精益生产之采购件拉系统案例分析PurchasedPartsPull

1、Purchased Parts Pull System Case StudyBackground of Case StudyPresentation of Case Study ResultsClass Discussion of Case StudyRD011402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RD011402Lean Six Sigma Improvement Process Road MapAnalyzeControlImproveDefineIdentify ProblemDevelop List of CustomersDevelop Lis

2、t of CTQs from Voice of the CustomerFinalize Project Focus and Key MetricsComplete PDFMeasureMap Business ProcessMap Value StreamDevelop DataCollection PlanConduct MeasurementSystem AnalysisCollect DataConduct Process Capability AnalysisAnalyzePropose Critical XsPrioritize Critical XsVerify Critical

3、 XsEstimate the Impact of Each X on YQuantify the OpportunityPrioritize Root CausesConduct Root Cause Analysis on Critical XsImproveCritical Xs ConfirmedDevelop Potential SolutionsSelect SolutionOptimize SolutionPilot SolutionControlImplement Process Changes and Controls Write Control PlanCalculate

4、Final Financial/Process MetricsTransition Project to Future OwnersIdentify Project Translation OpportunitiesMeasureDefineProject ID ToolsProject Definition FormNet Present Value Analysis Internal Rate of Return Analysis Discounted Cash Flow Analysis PIP Management ProcessRACIQuad ChartsProcess Mappi

5、ngValue AnalysisBrainstormingMulti-Voting TechniquesPareto ChartsC&E/Fishbone DiagramsFMEACheck SheetsRun ChartsControl ChartsGage R&RCp & CpkSupplyChainAccelerator AnalysisMulti-VariBox PlotsInteraction PlotsRegressionANOVAC&E MatricesFMEABrainstormingPull SystemsSetup ReductionTPMProcess FlowBench

6、markingAffinityDOE Hypothesis TestingForce FieldTree DiagramsGantt ChartsCheck SheetsRun ChartsHistogramsScatter DiagramsControl ChartsPareto ChartsInteractive ReviewsPoka-YokeRevised 1-12-02.Learning ObjectivesLearn how to review a case study with basic data and make improvement suggestionsLearn th

7、e basic steps and calculations to present a Lean solutionUnderstand all the possible Pull Platforms and how they would apply in this case studyDetermine the required measures for performance growthPractice presentation skills.课程目的学习如何评价案例中的根本数据及提出改良建议学习发表精益处理方案的根本步骤和计算方法了解一切能够的拉动平台以及如何运用在该案例分析中确定绩效提

8、高的评价目的练习发表的技巧.Whats in It for Me?Practice Replinishment Pull implementationDiscuss with the class all the possible barriers and solutions for the case studyGain understanding to apply in your environment.我学到了什么?练习补充拉系统的实施课堂讨论案例中能够的实施妨碍及处理方法了解在本人任务中运用的知识技艺.Replenishment Pull Case StudyReplenishment P

9、ull 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 raw material while reducing inventory. By reducing labor required to man

10、age 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 Procurement.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，我希望在玻璃原资料方面实施补充拉系统。我的目的是降低库存的同时减少资料管理的任务

11、量。经过减少管理原资料的劳动量，我们可以集中精神处置其他棘手的零件。我希望在下周向我们的员工展现详细的方案。John Smith采购战略经理.Replenishment Pull Case Study (Cont.)John sat in his Dallas, TX 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 bee

12、n struggling to manage the material needed for production. The result has been an increase in part shortages and inventory. Although excited 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 replen

13、ishment pull systems.Bill Glass founded Windows-R-Us in 1988. The company produces windows for the new home segment of the window industry. The 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

14、 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 consists of two manufacturing areas. The first produces the insulated glass subassembly and the second assembles the final product. Distributors are the pr

15、imary customer and are responsible for final delivery to the home-sites. In general, this industry is subject to seasonality following the construction season.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，思索着他自成为采购战略经理以来所面临的几个问题。由于最近的人员精简，他的部门正在为保证消费需求的资料而努力着，但结果往往是零件供应短缺或库存过多，虽然最近处理了一些问题，但是他还是担忧本人能否有设计和实施拉系统的才干，侥幸

16、的是，他刚刚参与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。公司消费家装窗户。公司消费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19931997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消费。达拉斯的制造厂包括两个制造部门，第一个部门消费绝缘玻璃分装配，第二个部门组装最终的产品，经销商是第一位的客户并担任最终将产品交付到用户手中，普通情况下，该产业受建筑业季节性变化影响。.Replenishment Pull Case Study (Cont.)During Johns as

17、sessment of the raw glass procurement process, he conductedinterviews and uncovered the following information.From the Master Scheduler:MRP generates all orders and action messages for raw material once per weekSchedule changes are common and probably drives excessive messagesSafety stock is not use

18、d but excess inventory exists due to the large number of schedule changes.From the Raw Material Commodity Buyer:Only 15 unique raw glass part numbersLead time for the glass is 1 week (regardless of mix) and the supplier is very dependableGlass supplier runs the glass for the window company about onc

19、e per quarterGlass supplier has minimum shipment requirement of one truckload (20 containers 300 per container)Containers are 4 x 2.5 and can be stacked 3 highVarious order frequency used to order raw glass (no real strategy).补充拉系统案例约翰在评价玻璃原资料的采购过程时，访问了一些部门并得到以下信息：从主方案:MRP每周一次生成有关原资料的一切订货和行动信息 方案变卦很

20、平常，能够产生额外的信息平安库存未运用，但过剩的在制存货由于大量的方案变卦而存在。从原资料采购处：只需15种特定的原资料种类玻璃的交货期为1周不思索混型，供应商可信度较高玻璃供应商为WINDOWS公司，每季度消费一次玻璃供应商最小发货量为一卡车20箱每箱300块料箱尺寸是 4 x 2.5 ，最多可以码放3层料箱玻璃原资料订货频次多变没有固定的战略.Replenishment Pull Case Study (Cont.)From the Insulated Glass Production Manager:Production consists of 5 steps (cut, sort, w

21、ash, assemble, bake)Run 3 shifts per daySteps are connected via conveyors and therefore run synchronousCycle time from glass cut to finished insulated unit is about 1 hourChangeover from 1 family to the next is about 2 hoursCan cycle through the 15 families about once per weekFrom the Warehouse Mana

22、gerIs currently about 40% efficient with floor space (based on the haphazard ordering)Employs 4 full time material handlers and 2 temporary cycle countersJohn first gathered some information on the raw material parts (Exhibit 1). He then performed some high level analysis on the parts (Exhibit 2). T

23、his analysis should help him in identifying which parts make good candidates.补充拉系统案例从绝缘玻璃消费经理：消费包含5个步骤 (裁切，分选，清洗，组装，烘烤)每天分3班工序是经过传输带运转，因此是同步运转周转时间从裁切到废品产出为1小时产品改换的换模时间为2个小时15个系列产品可以每周循环消费一次从仓库经理：目前空置率为40%由于摆放顺序随意4个专职的搬运工人和2个暂时统计员约翰首先搜集到有关原资料的一些信息表1，然后他又对原资料做了进一步的分析表2，这些分析能协助他识别最正确选择的零件。.Exhibit 1ADU

24、=Average Daily Usage.表 1ADU=平均日用量.Exhibit 2.表 2.AssumptionsAssumptionValue1 truckload is the minimum requirement1 case is the multiple requirementWarehouse Space Efficiency60%Service factor for safety stock2Beta for safety stock0.70A order frequency5 daysB order frequency10 daysC order frequency40 d

25、ays.假设假设价值最小需求量至少为1卡车需求量必需是1 整箱数量的倍数仓库空间效率60%平安库存的效力程度2平安库存的Beta值0.70“A 类订货频次5 天“B 类订货频次10 天“C 类订货频次40 天.Presentation to the StaffJohn 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? W

26、hat impact will this have on transactions? What measures should we use? Develop 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:The best part candidates to place on the new replenishment pull syst

27、emThe number of transactions for the new system versus the old systemCalculate impact to # of transactions (% increase or decrease)The size ($s) of the glass inventory using replenishment pullCalculate the maximum, minimum and average quantity of glass on-handCalculate inventory $ impact (% increase

28、 or decrease)Determine square footage of floor space needed for the glass on pullRecommend platform for generating the replenishment signalIdentify key measures for the processBe prepared to respond to the following questions:Did you make any assumptions?What logic did you use to exclude parts?.向员工引见约翰继续进展关于新拉系统的想象，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？对定单的处置有哪些影响？应该用哪些目的衡量？ 用10分钟时间向他的员工引见实施拉系统的过程和影响，发表应包括以下内容：在新系统中所包含的最适宜运用拉动系统的零件新系统对比旧系统的定单处置量计算对定单处置量的影响 (% 添加或减少)用于拉系统中玻璃库存的规模 ($s) 计算现有玻璃数量的最大、最小值、平均值计算库存价值的变化% 添加或减少决议拉系统中库