基于SLP的设施规划与物流分析外文翻译

本科毕业设计（论文）外文翻译题 目设施规划学 院专业班级学号学生姓名指导教师外文资料来源及题目作者：James A. Tompkins书名：Facilities Planning出版商 ：John Wiley & Sons, 2010ISBN：0470444045, 9780470444047译成中文后题目 设施规划指导教师审阅意见： 签名：年 月 日设施规划 James A. Tompkins 引言设施规划在过去的十年间已经被赋予了全新的意义。在过去，设施规划一般被认为是一门科学。而在当今竞争激烈的全球市场，设施规划成为了一种策略。政府、教育机构和企业已经不再单独相互竞争，现在这些实体或企业将彼此联合为合作企业、组织协会，并最终合成为供应链，将客户纳入到整个供应链过程以保持竞争力。这些年来设施规划问题一直是一个热门话题。尽管它已拥有很悠久的历史，但在目前的出版物、会议以及研究中，设施规划仍是最受欢迎的科目之一。设施规划的处理已经从清单式或者菜单式的方法发展到了高度复杂的数学建模。在本文中，我们使用了一个实用的设施规划方法，其利用了实证以及同时包含传统和现代概念的分析方法。值得提及的是，在本文中拥有很广泛的设施规划应用示例。例如，这本书的内容可以适用于一个新医院,一个装配部门,一个已有的仓库,或者一个机场的行李部的规划。无论问题是发生在医院、生产工厂、配送中心、机场、零售商店、学校、银行、还是办公室或者这些设施的任何部分；无论是在一个发达国家的现代化设施还是在一个发展中国家的过时设施中，本文给出的材料在进行规划时都非常有用。重要的是要认识到现代设施规划中将设施当作是一个动态的实体，一个成功的设施规划方案的关键因素是其适应性以及适合全新应用的能力。设施规划的定义当今的设施规划必须能够帮助组织实现供应链的优越性。实现供应链的优越性是一个有六个步骤、或者说六个等级的过程。一如既往，这些步骤与优越性、可见性、协同性、综合性、敏捷性等联系在一起。当一家公司最大化供应链的各个功能（采购-制造-运输-储存-销售），个体部门（如金融、市场营销、销售、采购、信息技术、研发、生产、分配和人力资源等部门）的目标就是要成为公司最好的部门。组织的有效性不是重点，每个组织内的元素都需要试图在其个体范围内表现良好。只有在每个人的环节都实现卓越的绩效之后，他或者她才能开始追求整个供应链的卓越。为了实现供应链的优越性，公司必须摧毁内部的壁垒，直到整个组织能够作为一体来运作。公司通常拥有很多部门和设施，包括工厂、仓库和配送中心，如果一个组织希望追求卓越的供应链，它就必须审视自身的内部，消除或减少部门和设施之间界限，并且开始一个无休无止的持续改进之旅，在部门，车间，供应链等级的设计与系统中必须要有战略和战术计划作为支持。卓越的供应链需要其中的每个人协同工作。然而，如果他们看不到对方，供应链中的人就不能协同。可视化，作为供应链优越性的第三个等级，可以揭露供应链中的每一个环节。它可以精简化供应链，因为其提供了供应链环节需要的当前情形的信息。它被视为实现真正卓越的供应链的第一步。通过可视化，整个组织已经明白了在供应链中自己的角色并认识到其他的环节。例如，一家电子公司允许其顾客利用一个网站来查看其电路板生产，同时公司收集这些顾客（感兴趣电路板）的信息提供给供应商。因此可视化需要共享信息来使供应链清楚接下来的订单情况，并且这能够令人惊奇的精简化供应链。一旦供应链做到了可视化，就可以向着协同化进发，这是供应链优越性的第四个等级。通过协同化，供应链就能够决定如何最好的面对市场需求，供应链将作为一个整体运作来最大化顾客的满意度，同时最小化库存。协同化的实现需要通过适当的技术应用和真正可靠的合作伙伴。现在存在着各种各样的协同技术，正如可视化软件的情况一样，供应链必须选择正确的技术或者能够协同运作的一系列技术的组合。而真正的伙伴关系需要供应链所有环节的完全承诺，这种承诺基于信任和为了供应链利益而作为整体工作的共同愿望。当协同化也就位之后，供应链必须追求不断提高直到成为综合体的过程。综合体是指所有供应链的联合以形成一个整体。它创造出了在顾客眼中的完整途径。综合体的结果如下：1、增加资产收益率：通过最大化库存周转、最小化废弃库存、最大化员工参与度、最大化持续改进来实现。2、提高顾客满意度：因为综合化使得公司能够通过定制响应客户的需求。综合化使得他们更明白什么是增值的活动，同时清楚如何处理弹性的问题和不断变化的顾客需求。他们完全理解高质量与努力提供高价值服务的意义。3、降低成本：通过审查运输成本、配送成本、库存成本、逆向物流成本、包装成本等，不断寻找方法来降低将商品交付给客户的总成本。4、整合的供应链：利用合作伙伴和各方面的交流沟通整合供应链，并专注于最终的客户。综合体不是一蹴而就的。找到供应链各个环节之间的联系并消除其中的界线是需要时间的。然而，如果所有的环节都一清二楚并做到了互相协作，那么综合化又是触手可及的。敏捷指的是这个综合体能够光速般的反应和运行。今天的商业环境对速度有极大的需求。客户利用网络就可以直接给出订单，而他们期望产品可以尽可能快的到达。敏捷的供应链综合体可以创造出满足这些要求的多层次全球化网络就是那些通过合作伙伴、灵活性、稳健设计、不断适应市场以满足当今经济环境需求的复杂的诸多实体构成的网络。设施则是这个多层次全球网络的关键组成，同时也是卓越供应链所必须的内容。因此供应链中的每个组织都应该与它们头脑中的供应链伙伴进行设施规划。适当的设施规划可以确保产品按照供应链关系（采购-制造-运输-存储-销售）最终流向客户并保证其满意度。因此，供应链中的所有设备具有以下特点：1、灵活性：灵活的设施能够在不改变自身的情况下处理各种各样的需求。2、模块化：模块化设施指的是能够配合系统在各种操作环境下高效协同运作的设施。3、可升级性：可升级的设施能够将设备系统与技术的进步得体的整合起来。4、适应性：这意味着在设施的使用中要将日历、周期、最大值等因素的影响考虑进去。5、操作可选性：这意味着要理解每个设施每个部分的操作并允许其中有操作的应急预案。6、环境和能源友好：包括接受能源和环境设计在设计过程中的领导地位。可以在五个关键方面衡量人员和环境健康：选址的可持续发展、节约水资源、能源高效率、材料选择和室内环境质量。创建这些设施需要一个整体的方法。这个方法含有以下因素：1、一体化：原材料和信息集成在一个由客户开始的自上而下的进程中。2、模糊边界：消除传统的客户/供应商、生产/仓库之间的界线，以及与订单、服务、制造、分销之间的界线。3、兼并：相似与分离的商业实体的合并将会减少竞争者，带来更多的顾客和供应商。兼并还包括从物理角度讲的站点，公司和功能的合并。4、可靠性：强大的系统，包括冗余系统、容错系统的安装启用将保证设施高水平、长时间的运行。5、可维护性：包括预防性维护和预见性维护。预防性维护是一个连续的过程，最大限度的减少未来的维护问题；预见性维护是通过一台机器或一个系统的感应装置预测潜在的问题。6、经济先进性：采用将有助于决策的分散信息集成到一个整体的创新的财政实践方法。如此看来，对设施规划者而言，持续改进的卓越供应链的概念绝对是设施规划周期中不可缺少的因素。无论你是参与规划一个全新的设施还是计划更新现有的设施，设施规划的基本过程是不变的。Facilities Planning（p3-p6）James A. Tompkins Introduction Facilities planning has taken on a whole new meaning in the past 10 years. In the past, facilities planning was primarily considered to be a science. In todays competitive global marketplace, facilities planning is a strategy. Governments, educational institutions, and businesses no longer compete against one another individually. These entities now align themselves into cooperatives, organizations associations, and ultimately synthesized supply chains, to remain competitive by bringing the customer Into the process. The subject of facilities planning has been a popular topic for many years. In spite of its long heritage, it is one of the most popular subjects of current publications, conferences, and research. The treatment of facilities planning as a subject has ranged from checklist, cookbook-type approaches to highly sophisticated mathematical modeling. In this text we employ a practical approach to facilities planning, taking advantage of empirical and analytical approaches using both traditional and contemporary concepts. It should be noted that facilities planning, as addressed in this text, has broad applications. For example, the contents of this book can be applied equally to the planning of a new hospital, an assembly department, an existing warehouse, or the baggage department of an airport. Whether the activities in question occur in the context of a hospital, production plant, distribution center, airport, retail store, school，bank, office, or any portion of these facilities, or whether in a modem facility in a developed country or an outdated facility in an emerging country, the material presented in this text should be useful in planning. It is important to recognize that contemporary facilities planning considers the facility as a dynamic entity and that a key requirement for a successful facilities plan is its adaptability and its ability to become suitable for new use.Facilities Planning Defined The facilities we plan today must help an organization achieve supply chain excellence. Supply chain excellence is a process with six steps, or levels. These steps are business as usual, link excellence, visibility，collaboration, synthesis, and velocity. Business as usual is when a company works hard to maximize the individual functions of the supply chain (buy-make-move-store-sell). The goal of individual departments, such as finance, marketing, sales，purchasing, information technology. research and development, manufacturing, distribution, and human resources, is to be the best department in the company. Organizational effectiveness is not the emphasis. Each organizational element attempts to function well within its individual silo. Only after ones link achieves performance excellence can he or she begin to pursue supply chain excellence. To achieve link excellence，companies must tear down the internal boundaries until the entire organization functions as one. Companies usually have numerous departments and facilities, including plants, warehouses, and distribution centers (DCs). If an organization hopes to pursue supply chain excellence, it muse look within itself, eliminate and blur any boundaries between departments and facilities, and begin a never-ending journey of continuous improvement. It must have strategic and tactical initiatives at the department, plant, and link levels for design and systems. Supply chain excellence requires everyone along the supply chain to work together. Everyone in the supply chain cannot work together, however, if they cannot see one another. Visibility, the third level of supply chain excellence, brings to light all links in the supply chain. It minimizes supply chain surprises because it provides the information links needed to understand the ongoing status. It could be considered the first real step toward supply chain excellence. Through visibility, organizations come to understand their roles in a supply chain and are aware of the other links. An example is an electronics company with a Web site that allows its customers to view circuit boards and then funnels information about those customers to suppliers. Visibility thus requires sharing information so that the links understand the ongoing order status and thus minimize supply chain surprises. Once a supply chain achieves visibility, it can move to collaboration，the fourth level of supply chain excellence. Thorough collaboration. the supply chain can determine how best to meet the demands of the marketplace. The supply chain works as a whole to maximize customer satisfaction while minimizing inventories. Collaboration is achieved through the proper application of technology and true partnerships. Various collaboration technologies exist, and. as with visibility software, the supply chain must choose the right technology or combination of technologies if it hopes to collaborate properly. True partnerships require total commitment from all the links in the supply chain and are based on trust and a mutual desire to work as one for the benefit of the supply chain. After collaboration is in place, the supply chain then must pursue the continuous improvement process of synthesis. Synthesis is the unification of all supply chain links to form a whole. It creates a complete pipeline from a customer perspective. The results of synthesis are as follows：Increased ROA. This is achieved by maximizing inventory turns, minimizing obsolete inventory, maximizing employee participation, and maximizing continuous improvement.Improved customer satisfaction. This is achieved because synthesis creates companies that are responsive to the customers needs through customization.They understand value-added activity. They also understand the issue of flexibility and how to meet ever-changing customer requirements. They completely comprehend the meaning of high quality and strive to provide high value.Reduced costs. This is achieved by scrutinizing transportation costs, acquisition costs, distribution costs, inventory carrying costs, reverse logistics costs, packaging costs，and so on and continually searching for ways to drive down the total delivered to customer cost.An integrated supply chain. This is achieved by using partnerships and communication to integrate the supply chain and focus on the ultimate customer.Synthesis is not achieved overnight. It takes time to take the links of a supply chain and remove the boundaries between them. However，if all links are visible and all collaborate，then synthesis is within reach. Velocity is synthesis at the speed of light. Todays business environment demands speed. The Internet has created immediate orders, and customers expect their products to arrive almost as quickly. Synthesis with speed creates multilevel global networks that meet these demands-these are complex entities that can meet the demands of todays economy through a combination of partnerships, flexibility, robust design, and ongoing adaption to marketplace requirements. Facilities are critical components of the multilevel global networks necessary for supply chain excellence. Each organization in the supply chain should therefore plan facilities with its supply chain partners in mind. Proper facilities planning along the supply chain ensures that the product will follow the supply chain series buy make move store sell to the satisfaction of the ultimate customer. Therefore，all facilities in the supply chain have the following characteristics:Flexibility. Flexible facilities are able to handle a variety of requirements without being altered.Modularity. Modular facilities are those with systems that cooperate efficiently over a wide range of operating rates.Upgradability. Upgraded facilities gracefully incorporate advances in equipment systems and technology.Adaptability. This means taking into consideration the implications of calendars, cycles, and peaks in facilities use.Selective operability. This means understanding how each facility segment operates and allows contingency plans to be put in place.Environmental and energy friendliness. This involves adopting the process of leadership in energy and environmental design (LEED). A whole-building approach to sustainability recognizes performance in five key areas of human and environmental health： sustainable site development, water savings, energy efficiency, materials selection, and indoor environmental quality.Creating these facilities requires a holistic approach. The elements of this approach are as follows：Total integration-the integration of material and information flow in a true, top-down progression that begins with the c