精益生产之补充拉系统replenishment_pull_systems(中英文对照)

Replenishment Pull Systems,Manufacturing Pull SystemsPurchase Pull SystemsBuffer LocationsPull System PlatformsManual vs. ElectronicPull Systems: Handling SeasonalityPerformance MeasuresAppendix,RD010402,补充拉系统,制造拉系统采购拉系统缓冲场所拉系统平台手动 vs. 电子拉系统：操作的季节性绩效量测附录,RD010402,Replenishment Pull Systems,3,Lean Six Sigma Improvement Process Road Map,Analyze,Control,Improve,DefineIdentify ProblemDevelop List of CustomersDevelop List of CTQs from Voice of the CustomerFinalize Project Focus and Key MetricsComplete PDF,MeasureMap Business ProcessMap Value StreamDevelop DataCollection PlanConduct MeasurementSystem AnalysisCollect DataConduct Process Capability Analysis,AnalyzePropose Critical XsPrioritize Critical XsVerify Critical XsEstimate the Impact of Each X on YQuantify the OpportunityPrioritize Root CausesConduct Root Cause Analysis on Critical Xs,ImproveCritical Xs ConfirmedDevelop Potential SolutionsSelect SolutionOptimize SolutionPilot Solution,ControlImplement Process Changes and Controls Write Control PlanCalculate Final Financial/Process MetricsTransition Project to Future OwnersIdentify Project Translation Opportunities,Measure,Define,Project ID ToolsProject Definition FormNet Present Value Analysis Internal Rate of Return Analysis Discounted Cash Flow Analysis PIP Management ProcessRACIQuad Charts,Process MappingValue AnalysisBrainstormingMulti-Voting TechniquesPareto ChartsC&E/Fishbone DiagramsFMEACheck SheetsRun ChartsControl ChartsGage R&R,Cp & CpkSupplyChainAccelerator AnalysisMulti-VariBox PlotsInteraction PlotsRegressionANOVAC&E MatricesFMEA,BrainstormingPull SystemsSetup ReductionTPMProcess FlowBenchmarkingAffinityDOE Hypothesis TestingForce FieldTree DiagramsGantt Charts,Check SheetsRun ChartsHistogramsScatter DiagramsControl ChartsPareto ChartsInteractive ReviewsPoka-Yoke,Revised 1-12-02,Replenishment Pull Systems,4,Learning Objectives,Introduction to Replenishment Pull SystemsLearn the benefits and applicationsKnow the difference between a Manufacturing Pull System vs. a Purchase Pull SystemUnderstand key Pull parameters and calculationsIntroduction to the Pull PlatformsKnow the key buffer locations within a process,Replenishment Pull Systems,5,学习目的,介绍补充拉系统学习补充拉系统的好处和应用了解制造拉系统和采购拉系统的区别理解拉系统的关键参数及计算方法介绍拉系统的平台了解流程中关键缓冲点的位置,Replenishment Pull Systems,6,Whats in It for Me?,Understand what Replenishment Pull is and make applications to your environmentGain understanding on the many types of Pull Systems,Replenishment Pull Systems,7,我学到了什么?,了解补充拉系统并并应用于您的工作环境中对各种类型的拉系统增进了解,Replenishment Pull Systems,8,Introduction,Replenishment Pull Systems establishes strategically located buffers of parts within a process.Raw materialManufactured partsPurchased partsFinished goodsDe-couples the supplying process from the consuming process via the buffer inventory.Part replenishment is “triggered” based on consumption versus net requirements.Future requirements help establish buffer sizing, not actual material release.,Replenishment Pull Systems,9,介绍,补充拉系统在流程中关键的地方建立了零部件的缓冲区.原材料制造零件采购零件成品通过缓冲库存将供应过程和消耗过程联系起来.零件的补充是基于消耗的实际需求而被触发的.未来需求帮助确定缓冲量的大小，而不是决定于实际材料的发放.,Replenishment Pull Systems,10,Replenishment Pull System Benefits,Efficiency: A pull system can attain the same throughput as a push system with less average WIP (and therefore, a shorter cycle time).Ease of Control: Pull systems rely on setting easily controllable WIP levels, versus release rates for push systems (maintaining constant throughput is much more difficult).Robustness: Pull system performance is degraded much less by errors in WIP levels than by a comparable percent error in throughput.Quality Improvement: Low WIP (and associated cycle time) systems are more sensitive to quality (and therefore force problem resolution) and facilitate it (by improving feedback and learning cycles).,Replenishment Pull Systems,11,补充拉系统的好处,效率: 一个拉系统可以获得和推系统一样的产能而平均WIP水准却更少 (因此，周期时间更短).易于控制: 和推系统的放料相比，拉系统依靠设置更容易控制WIP水平 (推系统难以保证更持续稳定的产能).敏锐性: 拉系统对比推系统在同样的WIP水平差错更少.质量改善: 底WIP（与周期时间相关联）系统对于质量（因为要压迫问题解决）更加敏感且有助于推动它（通过改善反馈和学习周期）.,Replenishment Pull Systems,12,Replenishment Pull System Design Drivers,Component parts have different “characteristics”Dollar volume varies part to part, drives need for part stratification (impacts order frequency)Demand profiles (peaks and valleys), or variability, is different for different partsLead time (replenishment time) varies part to partDemand is dynamic and changes over timeSeasonality, ramp up/down, engineering changes drive need to resize Kanban system (typically monthly)Design trade-offs manage riskSafety stock (designed as protection against variability), reduces part shortages but increases inventoryHolding semi-finished inventory volume smoothes demand at that buffer, but adds cycle time,Replenishment Pull Systems,13,补充拉系统的设计驱动因素,各零部件具有不同的“特征”零件与零件间的价值量不同，使零件需求层次不同（影响订货频率）需求轮廓（高峰和低峰），或变化因零件不同而不同交货期（补充时间）件与件的不同需求是动态的，且随时间的变化而变化季节性的、需求上升/下降、工程变更等需要调整看板系统（一般为月度调整）设计协定，管理风险安全库存 (为预防变化性而设计), 减少零件短缺但增加了库存保留半成品库存，虽然让需求在缓冲区流动平滑，但是增加了周期时间,Replenishment Pull Systems,14,When to Use Replenishment Pull,Lead time is greater than customer expectation windowRepetitive product offeringRelatively consistent demand (low variability)Note: Generic Pull systems should always be used when a replenishment pull system is implemented.,Replenishment Pull Systems,15,何时使用补充拉系统,交货期比客户期望的大得多反复性的产品供应相对稳定的需求（底变异）注: 当补充拉系统被采用时，普通拉系统必定也是在使用的.,Replenishment Pull Systems,16,Manufacturing Pull vs. Purchase Pull Key Differences,Purchase Pull SystemExternally controlledMultiple suppliers and locationsControlled by min order quantitiesContinual communication to vendors to address cost and shipping issuesReliance on vendor(s) for shipping frequency and ordered quantities,Manufacturing Pull SystemInternally controlledOne supplier and one locationControlled by manufacturing processInternal daily communication to address issuesReliance on internal resources for changes (quantities, priority of shop orders, etc.),Replenishment Pull Systems,17,制造拉系统和采购拉系统的主要不同,采购拉系统外部控制多个供应商和供应位置以最小的订单数量控制不断的与供应商交流，忙于成本和交货事宜依赖于供货方的交货频率和数量,制造拉系统内部控制一个供应商和一个供货地点通过制造流程来控制内部的日常交流来解决问题依赖于内部资源的变化（质量、车间内部指令等）,Replenishment Pull Systems,18,Replenishment Pull System Parameters,There is virtually no difference in the supporting pull system calculations for the two types of parts, but we present them separately for clarity.,Manufacturing Pull SystemsDemandManufacturing Cycle Time (MCT)Cycle Time Interval (CTI)Safety Stock (SS),Purchase Pull SystemDemandLead Time (LT)Order Frequency (OF)Safety Stock (SS),Replenishment Pull Systems,19,补充拉系统的参数,事实上，对于这两种类型的拉系统计算并没有本质的区别，这里为了识别清楚而分开,制造拉系统需求制造周期时间(MCT)周期时间间隔 (CTI)安全库存 (SS),采购拉系统需求交货期 (LT)订单频率 (OF)安全库存 (SS),ManufacturingPull Systems,制造拉系统,Replenishment Pull Systems,22,Manufacturing,StrategicBuffer(On-Site),3-4 WeekManufacturing Cycle Time,2 Week“Customer Expectation”,Replenishment Signal,Consumption,Manufacturing Pull System,Based on consumptionOn-hand quantity function of demand variability, lead time, order frequency, desired service levelPart shortages and expediting reduced Inventory reduced (better mix),Replenishment Pull Systems,23,生产制造,战略缓冲,3-4 周制造周期时间,2 周“客户的期望”,补充信号,消耗,制造拉系统,补充基于消耗现有数量与需求变量、交货时间、订单频次、期望的服务水平成函数关系零件短缺减少/消除 库存减少（更合理的产品组合）,Replenishment Pull Systems,24,Manufacturing Pull System Parameters,Demand (average weekly or average daily usage)Based on either history, forecast (backlog) or combinationRecalculated frequently in order to capture changes in trendsManufacturing Cycle Time (MCT)Time from when a release (work order) is sent to the manufacturing floor until parts are received (replenishment time)Cycle Time Interval (CTI)Represents the frequency (days), that a specific part is manufactured - drives the order quantity (batch size) that we would like to buildChanging CTI allows trade-offs between transactions, capacity and inventorySafety Stock (SS)Parts required to compensate for variation (i.e., demand, quality, downtime),Replenishment Pull Systems,25,制造拉系统的参数,需求 (平均每周或平均每天的用量AWU或ADU)基于历史、预测（订单）或两者的结合多次计算以掌握变化的趋势制造周期时间(MCT)从工单发出到制造车间开始，直到收到零件（补充时间）的时间周期时间间隔 (CTI)表示某一零件的制造频率（天），驱动我们将要制造的订货数量（批数量）改变CTI允许在交易、能力和库存间平衡安全库存 (SS)为预防变化（如需求、质量、停机）而设置的零件需求,Replenishment Pull Systems,26,Demand (DMD),DMD is the usage over a period of time. Ensure that the demand is calculated in the same units as the other components (i.e., weeks, days, etc.).,One has to be careful when using only historical usage for average demand as it may not reflect coming changes in the business - i.e., product mix, volume increases, etc. Typically, some combination of:Historical UsageForecasted DemandLook Ahead Windoware used if the parts see seasonality or other volume swings. DMD is usually the most difficult number to pin down in pull calculations.,Replenishment Pull Systems,27,需求(DMD),DMD 是指某段时间内的用量，确保需求的计算和其他零件的计算使用相同的单位 (如周、天等).,需要注意的是当用以往用量做为平均需求时，可能不能反映出未来的业务变化-如：产品种类、需求量增加时、一般的应用组合为：历史的用量预测的需求未来的趋势用来发现季节性或其他原因的产量变化，DMD通常是拉系统中计算最困难的数据.,Replenishment Pull Systems,28,Manufacturing Cycle Time (MCT),MCT is the time from work release into the manufacturing process until completion/movement into shipping/finished goods. It is measured as:It is very important to confirm that the MCT calculation above holds true via a sampling of historical work order data from the shop floor.,Replenishment Pull Systems,29,制造周期时间 (MCT),MCT 是从工作指令发出到制造工序中，直到完成后续工序或成品为止的时间，计算如下:这里非常重要的一点是要确认使用从现场收集的真实数据而不是以往的抽样数据.,Replenishment Pull Systems,30,MCT,Exits = 30 units/day,WIP = Sum of all Inventory within Physical work area = 100 units,MCT = 100 units/30 units per dayMCT = 3.3 days,Manufacturing Cycle Time (MCT),Replenishment Pull Systems,31,MCT,Exits = 30 units/day,WIP = 在实际工作区域里的库存总数 = 100 units,MCT = 100 units/30 units per dayMCT = 3.3 days,制造周期时间 (MCT),Replenishment Pull Systems,32,Cycle Time Interval (CTI),CTI is the frequency that a specific part is manufactured (drives batch size or order quantity). It is measured as:,Replenishment Pull Systems,33,周期时间间隔 (CTI),CTI 是某个零件被生产的频率 (驱动批数量或订单数量). 计算如下:,Replenishment Pull Systems,34,A,B,A,C,A,B,CTI (A),CTI (B),Raw Material,Finished Goods,100,100,100,DmdA = 15units/day,BatchA = 20YieldA = 90%,CTIA CTI = (20 units x .90)/15 units per day = 1.2 daysCTIB CTI = (10 units x .90)/10 units per day = 0.9 daysCTIC CTI = (15 units x .95)/5 units per day = 2.85 days,Calculating Cycle Time Interval (CTI),DmdB = 10 units/day,BatchB = 10YieldB = 90%,DmdC = 5 units/day,BatchC = 15YieldC = 95%,Replenishment Pull Systems,35,A,B,A,C,A,B,CTI (A),CTI (B),原材料,成品,100,100,100,需求A = 15units/day,批A = 20良品率A = 90%,CTIA CTI = (20 units x .90)/15 units per day = 1.2 daysCTIB CTI = (10 units x .90)/10 units per day = 0.9 daysCTIC CTI = (15 units x .95)/5 units per day = 2.85 days,计算周期时间间隔 (CTI),需求B = 10 units/day,批B = 10良品率B = 90%,需求C = 5 units/day,批C = 15良品率C = 95%,Replenishment Pull Systems,36,Demand,Demand,Safety Stock (SS),SS is product required to guard against:Process VariabilityDemand VariabilityLead Time / MCT VariabilityQuality Problems,Replenishment Pull Systems,37,Demand,Demand,安全库存 (SS),SS是为对付下列情况的产品需求而设定的 :过程变化需求变化交货期 / MCT 变化质量问题,Replenishment Pull Systems,38,Safety Stock (SS),SS is a function of:Demand variability (standard deviation: )Desired service level (stock out coverage)Manufacturing Cycle Time (MCT)Manufacturing on-time performance ()There are many ways to calculate safety stock, we will use one based on empirical computations and experience. Key Assumption: The demand profile is normally distributed.,50%,84%,98%,50% + ,50% + ,Safety Stock = *service level*(MCT),where = 0.7,Coefficient Variation = s/x,Replenishment Pull Systems,39,安全库存 (SS),SS 是下列因素的函数:需求变化 (标准偏差: )期望的服务水准 (库存不短缺的覆盖面积)制造周期时间(MCT)制造时间的准时率 ()有多种方法计算安全库存，我们这里使用其中一种经验公式. 重要假定: 需求形式遵循正态分布。,50%,84%,98%,50% + ,50% + ,安全库存 = *服务水准*(MCT),这里 = 0.7,变异系数CV = s/x=Sigma/Average Demand（CV1.33, 用时间表示，详见W306 Generic Pull System章节,纵轴是顾客需求量,横轴是时间序列,Replenishment Pull Systems,40,Safety Stock (SS): Service Level,Service Level:The service level is essentially the number of standard deviations, relative to the mean, carried as safety stock. It is, literally, the calculated number of times that you expect a stock out to occur.,50%,84%,98%,Demand above and below the mean,Service Level = 1 means that one standard deviation of safety stock is carried, and on average there will be no stock outs 84% of the time (50% below mean + 34%)Service Level = 2 means that two standard deviations of safety stock is carried, and on average there will be no stock outs 98% of the time (50% below mean + 48%)and so on.,Replenishment Pull Systems,41,安全库存 (SS): 服务水平,服务水平:服务水平本质上指相对需求平均值而言的标准差的倍数，在安全库存中表示. 按字面理解，就是你认为出现库存短缺发生的时间的计算,50%,84%,98%,需求高于或低于平均值,服务水准 = 1 意指只有1个标准差的库存，平均库存不出现短缺的次数将有84% （50%均值以下+ 34%)服务水准 = 2 意指只有2个标准差的库存，平均库存不出现短缺的次数将有98%（ 50%均值以下+ 48%)等等,Replenishment Pull Systems,42,Safety Stock (SS): Service Level,Replenishment Pull Systems,43,106,1/4/01,1/11/01,1/18/01,1/25/01,2/1/01,2/8/01,2/15/01,Units,Count of Usages,0,1,2,3,4,5,6,7,8,96,97,98,99,100,101,102,103,104,Count,安全库存 (SS): 服务水平,Replenishment Pull Systems,44,Safety Stock (SS): Service Level,Recall that we assume our demand can be represented by a normal distribution:,1 = 1.85 = 68.27%,2 = 3.70 = 95.45%,Me an,But, we are always covered when demand is LOWER than the mean, so at:Service Level = 1 which is:1* = 68.27% / 2 + 50.0% = 84.14% And at:Service Level = 2 which is:2* = 95.45% / 2 + 50.0% = 97.73% To summarize:Service Level = 1 gives 84% stockout coverageService Level = 2 gives 98% stockout coverage,Service Level of 1 = 84% stockout coverage,Service Level of 2 = 98% stockout coverage,Replenishment Pull Systems,45,安全库存 (SS): 服务水平,假定我们的需求可以用正态分布,1 = 1.85 = 68.27%,2 = 3.70 = 95.45%,均值,但是，当需求比平均值低时，我们总是出现短缺，所以:服务水平 = 1 意味着:1* = 68.27% / 2 + 50.0% = 84.14% 在:服务水平 = 2 意味着:2* = 95.45% / 2 + 50.0% = 97.73% 总结:服务水平 = 1 覆盖 84% 库存不短缺服务水平 = 2 覆盖 98% 库存不短缺,服务水平 1 = 84% 库存短缺率,服务水平 2 = 98% 库存短缺率,Replenishment Pull Systems,46,BOH,Work Orders (SumWO),MCT,Max Loop* = (MCT * Dmd) + (CTI * Dmd) + SSMin Kanban/Trigger Point = (MCT * Dmd) + SSOrder If: (BOH* + SumWO) = Trigger PointOrder Qty = Max Kanban - (BOH* +SumWO),CTI,SS,MCT,Manufactured Parts,AvgBOH,*Balance On-Hand (BOH) Max Loop = Max Kanban,Max,Min,Basic Pull Formulas for Manufactured Parts,Replenishment Pull Systems,47,现有余额=BOH,订单数量=OOQ,MCT,最大看板数量 Max Loop* = (MCT * Dmd) + (CTI * Dmd) + SS最小看板 / 触发点 Min Kanban/Trigger Point = (MCT * Dmd) + SS如果: (BOH* + SumWO) = Trigger Point 触发点时就生产订单数量 = 最大看板数量 - (BOH* +SumWO),CTI,SS,MCT,制造的零件,AvgBOH,Balance On-Hand (BOH) 顾客过程中的现有余量Max Loop = Max Kanban 最大看板数量,Max,Min,制造件的拉系统基本公式,Replenishment Pull Systems,48,Other Key Parameters for Manufactured Parts,Batch Size Perform analytical batch sizingEnsure pull design meets capacity limitations of processMinimum/Maximum/Multiple Order QuantitiesChallenge based on Batch Sizing and capacity analysis aboveMay be based upon container quantity caution,Replenishment Pull Systems,49,制造零件的其他关键参数,批量 实施批数量的分析确保拉动设计满足过程的能力限制最小/最大/多订单数量基于以上批量和能力分析而挑战还可能基于容器数量 警戒,Replenishment Pull Systems,50,Example:Manufacturing Replenishment Pull System,Part Number “XYZ” has the following data:CTI=15 daysMCT=30 daysSafety Stock =100 partsDemand =4.0 parts / dayDetermine the Max Loop (Kmax)Max Loop = (MCT x Demand) + (CTI x Demand) + SS = (_ x _)+ (_ x _) + (_) = _,Replenishment Pull Systems,51,举例:制造补充拉系统,零件 “XYZ” 已经有了如下数据:CTI=15 天MCT=30 天安全库存 =100 个需求 =4.0 个 / 天决定最大看板数 (Kmax)Max Loop = (MCT x Demand) + (CTI x Demand) + SS = (_ x _)+ (_ x _) + (_) = _,Purchase Pull Systems,采购拉系统,Replenishment Pull Systems,54,StrategicBuffer(on-site),8 WeekVendor Lead Time,1-2 WeekManufacturing Cycle Time,2 Week“Customer Expectation”,Replenishment Signal “Purchase Order”,Consumption,Vendor,Manufacturing,Purchase Pull System,Based on consumptionOn-hand quantity function of demand variability, lead time, order frequency, desired service levelPart shortages reduced/eliminated (reducing expediting)Inventory reduced (better mix),Replenishment Pull Systems,55,战略缓冲(on-site),8 周供应商交货期,1-2 周制造周期时间,2 周“客户期望”,补充信号：“采购订单”,消耗,供应商,制造流程,采购拉系统,补充基于消耗现有数量与需求变量、交货时间、订单频次、期望的服务水平成函数关系零件短缺减少/消除 库存减少（更合理的产品组合）,Replenishment Pull Systems,56,Purchase Pull System Parameters,Demand (average weekly or daily usage)Based on either history, forecast (backlog) or combinationRecalculated frequently in order to capture changes in trendsLead Time (LT)Time from when a release (PO) is sent to the supplier until parts are received (replenishment time)Order Frequency (OF)Represents the order frequency (days), or order quantity (units) that we would like to purchaseChanging OF allows trade-offs between transactions, capacity and inventorySafety Stock (SS)Parts required to compensate for variation (I.e. demand, quality, vendor delivery),Replenishment Pull Systems,57,Purchase Pull System Parameters,需求 (平均每周或平均每天的用量)基于历史、预测（订单）或两者的结合多次计算以掌握变化的趋势交货期 (LT)从发出一个订单给供应商到零件接受的时间（补充时间）订单频率 (OF)表现我们所喜欢的订单的频率（天）, 或订单的数量（单位）改变订单的频率可以使订单处理、能力和库存之间有一定的缓冲余地安全库存 (SS)用于应付变化（如：需求量、质量、供应商交付等）的零件需求,Replenishment Pull Systems,58,LT is the time to replenish a part from a supplier once the part has been consumed. It should include:PO Generation + Supplier LT + Transportation + Receiving / InspectionOF is the frequency that a specific part