精益生产之补充拉系统ReplenishmentPullSystems中英.pptx

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,Click to Edit Master Title Style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,Improve,Click to Edit Master Title Style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,Improve,Replenishment Pull Systems,Manufacturing Pull Systems,Purchase Pull Systems,Buffer Locations,Pull System Platforms,Manual vs.Electronic,Pull Systems:Handling Seasonality,Performance Measures,Appendix,RD010402,第1页,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：操作季节性,绩效量测,附录,RD010402,第2页,Lean Six Sigma Improvement Process Road Map,Analyze,Control,Improve,Define,Identify Problem,Develop List of Customers,Develop List of CTQs from Voice of the Customer,Finalize Project Focus and Key Metrics,Complete PDF,Measure,Map Business Process,Map Value Stream,Develop DataCollection Plan,Conduct MeasurementSystem Analysis,Collect Data,Conduct Process Capability Analysis,Analyze,Propose Critical Xs,Prioritize Critical Xs,Verify Critical Xs,Estimate the Impact of Each X on Y,Quantify the Opportunity,Prioritize Root Causes,Conduct Root Cause Analysis on Critical Xs,Improve,Critical Xs Confirmed,Develop Potential Solutions,Select Solution,Optimize Solution,Pilot Solution,Control,Implement Process Changes and Controls,Write Control Plan,Calculate Final Financial/,Process Metrics,Transition Project to Future Owners,Identify Project,Translation Opportunities,Measure,Define,Project ID Tools,Project Definition Form,Net Present Value Analysis,Internal Rate of Return Analysis,Discounted Cash Flow Analysis,PIP Management Process,RACI,Quad Charts,Process Mapping,Value Analysis,Brainstorming,Multi-Voting Techniques,Pareto Charts,C&E/Fishbone Diagrams,FMEA,Check Sheets,Run Charts,Control Charts,Gage R&R,C,p,&C,pk,SupplyChainAccelerator Analysis,Multi-Vari,Box Plots,Interaction Plots,Regression,ANOVA,C&E Matrices,FMEA,Brainstorming,Pull Systems,Setup Reduction,TPM,Process Flow,Benchmarking,Affinity,DOE,Hypothesis Testing,Force Field,Tree Diagrams,Gantt Charts,Check Sheets,Run Charts,Histograms,Scatter Diagrams,Control Charts,Pareto Charts,Interactive Reviews,Poka-Yoke,Revised 1-12-02,3,Replenishment Pull Systems,第3页,Learning Objectives,Introduction to Replenishment Pull Systems,Learn the benefits and applications,Know the difference between a Manufacturing Pull System vs.a Purchase Pull System,Understand key Pull parameters and calculations,Introduction to the Pull Platforms,Know the key buffer locations within a process,4,Replenishment Pull Systems,第4页,学习目,介绍补充拉系统,学习补充拉系统好处和应用,了解制造拉系统和采购拉系统区分,了解拉系统关键参数及计算方法,介绍拉系统平台,了解流程中关键缓冲点位置,5,Replenishment Pull Systems,第5页,Whats in It for Me?,Understand what Replenishment Pull is and make applications to your environment,Gain understanding on the many types of Pull Systems,6,Replenishment Pull Systems,第6页,我学到了什么?,了解补充拉系统并并应用于您工作环境中,对各种类型拉系统促进了解,7,Replenishment Pull Systems,第7页,Introduction,Replenishment Pull Systems establishes strategically located buffers of parts within a process.,Raw material,Manufactured parts,Purchased parts,Finished goods,De-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.,8,Replenishment Pull Systems,第8页,介绍,补充拉系统在流程中关键地方建立了零部件缓冲区,.,原材料,制造零件,采购零件,成品,经过缓冲库存将供给过程和消耗过程联络起来,.,零件补充是基于消耗实际需求而被触发,.,未来需求帮助确定缓冲量大小，而不是决定于实际材料发放,.,9,Replenishment Pull Systems,第9页,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).,10,Replenishment Pull Systems,第10页,补充拉系统好处,效率:一个拉系统能够取得和推系统一样产能而平均,WIP,水准却更少,(,所以，周期时间更短,).,易于控制:和推系统放料相比，拉系统依靠设置更轻易控制,WIP,水平,(,推系统难以确保更连续稳定产能,).,敏锐性:拉系统对比推系统在一样,WIP,水平差错更少,.,质量改进:,底,WIP（,与周期时间相关联）系统对于质量（因为要压迫问题处理）愈加敏感且有利于推进它（经过改进反馈和学习周期）,.,11,Replenishment Pull Systems,第11页,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 parts,Lead time(replenishment time)varies part to part,Demand is dynamic and changes over time,Seasonality,ramp up/down,engineering changes drive need to resize Kanban system(typically monthly),Design trade-offs manage risk,Safety stock(designed as protection against variability),reduces part shortages but increases inventory,Holding semi-finished inventory volume smoothes demand at that buffer,but adds cycle time,12,Replenishment Pull Systems,第12页,补充拉系统设计驱动原因,各零部件含有不一样“特征”,零件与零件间价值量不一样，使零件需求层次不一样（影响订货频率）,需求轮廓（高峰和低峰），或改变因零件不一样而不一样,交货期（补充时间）件与件不一样,需求是动态，且随时间改变而改变,季节性、需求上升/下降、工程变更等需要调整看板系统（普通为月度调整）,设计协定，管理风险,安全库存,(,为预防改变性而设计,),降低零件短缺但增加了库存,保留半成品库存，即使让需求在缓冲区流动平滑，不过增加了周期时间,13,Replenishment Pull Systems,第13页,When to Use Replenishment Pull,Lead time is greater than customer expectation window,Repetitive product offering,Relatively consistent demand(low variability),Note:Generic Pull systems should always be used when a replenishment pull system is implemented.,14,Replenishment Pull Systems,第14页,何时使用补充拉系统,交货期比客户期望大得多,重复性产品供给,相对稳定需求（底变异）,注,:当补充拉系统被采取时，普通拉系统必定也是在使用,.,15,Replenishment Pull Systems,第15页,Manufacturing Pull vs.Purchase Pull Key Differences,Purchase Pull System,Externally controlled,Multiple suppliers and locations,Controlled by min order quantities,Continual communication to vendors to address cost and shipping issues,Reliance on vendor(s)for shipping frequency and ordered quantities,Manufacturing Pull System,Internally controlled,One supplier and one location,Controlled by manufacturing process,Internal daily communication to address issues,Reliance on internal resources for changes(quantities,priority of shop orders,etc.),16,Replenishment Pull Systems,第16页,制造拉系统和采购拉系统主要不一样,采购拉系统,外部控制,多个供给商和供给位置,以最小订单数量控制,不停与供给商交流，忙于成本和交货事宜,依赖于供货方交货频率和数量,制造拉系统,内部控制,一个供给商和一个供货地点,经过制造流程来控制,内部日常交流来处理问题,依赖于内部资源改变（质量、车间内部指令等）,17,Replenishment Pull Systems,第17页,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 Systems,Demand,Manufacturing Cycle Time(MCT),Cycle Time Interval(CTI),Safety Stock(SS),Purchase Pull System,Demand,Lead Time(LT),Order Frequency(OF),Safety Stock(SS),18,Replenishment Pull Systems,第18页,补充拉系统参数,实际上，对于这两种类型拉系统计算并没有本质区分，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),19,Replenishment Pull Systems,第19页,ManufacturingPull Systems,第20页,制造拉系统,第21页,Manufacturing,Strategic,Buffer,(On-Site),3-4,Week,Manufacturing Cycle Time,2,Week,“Customer Expectation”,Replenishment Signal,Consumption,Manufacturing Pull System,Based on consumption,On-hand quantity function of demand variability,lead time,order frequency,desired service level,Part shortages and expediting reduced,Inventory reduced(better mix),22,Replenishment Pull Systems,第22页,生产制造,战略缓冲,3-4 周,制造周期时间,2 周,“,客户期望”,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、期望服务水平成函数关系,零件短缺降低/消除,库存降低（更合理产品组合）,23,Replenishment Pull Systems,第23页,Manufacturing Pull System Parameters,Demand(average weekly or average daily usage),Based on either history,forecast(backlog)or combination,Recalculated frequently in order to capture changes in trends,Manufacturing 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 build,Changing CTI allows trade-offs between transactions,capacity and inventory,Safety Stock(SS),Parts required to compensate for variation(i.e.,demand,quality,downtime),24,Replenishment Pull Systems,第24页,制造拉系统参数,需求,(,平均每七天或平均天天用量,AWU,或,ADU),基于历史、预测（订单）或二者结合,屡次计算以掌握改变趋势,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）时间,周期时间间隔(,CTI),表示某一零件制造频率（天），驱动我们将要制造订货数量（批数量）,改变,CTI,允许在交易、能力和库存间平衡,安全库存(,SS),为预防改变（如需求、质量、停机）而设置零件需求,25,Replenishment Pull Systems,第25页,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 Usage,Forecasted Demand,Look Ahead Window,are used if the parts see seasonality or other volume swings.DMD is usually the most difficult number to pin down in pull calculations.,26,Replenishment Pull Systems,第26页,需求(,DMD),DMD,是指某段时间内用量，确保需求计算和其它零件计算使用相同单位,(,如周、天等,).,需要注意是当用以往用量做为平均需求时，可能不能反应出未来业务改变-如：产品种类、需求量增加时、普通应用组合为：,历史用量,预测需求,未来趋势,用来发觉季节性或其它原因产量改变，,DMD,通常是拉系统中计算最困难数据,.,27,Replenishment Pull Systems,第27页,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.,28,Replenishment Pull Systems,第28页,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时间，计算以下:,这里非常主要一点是要确认使用从现场搜集真实数据而不是以往抽样数据,.,29,Replenishment Pull Systems,第29页,MCT,Exits,=,30 units/day,WIP,=Sum of all Inventory within Physical work area=100 units,MCT=100 units/30 units per day,MCT=3.3 days,Manufacturing Cycle Time(MCT),30,Replenishment Pull Systems,第30页,MCT,Exits,=,30 units/day,WIP,=,在实际工作区域里库存总数=100,units,MCT=100 units/30 units per day,MCT=3.3 days,制造周期时间(,MCT),31,Replenishment Pull Systems,第31页,Cycle Time Interval(CTI),CTI is the frequency that a specific part is manufactured(drives batch size or order quantity).,It is measured as:,32,Replenishment Pull Systems,第32页,周期时间间隔(,CTI),CTI,是某个零件被生产频率,(,驱动批数量或订单数量,).,计算以下:,33,Replenishment Pull Systems,第33页,A,B,A,C,A,B,CTI(A),CTI(B),Raw,Material,Finished,Goods,100,100,100,Dmd,A,=15,units/day,Batch,A,=20,Yield,A,=90%,CTI,A,CTI=(20 units x.90)/15 units per day=1.2 days,CTI,B,CTI=(10 units x.90)/10 units per day=0.9 days,CTI,C,CTI=(15 units x.95)/5 units per day=2.85 days,Calculating Cycle Time Interval(CTI),Dmd,B,=10,units/day,Batch,B,=10,Yield,B,=90%,Dmd,C,=5,units/day,Batch,C,=15,Yield,C,=95%,34,Replenishment Pull Systems,第34页,A,B,A,C,A,B,CTI(A),CTI(B),原材料,成品,100,100,100,需求,A,=15,units/day,批,A,=20,良品率,A,=90%,CTI,A,CTI=(20 units x.90)/15 units per day=1.2 days,CTI,B,CTI=(10 units x.90)/10 units per day=0.9 days,CTI,C,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%,35,Replenishment Pull Systems,第35页,Demand,Demand,Safety Stock(SS),SS is product required to guard against:,Process Variability,Demand Variability,Lead Time/MCT Variability,Quality Problems,36,Replenishment Pull Systems,第36页,Demand,Demand,安全库存(,SS),SS,是为对付以下情况产品需求而设定,:,过程改变,需求改变,交货期/,MCT,改变,质量问题,37,Replenishment Pull Systems,第37页,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,38,Replenishment Pull Systems,第38页,安全库存(,SS),SS,是以下原因函数:,需求改变,(,标准偏差,:,),期望服务水准,(,库存不短缺覆盖面积,),制造周期时间(,MCT),制造时间按时率(,),有各种方法计算安全库存，我们这里使用其中一个经验公式.,主要假定:需求形式遵照正态分布。,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,纵轴是用户需求量,横轴是时间序列,39,Replenishment Pull Systems,第39页,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.,40,Replenishment Pull Systems,第40页,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标准差倍数，在安全库存中表示,.,按字面了解，就是你认为出现库存短缺发生时间计算,50%,84%,98%,需求高于或低于平均值,服务水准,=1,意指只有1个标准差库存，平均库存不出现短缺次数将有84%（50%均值以下,+34%),服务水准=2 意指只有2个标准差库存，平均库存不出现短缺次数将有98%（,50%均值以下,+48%),等等,41,Replenishment Pull Systems,第41页,Safety Stock(SS):Service Level,42,Replenishment Pull Systems,第42页,Date,Usage,4-,Jan,99,5-,Jan,100,6-,Jan,100,7-,Jan,99,8-,Jan,98,11-,Jan,100,12-,Jan,101,13-,Jan,99,14-,Jan,102,15-,Jan,103,18-,Jan,99,19-,Jan,98,20-,Jan,97,21-,Jan,100,22-,Jan,101,25-,Jan,102,26-,Jan,104,27-,Jan,101,28-,Jan,99,Usage,Count,29-,Jan,98,96,1,1-,Feb,98,97,2,2-,Feb,96,98,4,3-,Feb,100,99,6,4-,Feb,102,100,7,5-,Feb,101,101,6,8-,Feb,103,102,4,9-,Feb,102,103,2,10-,Feb,101,104,1,11-,Feb,100,12-,Feb,99,均值,15-,Feb,101,100.03,16-,Feb,97,17-,Feb,100,标准差,18-,Feb,99,1.85,19-,Feb,102,Average Daily Usage,92,94,96,98,100,102,104,106,1/4/01,1/11/01,1/18/01,1/25/01,2/1/01,2/8/01,2/15/01,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,43,Replenishment Pull Systems,第43页,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 coverage,Service Level=2 gives 98%stockout coverage,Service Level of 1=84%stockout coverage,Service Level of 2=98%stockout coverage,44,Replenishment Pull Systems,第44页,安全库存(,SS):,服务水平,假定我们需求能够用正态分布,1,=1.85=68.27%,2,=3.70=95.45%,均值,不过，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,45,Replenishment Pull Systems,第45页,BOH,Work Orders(SumWO),