精益生产之补充拉系统ReplenishmentPullSystems(中英

MeasureAnalyzeControlImproveLeanSixSigmaReplenishmentPullSystemsManufacturingPullSystemsPurchasePullSystemsBufferLocationsPullSystemPlatformsManualvs.ElectronicPullSystems:HandlingSeasonalityPerformanceMeasuresAppendixRD010402MeasureAnalyzeControlImproveLeanSixSigma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RD010402ImproveReplenishmentPullSystems3LeanSixSigmaImprovementProcessRoadMapAnalyzeControlImproveDefine•IdentifyProblem•DevelopListofCustomers•DevelopListofCTQ’sfromVoiceoftheCustomer•FinalizeProjectFocusandKeyMetrics•CompletePDFMeasure•MapBusinessProcess•MapValueStream•DevelopDataCollectionPlan•ConductMeasurementSystemAnalysis•CollectData•ConductProcessCapabilityAnalysisAnalyze•ProposeCriticalX’s•PrioritizeCriticalX’s•VerifyCriticalX’s•EstimatetheImpactofEachXonY•QuantifytheOpportunity•PrioritizeRootCauses•ConductRootCauseAnalysisonCriticalX’sImprove•CriticalX’sConfirmed•DevelopPotentialSolutions•SelectSolution•OptimizeSolution•PilotSolutionControl•ImplementProcessChangesandControls•WriteControlPlan•CalculateFinalFinancial/•ProcessMetrics•TransitionProjecttoFutureOwners•IdentifyProject•TranslationOpportunitiesMeasureDefine•ProjectIDTools•ProjectDefinitionForm•NetPresentValueAnalysis•InternalRateofReturnAnalysis•DiscountedCashFlowAnalysis•PIPManagementProcess•RACI•QuadCharts•ProcessMapping•ValueAnalysis•Brainstorming•Multi-VotingTechniques•ParetoCharts•C&E/FishboneDiagrams•FMEA•CheckSheets•RunCharts•ControlCharts•GageR&R•Cp&Cpk•SupplyChainAcceleratorAnalysis•Multi-Vari•BoxPlots•InteractionPlots•Regression•ANOVA•C&EMatrices•FMEA•Brainstorming•PullSystems•SetupReduction•TPM•ProcessFlow•Benchmarking•Affinity•DOE•HypothesisTesting•ForceField•TreeDiagrams•GanttCharts•CheckSheets•RunCharts•Histograms•ScatterDiagrams•ControlCharts•ParetoCharts•InteractiveReviews•Poka-YokeRevised1-12-02ImproveReplenishmentPullSystems4LearningObjectivesIntroductiontoReplenishmentPullSystemsLearnthebenefitsandapplicationsKnowthedifferencebetweenaManufacturingPullSystemvs.aPurchasePullSystemUnderstandkeyPullparametersandcalculationsIntroductiontothePullPlatformsKnowthekeybufferlocationswithinaprocessImproveReplenishmentPullSystems5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ImproveReplenishmentPullSystems6What’sinItforMe?UnderstandwhatReplenishmentPullisandmakeapplicationstoyourenvironmentGainunderstandingonthemanytypesofPullSystemsImproveReplenishmentPullSystems7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ImproveReplenishmentPullSystems8IntroductionReplenishmentPullSystemsestablishesstrategicallylocatedbuffersofpartswithinaprocess.RawmaterialManufacturedpartsPurchasedpartsFinishedgoodsDe-couplesthesupplyingprocessfromtheconsumingprocessviathebufferinventory.Partreplenishmentis“triggered”basedonconsumptionversusnetrequirements.Futurerequirementshelpestablishbuffersizing,notactualmaterialrelease.ImproveReplenishmentPullSystems9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.ImproveReplenishmentPullSystems10ReplenishmentPullSystemBenefitsEfficiency:ApullsystemcanattainthesamethroughputasapushsystemwithlessaverageWIP(andtherefore,ashortercycletime).EaseofControl:PullsystemsrelyonsettingeasilycontrollableWIPlevels,versusreleaseratesforpushsystems(maintainingconstantthroughputismuchmoredifficult).Robustness:PullsystemperformanceisdegradedmuchlessbyerrorsinWIPlevelsthanbyacomparablepercenterrorinthroughput.QualityImprovement:LowWIP(andassociatedcycletime)systemsaremoresensitivetoquality(andthereforeforceproblemresolution)andfacilitateit(byimprovingfeedbackandlearningcycles).ImproveReplenishmentPullSystems11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）.ImproveReplenishmentPullSystems12ReplenishmentPullSystemDesignDriversComponentpartshavedifferent“characteristics”Dollarvolumevariesparttopart,drivesneedforpartstratification(impactsorderfrequency)Demandprofiles(peaksandvalleys),orvariability,isdifferentfordifferentpartsLeadtime(replenishmenttime)variesparttopartDemandisdynamicandchangesovertimeSeasonality,rampup/down,engineeringchangesdriveneedtoresizeKanbansystem(typicallymonthly)Designtrade-offsmanageriskSafetystock(designedasprotectionagainstvariability),reducespartshortagesbutincreasesinventoryHoldingsemi-finishedinventoryvolumesmoothesdemandatthatbuffer,butaddscycletimeImproveReplenishmentPullSystems13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ImproveReplenishmentPullSystems14WhentoUseReplenishmentPullLeadtimeisgreaterthancustomerexpectationwindowRepetitiveproductofferingRelativelyconsistentdemand(lowvariability)Note:GenericPullsystemsshouldalwaysbeusedwhenare