存最小现有最小现有库存库存平均现有零平均现有零件库存件库存ImprovePurchased Parts Pull System Case Study30Answer Sheet:Inventory Space CalculationsPull CandidateMax parts roundedMin parts roundedAvrg parts roundedAvrg$s On Hand$s#of Containers#of RowsTotal Sq FtTOTALSImprovePurchased Parts Pull System Case Study31答案表:库存面积

44、计算适合拉动适合拉动零件零件#最大库存零最大库存零件数件数最小库存最小库存零件数零件数平均库存平均库存平均金平均金额额$s 现有$s 现有$s箱数箱数箱排数箱排数合计面合计面积积TOTALSImprovePurchased Parts Pull System Case Study32Answer Sheet:Inventory Space Calculations(Pull Parts)Pull CandidateMax parts roundedMin parts roundedAvrg parts roundedAvrg$s On Hand$s#of Containers#of RowsT

45、otal Sq FtTOTALSInventory reduction($s)%reduction from total glass inventoryImprovePurchased Parts Pull System Case Study33答案表:库存空间计算(拉动零件)库存降低库存降低($s)减少全部库存的百分比减少全部库存的百分比适合拉动适合拉动零件零件#最大库存零最大库存零件数件数最小库存最小库存零件数零件数平均库存平均库存平均金平均金额额$s 现有$s 现有$s箱数箱数箱排数箱排数合计面合计面积积TOTALSImprovePurchased Parts Pull System C

46、ase Study34Answer Sheet:Inventory Space Calculations(Non-Pull Parts)Bad Pull CandidateOrder QtyMax Qty Rounded#of Containers#of RowsTotal Sq FtTOTALSImprovePurchased Parts Pull System Case Study35答案表:库存空间降低(非拉动零件)不适合拉不适合拉动的零件动的零件订单数量订单数量最小库存最小库存件数件数箱数箱数箱排数箱排数合计面积合计面积TOTALSImprovePurchased Parts Pull

47、 System Case Study36Answer Sheet:Platform and MeasuresuSuggested Pull Platform?_uKey Measures:n n n n n n ImprovePurchased Parts Pull System Case Study37答案表:平台和量测u建议的拉动平台?_u关键的量测:n n n n n n ImprovePurchased Parts Pull System Case Study38TakeawaysuUnderstand the impact of Replenishment PulluUndersta

48、nd the steps and calculations for Replenishment PulluGain better knowledge in what performance measures are importantImprovePurchased Parts Pull System Case Study39总结u练习补充拉系统的实施u课堂讨论案例中可能的实施障碍及解决方法u获得在自己工作中应用的知识技能MeasureAnalyzeControlImproveLean Six SigmaInstructor Notesand Revision HistoryHiddenSli

49、deImprovePurchased Parts Pull System Case Study41Case AnswersMin Ship Quantity6,000Multiple Quantity300Lead Time in workdays5Square Feet per container10Containers can be stacked 3 high3Current Total Glass Inventory6,814,830$PartOn Hand$S/XOccurrencesOFADUD345,600$3.00 12101200I23,760$4.70 3020110M1,

50、806,000$2.30 151043002,175,360$Bad Pull Part CandidatesHiddenSlideWhere:ADU is based on a three month historical average,Standard Deviation and S/X are for 12 monthsOccurrences are the number of weeks where the part had usageThe Standard Deviation is calculated with respect to Average Daily UsageS/X