PurchasedPartsPullSystem–CaseStudyBackgroundofCaseStudyPresentationofCaseStudyResultsClassDiscussionofCaseStudyRD011402采購零件拉系統

—案例分析案例分析的背景案例分析結果的發表案例分析的課堂討論RD011402PurchasedPartsPullSystem–CaseStudy3LeanSixSigma

ImprovementProcessRoadMapAnalyzeControlImproveDefineIdentifyProblemDevelopListofCustomersDevelopListofCTQ’sfromVoiceoftheCustomerFinalizeProjectFocus

andKeyMetricsCompletePDFMeasureMapBusinessProcessMapValueStreamDevelopData

CollectionPlanConductMeasurement

SystemAnalysisCollectDataConductProcess

CapabilityAnalysisAnalyzeProposeCriticalX’sPrioritizeCriticalX’sVerifyCriticalX’sEstimatetheImpactofEachXonYQuantifytheOpportunityPrioritizeRootCausesConductRootCause

AnalysisonCriticalX’sImproveCriticalX’sConfirmedDevelopPotentialSolutionsSelectSolutionOptimizeSolutionPilotSolutionControlImplementProcess

ChangesandControlsWriteControlPlanCalculateFinalFinancial/ProcessMetricsTransitionProjecttoFutureOwnersIdentifyProjectTranslationOpportunitiesMeasureDefineProjectIDToolsProjectDefinitionFormNetPresentValueAnalysisInternalRateofReturnAnalysisDiscountedCashFlowAnalysisPIPManagementProcessRACIQuadChartsProcessMappingValueAnalysisBrainstormingMulti-VotingTechniquesParetoChartsC&E/FishboneDiagramsFMEACheckSheetsRunChartsControlChartsGageR&RCp&CpkSupplyChainAcceleratorAnalysisMulti-VariBoxPlotsInteractionPlotsRegressionANOVAC&EMatricesFMEABrainstormingPullSystemsSetupReductionTPMProcessFlowBenchmarkingAffinityDOEHypothesisTestingForceFieldTreeDiagramsGanttChartsCheckSheetsRunChartsHistogramsScatterDiagramsControlChartsParetoChartsInteractiveReviewsPoka-YokeRevised1-12-02PurchasedPartsPullSystem–CaseStudy4LearningObjectivesLearnhowtoreviewacasestudywithbasicdataandmakeimprovementsuggestionsLearnthebasicstepsandcalculationstopresentaLeansolutionUnderstandallthepossiblePullPlatformsandhowtheywouldapplyinthiscasestudyDeterminetherequiredmeasuresforperformancegrowthPracticepresentationskillsPurchasedPartsPullSystem–CaseStudy5課程目的學習如何評價案例中的基本數據及提出改進建議學習發表精益解決方案的基本步驟和計算方法理解所有可能的拉動平臺以及如何應用在該案例分析中確定績效提高的評價指標練習發表的技巧PurchasedPartsPullSystem–CaseStudy6What’sinItforMe?PracticeReplinishmentPullimplementationDiscusswiththeclassallthepossiblebarriersandsolutionsforthecasestudyGainunderstandingtoapplyinyourenvironmentPurchasedPartsPullSystem–CaseStudy7我學到了什么?練習補充拉系統的實施課堂討論案例中可能的實施障礙及解決方法理解在自己工作中應用的知識技能PurchasedPartsPullSystem–CaseStudy8ReplenishmentPullCaseStudyReplenishmentPullatWindows-R-UsInordertominimizetheimpactofshortagesandtoreduceinventory,Iwanttoimplementareplenishmentpullsystemformyglassrawmaterial.Mygoalistoreducetheamountoflaborrequiredtomanagetherawmaterialwhilereducinginventory.Byreducinglaborrequiredtomanagetherawglass,weshouldbeabletoconcentrateongettingtheothertroublesomepartsintothefacility.Iwanttorevealthedetailsofmyplantomystaffnextweek.

JohnSmith

ManagerofTacticalProcurementPurchasedPartsPullSystem–CaseStudy9補充拉系統案例Windows-R-Us公司的補充拉系統為了將零件短缺的影響最小化及減少庫存，我希望在玻璃原材料方面實施補充拉系統。我的目標是降低庫存的同時減少材料管理的工作量。通過減少管理原材料的勞動量，我們可以集中精力處理其他棘手的零件。我希望在下周向我們的員工展示詳細的計劃。

JohnSmith

采購戰略經理PurchasedPartsPullSystem–CaseStudy10ReplenishmentPullCaseStudy(Cont.)JohnsatinhisDallas,TXofficeoneafternoonthinkingaboutseveralissuesfacinghiminhisnewroleasTacticalProcurementManager.Sincetherecentreductioninforce,hisgrouphasbeenstrugglingtomanagethematerialneededforproduction.Theresulthasbeenanincreaseinpartshortagesandinventory.Althoughexcitedaboutsolvingthisproblem,hewasconcernedabouthisabilitytodesignandimplementapullsystem.Luckily,hehadjustattendedatrainingcourseonreplenishmentpullsystems.BillGlassfoundedWindows-R-Usin1988.Thecompanyproduceswindowsforthenewhomesegmentofthewindowindustry.Thecompanymanufacturestendifferentfamiliesofwindowsresultingin100differentenditems.Thetotalsalesin1997were$180million.Thegrowthratefrom1993-1997was15%(CAGR)andaheadofindustryaverage.TheproductsareproducedinonefacilitylocatedinDallas(TX).ThefacilityinDallasconsistsoftwomanufacturingareas.Thefirstproducestheinsulatedglasssubassemblyandthesecondassemblesthefinalproduct.Distributorsaretheprimarycustomerandareresponsibleforfinaldeliverytothehome-sites.Ingeneral,thisindustryissubjecttoseasonalityfollowingtheconstructionseason.PurchasedPartsPullSystem–CaseStudy11補充拉系統案例一天下午，約翰坐在位于德州達拉斯市的辦公室內，思考著他自成為采購戰略經理以來所面臨的幾個問題。因為最近的人員精簡，他的部門正在為保證生產需要的材料而努力著，但結果往往是零件供應短缺或庫存過多，盡管最近解決了一些問題，但是他還是擔心自己是否有設計和實施拉系統的能力，幸運的是，他剛剛參加了一次補充拉系統的培訓課程。BillGlass于1988年創建了Windows-R-Us公司。公司生產家裝窗戶。公司生產10種不同的門窗系列共100種最終產品，1997年銷售額$180百萬。從1993—1997年，增長速度達15%（CAGR）高于行業平均增長速度，產品在位于達拉斯市的一個小工廠生產。達拉斯的制造廠包括兩個制造部門，第一個部門生產絕緣玻璃分裝配，第二個部門組裝最終的產品，經銷商是第一位的客戶并負責最終將產品交付到用戶手中，一般情況下，該產業受建筑業季節性變化影響。PurchasedPartsPullSystem–CaseStudy12ReplenishmentPullCaseStudy(Cont.)DuringJohn’sassessmentoftherawglassprocurementprocess,heconductedinterviewsanduncoveredthefollowinginformation.FromtheMasterScheduler:MRPgeneratesallordersandactionmessagesforrawmaterialonceperweekSchedulechangesarecommonandprobablydrivesexcessivemessagesSafetystockisnotusedbutexcessinventoryexistsduetothelargenumberofschedulechanges.FromtheRawMaterialCommodityBuyer:Only15uniquerawglasspartnumbersLeadtimefortheglassis1week(regardlessofmix)andthesupplierisverydependableGlasssupplierrunstheglassforthewindowcompanyaboutonceperquarterGlasssupplierhasminimumshipmentrequirementofonetruckload

(20containers@300percontainer)Containersare4'x2.5'andcanbestacked3highVariousorderfrequencyusedtoorderrawglass(norealstrategy)PurchasedPartsPullSystem–CaseStudy13補充拉系統案例約翰在評價玻璃原材料的采購過程時，訪問了一些部門并得到以下信息：從主計劃:MRP每周一次生成有關原材料的所有訂貨和行動信息計劃變更很平常，可能產生額外的信息安全庫存未使用，但過剩的在制存貨由于大量的計劃變更而存在。從原材料采購處：只有15種特定的原材料種類玻璃的交貨期為1周（不考慮混型），供應商可信度較高玻璃供應商為WINDOWS公司，每季度生產一次玻璃供應商最小發貨量為一卡車（20箱@每箱300塊）料箱尺寸是4‘x2.5’，最多可以碼放3層料箱玻璃原材料訂貨頻次多變（沒有固定的策略）PurchasedPartsPullSystem–CaseStudy14ReplenishmentPullCaseStudy(Cont.)FromtheInsulatedGlassProductionManager:Productionconsistsof5steps(cut,sort,wash,assemble,bake)Run3shiftsperdayStepsareconnectedviaconveyorsandthereforerunsynchronousCycletimefromglasscuttofinishedinsulatedunitisabout1hourChangeoverfrom1familytothenextisabout2hoursCancyclethroughthe15familiesaboutonceperweekFromtheWarehouseManagerIscurrentlyabout40%efficientwithfloorspace(basedonthehaphazardordering)Employs4fulltimematerialhandlersand2temporarycyclecountersJohnfirstgatheredsomeinformationontherawmaterialparts(Exhibit1).Hethenperformedsomehighlevelanalysisontheparts(Exhibit2).Thisanalysisshouldhelphiminidentifyingwhichpartsmakegoodcandidates.PurchasedPartsPullSystem–CaseStudy15補充拉系統案例從絕緣玻璃生產經理：生產包含5個步驟(裁切，分選，清洗，組裝，烘烤)每天分3班工序是通過傳輸帶運行，因此是同步運行周轉時間從裁切到成品產出為1小時產品更換的換模時間為2個小時15個系列產品可以每周循環生產一次從倉庫經理：目前空置率為40%（由于擺放順序隨意）4個專職的搬運工人和2個臨時統計員約翰首先收集到有關原材料的一些信息（表1），然后他又對原材料做了進一步的分析（表2），這些分析能幫助他識別最佳選擇的零件。PurchasedPartsPullSystem–CaseStudy16Exhibit1ADU=AverageDailyUsagePurchasedPartsPullSystem–CaseStudy17表1ADU=平均日用量PurchasedPartsPullSystem–CaseStudy18Exhibit2PurchasedPartsPullSystem–CaseStudy19表2PurchasedPartsPullSystem–CaseStudy20AssumptionsAssumption Value 1truckloadistheminimumrequirement1caseisthemultiplerequirementWarehouseSpaceEfficiency 60% Servicefactorforsafetystock 2 Betaforsafetystock 0.70 "A"orderfrequency 5days "B"orderfrequency 10days "C"orderfrequency 40days PurchasedPartsPullSystem–CaseStudy21假設假設 價值最小需求量至少為1卡車需求量必須是1整箱數量的倍數倉庫空間效率 60% 安全庫存的服務水平 2 安全庫存的Beta值 0.70 “A”類訂貨頻次 5天 “B”類訂貨頻次 10天 “C”類訂貨頻次 40天 PurchasedPartsPullSystem–CaseStudy22PresentationtotheStaffJohncontinuedtodevelophisproposalonthenewpullsystem.Shouldallthepartsgoonpull?Whatrisksaretherewithpull?Whatimpactwillthishaveoninventory?Whatimpactwillthishaveontransactions?Whatmeasuresshouldweuse?Developa10minutepresentationtothestaffontheprocessandimpactofimplementingarawmaterialpullsystem.Thepresentationmustcontainthefollowing:ThebestpartcandidatestoplaceonthenewreplenishmentpullsystemThenumberoftransactionsforthenewsystemversustheoldsystemCalculateimpactto#oftransactions(%increaseordecrease)Thesize($’s)oftheglassinventoryusingreplenishmentpullCalculatethemaximum,minimumandaveragequantityofglasson-handCalculateinventory$impact(%increaseordecrease)DeterminesquarefootageoffloorspaceneededfortheglassonpullRecommendplatformforgeneratingthereplenishmentsignalIdentifykeymeasuresfortheprocessBepreparedtorespondtothefollowingquestions:Didyoumakeanyassumptions?Whatlogicdidyouusetoexcludeparts?PurchasedPartsPullSystem–CaseStudy23向員工介紹約翰繼續進行關于新拉系統的設想，是不是全部零件都要拉動？拉動的風險有哪些？對庫存的影響有哪些？對定單的處理有哪些影響？應該用哪些指標衡量？

用10分鐘時間向你的員工介紹實施拉系統的過程和影響，發表應包括以下內容：在新系統中所包含的最合適應用拉動系統的零件新系統對比舊系統的定單處理量計算對定單處理量的影響(%增加或減少)用于拉系統中玻璃庫存的規模($’s)計算現有玻璃數量的最大、最小值、平均值計算庫存價值的變化（%增加或減少）決定拉系統中庫存玻璃的占用面積建議的補充信號的可用平臺（條件）確定過程中的主要量測指標準備回答下列問題：你是否使用了假設條件?用了何種邏輯清除多余零件?PurchasedPartsPullSystem–CaseStudy24AnswerSheetBadPullPartCandidatesPurchasedPartsPullSystem–CaseStudy25答案表不利于拉動系統的零件PurchasedPartsPullSystem–CaseStudy26AnswerSheet:

TransactionalSizingDetailPurchasedPartsPullSystem–CaseStudy27答案表:

事務處理詳細PurchasedPartsPullSystem–CaseStudy28AnswerSheet:

InventorySizingCalculationsPurchasedPartsPullSystem–CaseStudy29答案表:

庫存規模計算PurchasedPartsPullSystem–CaseStudy30AnswerSheet:

InventorySpaceCalculationsPurchasedPartsPullSystem–CaseStudy31答案表:

庫存面積計算PurchasedPartsPullSystem–CaseStudy32AnswerSheet:

InventorySpaceCalculations(PullParts)PurchasedPartsPullSystem–CaseStudy33答案表:

庫存空間計算(拉動零件)Purchased