美鋁公司精益制造課件

AVIC1SeniorExecutiveSeminar

SharingStrategiesforSuccessOurCollectiveOpportunityin

IntegratedGlobalSupplyChains中航一集團(tuán)高級(jí)管理人員研討會(huì)

共享成功戰(zhàn)略我們?cè)谌蚓C合供應(yīng)鏈中共同的機(jī)會(huì)AgendaFocusing,AligningandIntegratingtoDeliverBestValueMaryArmstrong,BoeingCommercialAirplanesVicePresidentandGeneralManagerFabricationDivisionProgramManagementTheoryVersusPractice:PracticalTips DonCarlisle,BoeingCommercialAirplanesManagingDirector,WichitaDivision,TulsaBusinessUnitOurCollectiveOpportunityinIntegratedGlobalSupplyChainsBobWetherbee,AlcoaPresident,AlcoaMillProductsRealizeBestValueAcrosstheSupplyChainForCustomersandSuppliers“Weworkonourcollectivesystemstogether

toachievethegoalofmakingBoeingproducts

themostcompetitivelypricedintheworld.”

BobWetherbee

President,AlcoaMillProducts

實(shí)現(xiàn)供應(yīng)鏈中客戶和供應(yīng)商的最佳價(jià)值“我們共同致力于聯(lián)合的體系，以實(shí)現(xiàn)波音產(chǎn)品成為世界上最具價(jià)格競(jìng)爭(zhēng)力產(chǎn)品這一目標(biāo)。”

鮑勃·韋瑟比

美鋁軋制產(chǎn)品公司總裁

AlcoaMovedFromVisiontoBestValueinFourYearsVision

Created20002004StrategyDeveloped2001Phase1PilotwithBoeingfuselage20022003AdditionalResourcesDeployedPhase4

Extendedtonewmarkets,customersandtheirsuppliersContinuedwasteeliminationandsystemexpansionExtendingthesystemtoincludeoursuppliersPhase2ImplementedwithBoeingwingsPhase3ExtendedtoBoeingstandardplateUnderstandingSystemPotentialCapturingSystemValueTimeline:Alcoa’sIntegratedGlobalSupplyChainAPhasedApproachtoChangeShowedImmediateResultsPoordeliveryperformanceUnpredictableflowtimesHighinventorystocklevels50%ofordersexpeditedProblemsandwastewere

hiddenwithintheoldsystemOn-timeandpredictabledeliveryConsistentflowtimesReducedinventorystocklevelLessthan10%ofordersexpeditedHighvisibilityofproblemsandwasteimprovementopportunitiesResultsofOldSystemResultsofIntegratedSystemPhase3:BoeingExample分階段進(jìn)行變革的方法立即顯示出效果交付績(jī)效差流程時(shí)間不可預(yù)知庫(kù)存量高50%的訂單加急完成原有系統(tǒng)中隱藏了問(wèn)題和浪費(fèi)按時(shí)、可預(yù)測(cè)的交付流程時(shí)間穩(wěn)定庫(kù)存量降低不到10%的訂單加急完成問(wèn)題和浪費(fèi)的改善機(jī)會(huì)可視性高原有系統(tǒng)的結(jié)果整合后系統(tǒng)的結(jié)果第三階段：波音舉例DramaticImprovementSeenin

On-timeDelivery

DeliveryPerformanceDataTarget:97%Systemstartdate40.0%50.0%60.0%70.0%80.0%90.0%100.0%Feb-03Mar-03Apr-03May-03Jun-03Jul-03Aug-03Sep-03Oct-03Nov-03Dec-03Jan-04Feb-04Mar-04Apr-04Phase3:BoeingExampleBeginbyDrawingCurrentSystemofMaterialFlowIngotPlantHotLineFinishedSawsCustomerReceivingPre-sawprocessesShipping123410-12WeekLeadTimesOrderEntryCustomerServiceCustomerUsageandOrderingAlcoaOrderFulfillmentCustomerPlacesOrders10-16weeksinadvanceRandomOrdersMachiningProcessesHighInventoryLevel=Phase4Example28Sizes28Plates28Plates28Products28Plates從畫(huà)出當(dāng)前系統(tǒng)的材料流開(kāi)始鋁錠廠高溫生產(chǎn)線

完工后切割客戶接收切割前工藝運(yùn)輸123410-12周的交貨期接收訂單客戶服務(wù)客戶用途和訂貨美鋁訂單完成情況客戶提前10-16周下訂單隨意訂單機(jī)加工藝高庫(kù)存量=第四階段舉例28種尺寸28種板材28種板材28種產(chǎn)品28種板材FocusonCustomerUsageVersusCustomerOrdersCustomerUsageandOrderingCustomerProductionPlanningUnleveleddemandtoAlcoaOrdersnotlinkedtomachineusagePurchaseordersarriveunpredictablyHighInventoryLevelComplexandmultipleforecastingprocessesFrequentchangeorders1234ReceivingRandomOrdersMachiningProcessesOldSystemProvidedNoVisibilityofActualCustomerUsageAlcoaOrderFulfillmentProcessesnottightlyconnectedInventoriesnotengineeredIngotPlantHotLineFinishSawsPre-sawPlateMillShippingOrderEntry原有系統(tǒng)無(wú)法提供客戶實(shí)際用途的可視性美鋁履行訂單

工藝并未緊密聯(lián)系起來(lái)

未設(shè)計(jì)好庫(kù)存鋁錠廠高溫生產(chǎn)線完工后切割切割前板材銑切運(yùn)輸訂單接收NewPullSystemConnectedAlcoaandCustomerProcessesHotLineReceivingPre-sawProcesses6sizes3DayLeadTimeSupplyChainManagementInnovationsofnewsystem:Built-intestsHelpchainforproblemsolvingKanbanboardsforstorereplenishmentIngotPlantFinishSawsShippingDailyOrders6Plates28Plates1234MachiningProcessesDailyUseDataSignal28ProductsNewSystemProvided

ImmediateResultsIncreasedon-timedelivery

from65%to97%Reducedcustomerinventory

by65%Reducedchangeordersfrom4500peryeartolessthan10peryearIncreasevisibilityofproblemsandwasteimprovementopportunitiesSmoothingflowofordersfor

just-in-timedeliveryReducedweeklyvariationin

productdemandby67%ResultsoftheNewSystem新系統(tǒng)立即顯示出成效按時(shí)交付率從

65%提高至97%客戶庫(kù)存減少了

65%變更訂單從每年4500份降低為每年不到10份提高了問(wèn)題的可視性，增加了改進(jìn)浪費(fèi)的機(jī)會(huì)理順了恰時(shí)、恰物、恰量交付的訂貨流程產(chǎn)品需求的每周變化降低了67%新系統(tǒng)的成效NewSystemResultedinReducedCostsandImprovedProfitabilityReducedVariationProductDemandNewSystemStartDatePiecesPulledEachWeekTimeinWeeksSuccessRequiresaNewRole

fortheLeaderProvideclearbusinesscaseandvisionEncourageexperimentationAssembleteamofsystemthinkersandcontinuallydevelopteamcapabilitiesEstablishchangeagentnetworkMakeRegularshopfloorvisitstocheckthesystemThinksystemcostversuspurchaseormanufacturingcostsRewardproblemidentificationandresolutionEliminateWasteContinuouslyEnsureexecutivesponsorshipinplace成功需要領(lǐng)導(dǎo)履行新角色提供明確的商業(yè)案例和遠(yuǎn)景目標(biāo)鼓勵(lì)試驗(yàn)組建為系統(tǒng)出謀劃策的團(tuán)隊(duì)并不斷開(kāi)發(fā)團(tuán)隊(duì)能力建立促進(jìn)變化的網(wǎng)絡(luò)定期下車(chē)間檢查系統(tǒng)考慮系統(tǒng)成本與購(gòu)買(mǎi)或制造成本鼓勵(lì)發(fā)現(xiàn)問(wèn)題和解決問(wèn)題不斷消除浪費(fèi)確保高層領(lǐng)導(dǎo)的支持到位ExecutiveSponsorship

isCriticaltoSuccessCreatingasystemvisionforintegratedglobal

supplychainsChangingthetraditionalprocurementphilosophyDrivingdeeperalignmentofallsupplychainparticipantsIncreasecommunicationbetweenallsupplychainpartnersOngoingdedicationtochangeandcontinuous

improvementofthesystemExecutiveSponsorshipRequiresCurrentSupplyChainOffersOpportunitiesforImprovementSupplyChainImprovementOpportunities:DeliveryPerformanceLeadtimesQualityInventoryCommunicationandinformationflows當(dāng)前的供應(yīng)鏈有改進(jìn)機(jī)會(huì)供應(yīng)鏈的改進(jìn)機(jī)會(huì)：

交付績(jī)效

交貨期

質(zhì)量

庫(kù)存

溝通和信息流AlcoaAerospaceCenterShanghai:LocalpresenceEvolvesintoessentialpointinsupplychainEnablesmorereliableperformanceProvidesdirectvisibilityOffersjust-in-time,point-of-usedeliveryforcuttosizeservicesShanghaiBecomesKeyPointinIntegratedGlobalSupplyChainsChinaXi’anShanghaiChengdu美鋁上海宇航中心：

當(dāng)?shù)貥I(yè)務(wù)

演變?yōu)楣?yīng)鏈的重要點(diǎn)

績(jī)效更可靠

提供直接可視性