简洁微立体摩托赛车产品分析报告模板课件.pptx

1、managing a lean supply chainCASE STUDY on CASE STUDY on JENNYS CYCLE COMPONENTS JENNYS CYCLE COMPONENTS TiresWheelsFront ForkHandlebarsPowerSteel TubingWEIDING&CUT TUBINGDEGREASE&WELD CLEANPOWDERCOATINGFORK ASSEMBLYTIRE BALANCINGTRANSPORT&QUEUEDELIVERYHANDLABAR MOUNTINGWHEEL ASSEMBLY1.Several-Tire S

2、lowdown on Income2.JIT Strategy3.Special Order4.Limited Profitability5.Product Quality1Several Tires SupplierJIT StrategySpecial OrderSTATUS ANALYSIS01020304Keep core competitiveness Reduce CostTransfer risks to JCCIncrease efficiencynFocus on manufacturing processnKeep variety and innovation of pro

3、ductn Pay the loss of unpunctual deliveryn OEM only controls the first-tier-JCCn Variable cost Lower cost by the scale productionn Fixed cost Reduce inventory administration costWe should continue to keep this method1/STATUS ANALYSIS1.1/Several-Tire Supplier0102Affected by the upper and lower Suppli

4、ersAn aexclusive contractn An error of any tire will affect JCCn JCC only has one customer-OEMWe should seize the opportunity1/STATUS ANALYSIS1.1/Several-Tire Supplier1/STATUS ANALYSIS Less setup time Strong supplier relationships Obvious production priorities Lower inventory cost and fixed cost Hig

5、h efficiency Zero inventory Higher revenues based on the lower price and flexibility for satisfying incremental orders No buffer inventory Highly rely on the supply chain Potential stock outs at suppliers Potential overtime expenses from unanticipated ordersGeneral BenefitLimitationJITJCCBenefits th

6、at JCC cannot All of these cannot be avoid by JCC!Advantages outweigh the disadvantages，we should continue1/STATUS ANALYSIS1.2/JIT Strategy Financial Impact Non-financial Impact1/STATUS ANALYSIS10.1%9.7%7.6%6.4%201220132014special order16.4%14.6%10.5%8.9%201220132014special orderAlthough the profita

7、bility still declines,the pace of decrease slows down.Benchmark1/STATUS ANALYSIS1.3/Special Order Financial Aspects1.Profitability33282023201220132014special order17.415.711.412.1201220132014special orderAccepting the order can turn the falling trend of JCCs operating capacityBenchmark1/STATUS ANALY

8、SIS1.3/Special Order Financial Aspects2.Operating Capacity0.50.70.91.11.31.51.770.00%75.00%80.00%85.00%90.00%Expand production can continue to keep our good debt paying abilityFrom financial aspect,we suppose that accepting is sensible1/STATUS ANALYSIS1.3/Special Order Financial Aspects2.Debt Paying

9、 Ability Long-term and stable cooperation with OEM Enhance JCCs bargain power with OEM A new opportunity of expanding production and turning the difficult business dilemma Mitigate shareholders concern over JCCs declining profitabilityNonFinancialFrom non-financial aspect,we suppose that accepting i

10、s sensible1/STATUS ANALYSIS1.3/Special Order-Non-financial AspectsROE57.24%85.31%Return on assets10.51%14.63%Equity multiplier5.44675.8312Assets80,475,00075,135,000Long term liabilities31,000,00031,000,000Current liabilities34,700,00031,250,000Liabilities65,700,00062,250,000Sales111,000,000113,100,0

11、00Total assets turnover1.37931.5053Current assets44,965,00038,125,000Assets80,475,00075,135,000Long term assets35,510,00037,010,000Cash and cash equivalents15,000,00013,900,000Trade receivables,net13,500,0009,300,000Others6,765,0007,725,000Inventory9,700,0007,200,000Net Income8,454,22510,988,825Net

12、profit margin on sales7.62%9.72%Sales111,000,000113,100,000Cost of goods sold81,025,00079,025,000Freight-out4,900,0004,500,000Other operating expenses11,300,00012,000,000Provision for income taxes4,220,7755,486,175Non-operating expenses interest1,100,0001,100,000Cost&Expenses102,545,775102,111,175Co

13、st&Expenses102,545,775102,111,175Inventory9,700,0007,200,0001/STATUS ANALYSIS1.4/Financial Analysis DuPont Analysis2TiresWheelsFront ForkHandlebarsPowerSteel TubingWEIDING&CUT TUBINGDEGREASE&WELD CLEANPOWDERCOATINGFORK ASSEMBLYTIRE BALANCINGTRANSPORT&QUEUEDELIVERYHANDLABAR MOUNTINGWHEEL ASSEMBLYSupp

14、lyingDeliveringManufacturing2.1 Quality Management2.2 Supplier Evolution System2.3 Transfer price2.4 Bargain 2.5 JIT Information Sharing Platform2.6 Manufacturing Process Re-engineeringTiresWheelsFront ForkHandlebarsPowerSteel TubingWEIDING&CUT TUBINGDEGREASE&WELD CLEANPOWDERCOATINGFORK ASSEMBLYTIRE

15、 BALANCINGTRANSPORT&QUEUEDELIVERYHANDLABAR MOUNTINGWHEEL ASSEMBLY2/IMPROVEMENTOverview of Further Actions TiresWheelsFront ForkProblem 1:Problem 1:Unbalanced wheel/tire combination1/Tire Supplier:Afford Testing machine Bill$700/Unqualified unit2/Wheel Manufacturers:Balance testCurrent solutionsTesti

16、ng machine cost Direct labor Outcomes3:00 min Balance Test$2,000/min punishment3/Long-term Development:Open tendering Supplier evolution system If not,This would certainly solve current2/IMPROVEMENT2.1/Quality ManagementSupply ChainEntry PolicyQuality ControlProcessProductQuality Evaluation Quality

17、ControlFeedbackDBCA2/IMPROVEMENT2.1/Supplier Management-Long-term Supplying Evaluation System1.After-sale service2.Technical support time3.The main technical personnels1.The financial statements(nearly three years)2.Bank credit1.Product quality(nearly 2 years)2.Delivery time3.Supply price4.Market po

18、sition and reputation2/IMPROVEMENT2.1/Supplier Management-Long-term Supplying Evaluation SystemResult of evaluationgrade suppliersreward and punishment.This would certainly solve current2/IMPROVEMENT2.1/Supplier Management-Long-term Supplying Evaluation SystemWheelsFront ForkHandlebarsPowerSteel Tub

19、ingProductsProductsProductsProductsProductsQualifiedQualifiedQualifiedQualifiedQualifiedEvaluationEvaluationEvaluationEvaluationEvaluationTiresEvaluation2/IMPROVEMENT2.2/Quality Management-Long-term Total Quality Control00.050.10.150.20.2502468101214123456789 10 11 12 13 14 15 16 17 18 19 20 21 22 2

20、3 24 25 26 27 28 29 30 31Normal Distribution CurveFrequencyNormal Distribution Curve-3 Sigma3 SigmaThose data beyond the line of 3 Sigma are unqualified and need to be eliminated.6 Sigma Model 2/IMPROVEMENT2.2/Quality Management-Long-term Take measurement Define the problem Analyse the reason Making

21、 solution Make conclusion Adjust planning Control the process Check the result 2/IMPROVEMENT2.2/Quality Management-Long-term PDCA CirculationTiresWheelsFront ForkHandlebarsPowerSteel Tubing2/IMPROVEMENT2.3/Transfer PriceProblem 2:Missed scheduled deliveries due to the filled Problem 2:Missed schedul

22、ed deliveries due to the filled orders orders If the external orders+JCCs order doesnt excess handlebars capacity:If orders from external part and JCC excess handlebars capacity within 1,000 units:If orders from external part and JCC excess handlebars capacity within 2,000 unitsNumbers of orders exc

23、ess handlebars capacityTransfer PriceLowest priceHighest price0801250100089.51251000200089.25125Transfer Price External Market Price$80+$0/33750$80+($125-$80)*100033750Transfer Price$80+($125-$80)*200033750Transfer Price External Market Price External Market PriceHANDLEBARS UNIT COST INFORMATION2015

24、(Estimated)Selling price to outside customers*$135Variable Cost*80Contribution Margin$45Based on the industry average level2/IMPROVEMENT2.3/Transfer Price02040608010012014005001000150020002500300035004000Transfer priceExcess AmountTransfer priceTransfer priceMaximize Price(market price)2/IMPROVEMENT

25、2.3/Transfer PriceProblem 3:Problem 3:Price concessions of$200 per unitFeasibilityp Scale effect of one type product easy to bargainp Transfer price within reasonable rangeJCCS UNIT COST INFORMATION（2015）Materials Steel tubing 200.00 Front fork 650.00 Wheel set(front and rear)700.00 Tires 350.00 Han

26、dlebars 125.00 2,025.00 Direct labor 13.33 Overhead 112.50 Depreciation(Generally fixed in total)550.00 Total unit cost 2,700.83 190.00600.00700.00350.00120.001920.001920.00 After bargaining:Steel tubing:$190=200*(1-5.4%)Front fork:$600=650*(1-5.4%)OutcomesRange of unit cost Normally$15/unit(0.56%)B

27、argain$65/unit (2.4%)2/IMPROVEMENT2.4/BargainEDIEDIEDIEDIEDI2/IMPROVEMENT2.5/JIT Sharing System2/IMPROVEMENT2.5/JIT Sharing SystemJCCS Planned Order ScheduleSeason 1/2/3/4Type of frame geometriesPlannedOrdersSteel Tubing Front Fork Handlebar TypeWheel TypeTire SpecificationsSport bikes38009375937538

28、0038001500/2000/300Cruising bikes2775277527751075/700/1000Retro bikes2800280028001200/700/7002/IMPROVEMENT2.5/JIT Sharing System2/IMPROVEMENT2.5/JIT Sharing SystemPurchase plan achievedSafety inventoryPurchase order achievedCustomer satisfactionInformation Synchronization2/IMPROVEMENT2.5/JIT Sharing

29、 SystemBenefits of such solution:Time Efficiency Cost (Inventory+Equipment)Missed schedule unpunctual delivery Mistakes Limitation of JIT 1.No buffer inventory2.Highly rely on the supply chain3.Potential stock outs at suppliers4.Flexibility for satisfying incremental ordersSolveSolveSolveGetThis wou

30、ld certainly solve current2/IMPROVEMENT2.5/JIT Sharing SystemInvestment in PPEFailure in current years.Inefficiency！Working OvertimeFinancial:Be paid at 150%Direct labor/unit$0.74 Net income 15.56%Non-financial:Workload+Pressure Improvement of product line Capacity?Two Stage:1/Reduce TIRE BALANCING

31、TIME2/Combine STEP4 and STEP 5 201430,000 units201533,750 unitsThis would certainly solve current2/IMPROVEMENT2.5/JIT Sharing SystemThree ApproachesCUT TUBINGCUT TUBING0:300:30WEIDING SETUP TIMEWEIDING SETUP TIME0:150:15WEIDING PROCESS TIMEWEIDING PROCESS TIME3:153:15WELD CLEAN UPWELD CLEAN UP2:002:

32、00DEGREASE&POWDER COAT PREPDEGREASE&POWDER COAT PREP0:300:30POWDER COATING PRECESS TIMEPOWDER COATING PRECESS TIME3:003:00FORKFORK ASSEMBLY PROCESS TIMEASSEMBLY PROCESS TIME1:451:45TIRE BALANCING PROCESS TIMETIRE BALANCING PROCESS TIME3:003:00HANDLABAR MOUNTING PROCESS TIME -HANDLABAR MOUNTING PROCE

33、SS TIME -1:301:30TRANSPORT TO LOADING QUEUETRANSPORT TO LOADING QUEUEFOR JIT JIS DELIVERYFOR JIT JIS DELIVERYWHEELWHEEL ASSEMBLY PROCESS TIMEASSEMBLY PROCESS TIME2:152:150102030405060708CUT TUBINGCUT TUBING0:300:30WEIDING SETUP TIMEWEIDING SETUP TIME0:150:15WEIDING PROCESS TIMEWEIDING PROCESS TIME3:

34、153:15TIRE BALANCING PROCESS TIMETIRE BALANCING PROCESS TIME3:003:00FORKFORK ASSEMBLY PROCESS TIMEASSEMBLY PROCESS TIME&WHEEL&WHEEL ASSEMBLY PROCESS TIMEASSEMBLY PROCESS TIME2:152:152/IMPROVEMENT2.6/Manufacturing Process Re-engineeringStepProcessTime（minutes）1Cut and assemble the tubes.4:002Clean up

35、 the welds,degrease,and prepare for powder coat.2:303Perform powder coating.3:004Assemble the fork.1:455Balance the tires.3:006Attach the wheels/tires.2:157Mount the handlebars.1:308Load the frames for transport.OUTCOMES:Processing Time:4:45 minMinimized the decreasing profits2/IMPROVEMENT2.6/Manufa

36、cturing Process Re-engineering2.deliveringOverall EDI:2.2 JIT Information Sharing Platform3.manufacturing2.3 Product Line Reorganization1.Supply Chain1/Quality Problem2/Missed Schedule2/Increasing Inventory1/Unpunctual Delivery 2.1-1 Supplier Evaluation System2.1-2 Total Quality Control(TQC)Six Sigm

37、a+PDCA Circulation2.1-3 Transfer PriceOther issues:Appendix:Cost ControlIncreased Cost2/Declining profitability1/Limited productivityRecommendationProblemsSourcesTire/WheelHandlebarSecond-tire SupplierSteel Tubing,Front FrockCapacity2/IMPROVEMENT3The Unit Cost SituationFinancial Factors Improvements

38、Financial StatementsBalanced Score CardJCCS UNITJCCS UNIT COST INFORMATION COST INFORMATION（20152015）Materials201420142015 After Improvement2015 After Improvement Steel tubing 200.00 190.00 Front fork 650.00 600.00 Wheel set(front and rear)700.00 700.00 Tires 350.00 350.00 Handlebars 125.00 120.00 2

39、,025.00 1960.00Direct labor 13.33 9.78Overhead 112.50 112.50Depreciation(Generally fixed in total)550.00 488.89Total unit cost 2,700.83 2571.17$10$50$5$3.55$129.66The unit cost would reduce,indicating a lower cost of goods sold and a higher profit.3/FINAL RESULT3.1/Unit Cost Information14.60%10.50%1

40、2.15%201320142015Return on Assets9.70%7.60%7.06%201320142015Net Profit Margin2015 before improvementThe profits would stop the downward trend3/FINAL RESULT3.2/Financial Factors-Profitability0.50.70.91.11.31.51.770.00%75.00%80.00%85.00%90.00%Creditors would be satisfied with the results3/FINAL RESULT

41、3.2/Financial Factors-Debt Paying AbilityJCCS INCOME STATEMENT（Years Ended Dec.31）2014(In millions)2015(In millions)Sales111118.1Cost of goods sold81 86.7 86.7 Gross margin 29.9 31.4 31.4 Operating expenses:Freight-out4.9 5.9Research and development2.8 2.8 General and administrative8.58.5Total opera

42、ting expenses16.217.217.2Operating income13.814.2Non-operating expenses interest1.11.1Income before taxes12.713.1Provision for income taxes4.24.3 Net income8.48.48.8 8.8 3/FINAL RESULT3.3/Financial StatementsJCCs Statement of Financial Position（Years Ended December 31）Increase(Decrease)ASSETS2014(In

43、 Millions)2015(In Millions)Percentage%Current Assets Cash and cash equivalents152567%Trade receivables,net13.518.436%Inventory9.72.0-79%Prepaid expenses0.50.57%Deferred tax assets6.36.76%Total current assets44.952.617%Property and Equipment Land and buildings12120%Property and equipment57.557.50%Les

44、s:Accumulate depreciation3955.542%Goodwill550%Total Assets80.471.6-11%LIBILITIES AND OWNERS EQUITYCurrent Liabilities Accounts payable97.3-19%Accrued expenses2516.6-34%Income taxes payable0.70.746%Total current liabilities34.724.7-29%Notes payable31310%Total Liabilities65.755.7-15%Shareholders Equit

45、y Common stock110%Retained earnings13.715.915%Total Shareholders Equity14.817.114%3/FINAL RESULT3.3/Financial StatementsJCCs Statement of Financial Position（Years Ended December 31）Increase(Decrease)ASSETS2014(In Millions)2015(In Millions)Percentage%Current Assets Cash and cash equivalents152567%Tra

46、de receivables,net13.518.436%Inventory9.72.0-79%2014(In Millions)2015(In Millions)Percentage%Shareholders Equity Common stock110%Retained earnings13.715.915%Total Shareholders Equity14.817.114%In conclusion,the financial results are satisfying3/FINAL RESULT3.3/Financial Statements4/Financial Perspec

47、tive1/Learning&Growth3/Customer Perspective2/Internal process3/FINAL RESULT3.4/Balanced Score Card1/Learning&GrowthStrategic ObjectiveMeasurements20142015L1:New productR&D cost2,800 2800L2:Improve workers skillsHours of training/month4 5L3:Employee Satisfactionbonus per extra working hours($)10 10.5

48、2/Internal processStrategic ObjectiveMeasurements20142015P1:Reduce InventoryInventory as a%of sales8.7%1.7%P2:Delivery On-timeTimes of missed schedule15 7Total Penalty of missed schedule($)300,000 100,000P3:Increase Productivity Capacity30,000 33750P4:Product QualityNumbers of defects of the year1,0

49、00 8003/FINAL RESULT3.4/Balanced Score Card4/FinancialStrategic ObjectiveMeasurements20142015F1:Considerable ProfitabilitySales(In millions)111118Net Profit(In millions)8.48.8F2:LiquidityInventory Turnover11.4459F3:Good market valueDividend yield ratio81.64%80.02%3/CustomerStrategic ObjectiveMeasure

50、ments20142015C1:Market Share%of Market Share0.9%1.0%C2:Customer SatisfactionCustomers compliant times all year158C3:Increasing ordersOrder numbers30,000 337503/FINAL RESULT3.4/Balanced Score CardThe non-financial measurements would also indicate a better condition4/Financial Perspective1/Learning&Gr