精益制造和供应链集成-

“红领巾”真好厦门市松柏第二小学吴小蔚精益制造和供应链集成精益制造和供应链集成AstheConsolidationContinues

Primes&OEMsHavenewChallengesNotallsupplierspossessresourcesandcapabilitiestoundertakemajorimprovements(sixsigma,leanmanufacturing,continuousimprovement)Notallsuppliershaveabilitytoattract&retainhighcaliberpeoplewhounderstandprocesscontrol(CpK&6Sigma)Demographics,theagingworkforcecreates“KnowledgeManagement”challengesEffectiveCommunicationlinksbetweensub-tiersuppliersandendusersbecomeincreasinglyimportantEarlyinvolvementinthedesign&developmentphases,andteaming“beyond”theshopfloorbecomemorecrucialCurrentTrendsDefensebudgetwillgrowatabout4%,withammunitionandaircraftleadingtheincreaseR&DBudgetswillremainflatforcingmorePrime/SuppliercollaborationSupplierconsolidationwillcontinueasaresultofmergersAsprimesshiftto“lean”practices,supplierswillbeaskedtomanufacturemoremajorsub-assembliesandlesspiecepartsCurrentTrendsContinuedOEMswillcontinuetooutsourcemanufacturingJITdeliveriesinsupportofPOUdemandwillbecomemoreprevalentinordertoreduceinventoryandcarryingcostsOEMswillshiftto“assemble,test,andship”modelSuppliersandcustomerswillteam“beyond”theshopfloortodesignanddevelopnextgenerationproductsusingtheInternettocreateVirtualProductDesignandInnovationDoDProcurementGrowingat4%

($Mil)AerospaceR&DFundingRemainsFlatLessR&DwillcreatemorecollaborationbetweenprimesandsuppliersAerospaceisImportanttotheUSAccountsforMajorityofExports$BillionDataSource:CaliforniaEmploymentDevelopmentDepartment.EmploymentInSouthernCaliforniaImportancetotheStateofCaliforniaExcludesservices&agriculture;estimatesbasedonSICcodeinformation&coveragecompensation.Includesallindustrysegments,bothproduct-andservice-oriented.Approximately138,000jobsinprimaryA&DSICcodes,plusanestimated50,000jobsfor“mixedsuppliers”thatservemultipleindustriesinadditiontoA&D.Aerospaceis2ndLargestEmployer1996($Million)SouthernCaliforniaPayrollsByIndustryEntertainmentLeanMigrationThroughouttheSupplyChainEconomicsareforcingOEMs(Primes)toadopted“lean”asanenablingtechnologytoreducemanufacturingcostsandeliminatewasteTieronesuppliersarewellontheirwaytoimplementingleanbasedinpartonencouragementfromtheircustomers“Sub-Tier”suppliersstillresistimplementationofleanwithouta“BusinessCase”andpaybackanalysis(ROI)大幅度提升学习效率和成绩学习变得更轻松高效0-3岁孩子思维特点这一阶段婴幼儿的思维是直觉行动思维，是依靠感知和动作来完成，他们只能反映自己动作所能触及的具体事务依靠动作思考，而不能离开动作在动作之外思考，更不能计划自己的动作，预见动作的效果。他们在听、看、玩的过程中，才能进行思维。比如，婴幼儿常常边玩边想，但一旦动作停止，思维活动也就随之停止。思维训练方法具体操作1岁到2岁左右是发展幼儿解决问题的能力的开始。用语言指点并巩固孩子在解决实际问题过程中所取得成果，帮助他用动词如“伸出”、“倒转”、“挪动”等来表达他找到的的解决办法。思维可以帮助孩子自己选出解决问题的方法，同时扩大在解决类似问题时使用这种方法的可能性。在这一阶段还要发展思维的灵活性。大人用同种玩具进行不同的玩法并在日常生活中引导孩子注意观察一种物体多种用途，以发展孩子解决问题的技巧。如，孩子可以用钥匙可以开锁，也可以撬开奶粉罐子上的铁盖，也可以当做笔在泥地上画画等等。OverviewHistoricalPerspectiveIndustryConsolidationViewfromOEMsCurrenttrendsDoD&R&DBudgetsremainflatEmploymentFutureTechnologyTrendsThepoweroftheinternetResourcesSummaryandUltimateGoalQ&AHistoricalPerspective

IndustryConsolidations&Mergers

ContinuesataLessorPaceMid80’stomid90’s37became4Mid90’stopresentnoticeableincreaseinM&AactivitywithinsupplychainsAstheConsolidationContinues

Primes&OEMsHavenewChallengesNotallsupplierspossessresourcesandcapabilitiestoundertakemajorimprovements(sixsigma,leanmanufacturing,continuousimprovement)Notallsuppliershaveabilitytoattract&retainhighcaliberpeoplewhounderstandprocesscontrol(CpK&6Sigma)Demographics,theagingworkforcecreates“KnowledgeManagement”challengesEffectiveCommunicationlinksbetweensub-tiersuppliersandendusersbecomeincreasinglyimportantEarlyinvolvementinthedesign&developmentphases,andteaming“beyond”theshopfloorbecomemorecrucialCurrentTrendsDefensebudgetwillgrowatabout4%,withammunitionandaircraftleadingtheincreaseR&DBudgetswillremainflatforcingmorePrime/SuppliercollaborationSupplierconsolidationwillcontinueasaresultofmergersAsprimesshiftto“lean”practices,supplierswillbeaskedtomanufacturemoremajorsub-assembliesandlesspiecepartsCurrentTrendsContinuedOEMswillcontinuetooutsourcemanufacturingJITdeliveriesinsupportofPOUdemandwillbecomemoreprevalentinordertoreduceinventoryandcarryingcostsOEMswillshiftto“assemble,test,andship”modelSuppliersandcustomerswillteam“beyond”theshopfloortodesignanddevelopnextgenerationproductsusingtheInternettocreateVirtualProductDesignandInnovationDoDProcurementGrowingat4%

($Mil)AerospaceR&DFundingRemainsFlatLessR&DwillcreatemorecollaborationbetweenprimesandsuppliersAerospaceisImportanttotheUSAccountsforMajorityofExports$BillionDataSource:CaliforniaEmploymentDevelopmentDepartment.EmploymentInSouthernCaliforniaImportancetotheStateofCaliforniaExcludesservices&agriculture;estimatesbasedonSICcodeinformation&coveragecompensation.Includesallindustrysegments,bothproduct-andservice-oriented.Approximately138,000jobsinprimaryA&DSICcodes,plusanestimated50,000jobsfor“mixedsuppliers”thatservemultipleindustriesinadditiontoA&D.Aerospaceis2ndLargestEmployer1996($Million)SouthernCaliforniaPayrollsByIndustryEntertainmentLeanMigrationThroughouttheSupplyChainEconomicsareforcingOEMs(Primes)toadopted“lean”asanenablingtechnologytoreducemanufacturingcostsandeliminatewasteTieronesuppliersarewellontheirwaytoimplementingleanbasedinpartonencouragementfromtheircustomers“Sub-Tier”suppliersstillresistimplementationofleanwithouta“BusinessCase”andpaybackanalysis(ROI)TheAerospaceSupplyChainNeedstoAcceleratetheShiftto“WorldClass”StatusPhaseIApprovedSupplierCapacityplanningSchedulingsystemsQualitysystemsComputerizedinformationsystemsInternalassessmentsPhaseIIPreferredSupplierLeanmanufacturingAdvancedqualitysystemsElectroniccommerceStrategicplanningPhaseIIIStrategicPartnersIntegratedcustomerteamsTotalqualitySub-contractorteamsFunctionalprocurementspecifications“Bestpractices”LeanManufacturingVirtualProductDevelopmentE-EnabledtransactionsWorldClassTheNewRealitiesPrimes(OEMs)willcontinueto“outsource”atanincreasedpaceMoreemphasiswillbeplacedon“sub-assembly”ahigher(BOM)levelPrimeswillfocuson“engineering&designexcellence”notonmanufacturingPrimeswillusetheInternettoimprovedesign,cost,schedule,qualityandplanningsynergies

AgoodstartingpointHostedby:Willimpactupto37,000suppliers...HundredsofAirlines…Totalcombinedprocurementoutlayof$71billion92%99%41%ProjectedBusiness-to-BusinessE-CommerceTransactionsOrganizationsareincreasinglyturningtotheinternettosourceindirectgoodsandservices-thosegoodsandserviceswhicharenotapartofcostofgoodssold.Thistypicallyincludessuchitemsasofficesupplies,travel,temporaryservicesanddesktopcomputers.C|M|T|C800)300-CMTCLosAngeles

OrangeCounty

InlandEmpire

GreaterSacramento

SanFernandoValley/SanGabrielValleySanJoaquinValley

Ventura/SantaBarbara4-YearEst.GrowthCurrentEst.$7Tril.By2004GeneralElectric&E-CommerceJackWelch,CEO“Thiscompany,likeeverycompanyintheworldtoday,isinthemidstofthebiggest,mosttransformationalrevolutioninthepastcentury,broughtonbytheInternet.”“WheredoestheInternetrankinpriority?It’snumberONE,TWO,THREEandFOUR.”OEM’s&Primeswant“WorldClass”suppliersSomeTechnologyFacts,IBM“Bandwith”willleapfrogGrewbyafactorof10Xoverthepast15yearsWillgrowbyafactorof150Xoverthenext15yearsIn1995,1TeraFlopcomputerplayedchesscomparablebrainpowerofalizardBy2010,100TeraFlopcomputerwillworkonGenefoldingprojectsBeforetheendofthedecadetherewillbe1to10PetaFlopcomputers12to15PFapproximatehumanbrainAdditionalTechnologyTrendsWaveDivisionMultiplexing(WDM)willbecomecommonplacewithFiberOpticcabletothehouseandofficeWirelessinterconnectionwillbeglobal,nowavailableinL.A.Internetwillbeintegratedintocommonappliances,atlowornocosttotheconsumerInternettechnologywillbeintegratedintomachinesandotherhardwareproductsfor7/24monitoringcapabilitiesVirtualteamswillbeformedtodesign“virtualproducts”on-line7/24onaglobalbasis.These“virtualteams”willbe“unformed”untilthenextprojectTheInternetPresentsThreatsandOpportunitiesOPPORTUNITIESCompetitiveadvantage,levelstheplayingfieldAwaytoexpandmarketreachAcceleratestimetomarketandlowerscostsEnhancescustomerrelationsEmpowersemployeesandcreateswhatBillGatescalls“KnowledgeWorkers”Streamlinesprocesses&reducescostAllowsfor7/24globalproductdesignAllowsforrapid“productmorphing”tomeetchangingcustomerneedsAllowsforglobaltradingpartnersAllowsfor“virtualteams”tobeformedandunformedbasedonneedThreatsCreatesInternationalcompetitiononamassivescaleAllowsfor7/24globalproductdesignreducingrelianceondomesticlaborChallengestraditionalthinkingandtraditionalbusinessmodelsTangibleBenefits

ReductioninTransactionCostsBankingindustryreducestransactioncostsfrom$1.07to$0.01Travelagentbookingsgofrom$10.00to$2.00Trade(procurements)transactioncostsgofrom$150.00to$6.00Example:Raytheonreducesprocessingcostfrom$100to$3IndustrialAgeE-CommerceThenextrevolutionwillbeB2G(BusinesstoGovernment)WebEnabledTradingSiteFederal,StateandLocalGovernmentsspend$1.6TrillionongoodsandservicesTexaswebsitehasreducedtransactioncostsby83%from$120to$20CaliforniaiscurrentlyevaluatingandtestingE-CommercesolutionsIntegratingtheSupplyChainSupplierswillneedtobeabletorespondtoelectronic“pullsignals”withfirsttimequalitytosupportvirtual“Kanbans”Supplierswillneedtobe“E”enabledtoreduceadministrativecostswhilereducingcycletimesforspecificationchanges,quantitychanges,andschedulechangesCustomerswillcontinuetodemandquality,price,delivery,anddesignandintegrationsupportASSEMBLER22%SUPPLIERS-35%1STTIER22%2NDTIER10%3/4THTIER3%WhyIsThereaConcernWiththeAerospaceandDefenseSupplyChainandSupplyChainManagement?

RAWMAT’L43%ValueStreamCostDistributionRecentUSAFandMITEstimatesIndicate70-80%ofValueisinsupplychainOtherFactorstoConsiderAsOEMsuseleantoreduce“directlabor”and“inventory”overheadcostsbecomealargerpercentageoftotalcostOneprimeindicatedthat“direct”manufacturingcostsare20%oftotalcostsThiswillforce“lean”beyondtheshopfloor.LeveragingthepoweroftheInternetcanhelpreduceoverheadcostsCMTCisWorkingonLeanBeyondtheShopFloorCourseworkandtrainingmaterialsarebeingdevelopedthroughacooperativegrant,includingaKnowledgeManagementmoduleWorkingwithIBM&OtherstoidentifyopportunitiestoleveragetechnologyOneclienthasdemonstratedsignificantsavingsandtimeintheprocurementareaandinthequalityrecordsareaLean=EliminatingtheWastesTypically95%ofTotalLeadTimeisNon-ValueAdded!!!RUNTIMEOrderProcessing,Transport,Storage,Waiting,Rework,MachineSetup,Inspection,MachineBreakdowns,etc...

TotalLeadTimeDefinitionofValueAdded

ValueAdded Anyactivitythatincreasesthemarketformorfunctionoftheproductorservice.Thesearethingsthecustomeriswillingtopayfor.

Non-ValueAddedAnyactivitythatdoesnotaddmarketformorfunctionorisnotnecessary.(Theseactivitiesshouldbeeliminated,simplified,reducedorintegrated.)Thingsthecustomerisnotwillingtopayfor.8WastesofLEANOverproductionmotionExtraProcessingTransportationInventorydefectsWaitingUnderutilizedPeopleLeanBuildingBlocks

WhataleanfactorylookslikeWorkplaceOrganizationVisualLeanFactoryStandardizedWorkPlantLayoutQuickChangeoverPOUSTeamsBatchReductionQuality@SourcePull/KanbanOnePieceFlowCellularTaktTimeKeystoSuccess

PrepareandMotivatePeopleWidespreadorientationtoCI,quality,trainingandrecruitingworkerswithappropriateskillsCreatecommonunderstandingofneedtochangetolean EmployeeInvolvementPushdecisionmakingandsystemdevelopmentdowntothe“lowestlevels”Trainandtrulyempowerpeople Shareinformationandmanageexpectations Identify&empowerchampions,particularlyoperationsmanagersRemoveroadblocks(i.e.,people,layout,systems)MakeitbothdirectiveyetempoweringKeystoSuccess AtmosphereofExperimentation

Toleratemistakes,havepatience,etc.Willingnesstotakerisks(Safetynets) Install“enlightened”andrealisticperformancemeasures,evaluation,andrewardsystemsDoawaywithrigidperformancegoalsduringimplementationDomeasureresultsandnotnumberactivities/eventsTieimprovements,longterm,tokeymacrolevelperformancetargets.(i.e.inventoryturns,quality,delivery,overallcostreductions). Execute“pilot”projectspriortorollingoutacrossentireenterprise(e.g.,modellines,kaizenblitzes)Afterearlywinsinoperations,extendacrossENTIREorganizationImplementationSuccessFactorsImplementationPeopleneedtounderstandtheirnewrolesbeforechangeisimplementedEstablishtimelinesandtargets,establishsomeeasytoachieveneartermgoalsCI--ContinuousImprovementTrackimpactsassociatedwithchangesmade.Communicatethem.Monitor,“enforce,”andimprovethesystemImprovementLeapsAvoidmentalityofcollapsingoverthefinishline.ImplementationSuccessFactorsUnyieldingLeadershipStrategicvisionbasedonleanenterpriseaspartofoverallbusinessstrategy!ObserveoutsidesuccessesandfailuresAbilitytoquestionEVERYTHING,ask“why”atleast6timesDeepcommitmenttoEXCELLENCECaseStudiesDemonstrateResults

“Youdon’tunderstand,ourbusinessisdifferent....”LeanSupplierCaseStudiesDemonstrateImpactClient1-65Employees,Familyownedbusiness:Annualsavingsofover$37.3Kasaresultofstreamliningpaperflow,streamliningtheShipping/Receivingprocesses,andfloorspacereduction.Client2-230Employees,Corporation:Realizedimmediatecostsavingsof$25.8Kduetoa72%reductioninWIPandinventory.Annualsavingsof$16.9Kduetofloor-spacereduction,laborreduction,andsetupreduction.Client3-368Employees,Corporation:Realizedsavingsofover$30Kduetoa63%reductioninWIPandinventory.Annualsavingsof$19.3Kduetofloorspacereduction,laborreduction,andpaperflowreduction.Client4-186EmployeesCorporation:Goalofa50%actual70%.reductioninpaperworkdocumentationprocessGoalof50%actual47%reductionindatapackagebuildtimeGoal25%actual20%reductionindatastoragespacebyUsing5SmethodologyDeliveryleadtimereductionover7daysAnnualsavingsof$480K

LeanCaseStudiesDemonstrateResults,ExpectDoubleDigitImpact

72%reductioninWIPandinventory63%reductioninWIPandinventory70%reductionindocumentationprocess47%reductionindatapackagebuildtime20%reductioninfloorspaceBoeingAircraft,RocketdyneDivisionDecreasedmanufacturingcostsby97%Cutthedevelopmentcycleby50%,from2yearsto1Reducedmanufacturingcycletimeby63%,from2yearsto9monthsReducednumberofparts

fromhundredsto6Createdaknowledgedepositoryforre-useon

subsequentprojectsLeanManufacturingisNotNew

“OneofthemostnoteworthyaccomplishmentsinkeepingthepriceofFordproductslowisthegradualshorteningoftheproductioncycle.Thelongeranarticleisintheprocessofmanufactureandthemoreitismovedabout,thegreaterisit’sultimatecost.”

HenryFord,1926LessonLearned:Createdassemblylinesbutdidn’tempowerworkerstoachievecontinuousandsustainedimprovementsHowCanYouGetHelptoPreparefortheFuture?CMTC,OurObjective-“…tohelpsmallandmediumsizemanufacturersincreasetheircompetitiveadvantagebyadoptingandimplementingimprovedmethodsofmanagementandmanufacturing”Neverunderestimatethe“power”ofanexternalchangeagent.CMTCIntroduction

A501c3Private,Non-Profit,Corporation

ProvideconsultingservicestoCalifornia’ssmalltomedium-sizedmanufacturersensuringglobalcompetitiveness

InformationTechnologyServicesSystemSelectionSystemsImplementatione-BusinessLeanEnterprisesServicesLeanAssessmentEnterpriseProcessImprovementInventoryandProductionManagement

StrategicBusinessServicesStrategicManagementHumanResourcesStrategiesWorkforceDevelopmentOrganizationandManagementQualityManagementServicesQualitySystemsImplementationProductAssuranceEnvironmentalandSafetyOver140ProfessionalsinSevenRegionalCenterswithanaverageofover20yearsprofessionalexperienceWePartnerwithGovernmentAgencies,TradeAssociations,EducationalInstitutions&AerospacePrimesGovernmentCaliforniaTrade&CommerceAgencyUSAirForceNASA/JPLEmploymentTrainingPanelAssociationsAerospaceIndustriesAssociation(AIA)SocietyofAutomotiveEngineers(SAE)AmericanInstituteofAeronautics&Astronautics(AIAA)EducationalInstitutionsCommunityCollegeCentersforAppliedCompetitiveTechnologies(CACT)MIT/LAICorporations

Aerojet(Gencorp)BoeingHughes(Boeing)LockheedMartinNorthropGrummanRaytheonTRWCMTCProvidesTangibleBenefitsReducecostsnotjustsellingpriceReducedeliverytime,cycletime,set-uptimeEliminatewasteSeekcontinuousimprovementImprovequalityImprovecustomerratingsandperceptionsIncreaseoverallcustomersatisfactionImproveemployeeinvolvement,moral,andcompanycultureHelp“transform”manufacturersAdditionalResourcesManufacturingExtensionPartnership(MEP),Nationwidenetworkwithover92centersCMTCatProductivityPress,LeanMaterials&BooksEducationalInstitutionsMITatUniversityofTennesseeSanDiegoStateUniversityNIST/MEPCentersareLocatedNearYourSupplyChainsWecanreachanymanufacturerinthecountrywithintwohours!