外文文獻(xiàn)翻譯精益供應(yīng)策略：將5S工具應(yīng)用于供應(yīng)鏈管理

供應(yīng)鏈管理與5s管理外文文獻(xiàn)翻譯(含：英文原文及中文譯文)文獻(xiàn)出處：90thAnnualInternationalSupplyManagementConference,May2005英文原文LeanSupplyStrategies:Applying5SToolstoSupplyChainManagementKimballBullingtonAssociateProfessorofSupplyChainManagementMiddle90thAnnualInternationalSupplyManagementConference,May2005ABSTRACT:Supplystrategiesinaleanenvironmentshouldsupporttheoperationsstrategy.Itisappropriatethentouseleanconceptsandleanterminologyinthecreationofsupplystrategyforleanoperations.Thispaperexaminessupplystrategydevelopmentinaleanproductionenvironmentbyutilizing5S,akeyleanconcept.Theconceptsofleansupplyand5Swillbeintroducedfollowedbyadiscussionofhowthe5Smethodologymaybeusedtodevelopandimplementasupplystrategy.Keywords:lean;5s;supplystrategy;1LeanSupplyTheterm“l(fā)eansupply”impliesthatthesupplychainisappropriateforleanproduction.Leanproductionisaconceptofwasteeliminationinprocesses,whichhasenjoyedpopularityinmanufacturingcompanies.ThebasictenetsofleanproductionasoutlinedbyWomackandJones(1996)includethefollowing、Specifyvalue、Identifythevaluestream、Organizethevaluestreamtopromoteflow、Communicatedemandthroughpull、Striveforperfection.Itisappropriateforthesupplymanagementfunctioninaleanenvironmenttointegrateleanconceptsandterminologyintothedevelopmentofsupplystrategy.Oneofthefoundationalleanconceptsthatservesasabasisforallofthetenetsgivenaboveis5S.1.1Whatis5S?The5S’sareleanconceptsderivedfromtheJapanesewords:seiri(sort),seiton(setinorder),seiso(shineorpurity),seiketsu(standardize),andshitsuke(sustain)(Hirano,1996).Companiesadoptingtheleanproductionphilosophyoftenimplementthe5Sprocesstobringordertotheworkplaceandtherebysupportleanproduction.2WhyUsethe5SConceptasaModelforLeanSupplyStrategy?5Sisaprovenmodelfororganizingandmaintainingaleanproductionenvironment.Therelationshipbetweenpurchasingorsupplyandthegeneralmanagementofoperationsmaybeimprovedthroughtheuseofacommonvocabularybuiltaroundconceptsfamiliartotheorganizationalheadandtheheadsofotherdepartments.Forthisreason,5Sisanappealingmodelforthedevelopmentofsupplystrategyinaleanproductionenvironment.Amodelforusing5Stodevelopsupplystrategyfollows.2Sort:2.1RemoveAllButtheNecessaryMaterials,EquipmentandSupplies.Typically,thefirststepinaproducer’simplementationof5Swillbeatourofthetargetareamarkingwithredtagsthoseitemsthatappearoutofplaceorunnecessary.Afterreviewingeachitem,theitemwilleitherbeputinitsproperplaceorremovedifitisunnecessaryorredundant.TheSortprocessisessentialtodevelopingtheorganizationoftheworkspaceneededforleanproduction.Sortingthesupplybaseincludesselectionofsupplierstoaddtothesystemandselectingsupplierstoeliminate(supplybaseconsolidationorrationalization).ImplementingSortinthesupplybasethroughsupplierconsolidationachievesthefollowingbenefits.Itreducesthewasteofinefficientworkmethodsbyreducingthenumberofsuppliersthatmustbemanagedbytheprocurementstaff.Sortingreducesthewasteofselectingthewrongsuppliersbyfocusingeffortsofselection,evaluation,andimprovementonafewselectsuppliers.Thisalsoimprovesthequality(conformancetospecificationsanddelivery)oftheproductsreceivedfromthesesuppliersbyfocusingqualityassurance,controlandimprovementactivitiesonasmallernumberofsuppliers.Sortingreducesprocessingwasteasfewerpurchaseordersmaybenecessaryandfewerselectionauditsareneeded.Finally,Sortingincreasestheopportunityforsupplychainpartnering.Soforthemanagementofsupply,theprimaryimplementationofSortisselection.Thereareseveralcriteriathatmaybeusedtoidentifycandidatesforeliminationinthesortingprocess.First,aperformancereview(i.e.,reviewofquality,delivery,andpriceperformance)isolatessomecandidatesforelimination.Next,areviewofredundantsuppliersisconducted.Howmanysuppliershaveidenticaloroverlappingcapabilities?Finally,areviewofthenumberofpartnumberspurchasedfromeachsupplierwilloftenresultinidentificationofalargenumberofsuppliersprovidingonlyoneorafewparts.Allofthesortingorconsolidationisanefforttoapproachanoptimumnumberofsuppliers.Multiplyingsuppliersincreasesvariationandoverhead.Thepracticeofutilizingmultiplesuppliersforasinglepartinordertoreduceriskoftenincreasesrisk,justasincreasingthenumberofcomponentsinanassemblyusuallyincreasestheprobabilityoffailure.2.2SetinOrder:ArrangeProductandEquipmentSoItisEasytoFindandEasytoUse.Equipmentandstoragelocationsarelabeledsoequipmentortoolswillbeeasytoidentifyandputawaywhentheyarenolongerinuse(e.g.,toolcutoutsoroutlinesonapegboardorinatoolchest).Thelabelingofstoragelocationswithtapeonthefloorortheworkstationfacilitatesvisualmanagement.Aglanceissufficienttoidentifymissingtoolsortoolsnotproperlystored.Arrangingsupplierssotheyareeasytousebringstomindtheconceptofsegmentation.Segmentationprovidesa“placeforeverything”andallocates“everythinginitsplace.”Thesupplybaseissortedorsegmentedbyvaluepotentialandrisk,bystrategicvalueandopportunityforcostimprovement,byvaluepotentialandcriticality,orothersuchcriteria.Theproper“place”forasupplierisalocationinasegmentationmatrix.Thevalueofthisexercisecomesfromclearlyidentifyinghoweachsupplierwillbetreatedbasedonidentifiablecriteria.Table1isanexamplesegmentationofthesupplybasebyannualexpendituresandriskyieldingfoursegmentsofsupplierswithdifferentopportunitiesforvaluecontribution.Thekeysuppliersforleanproductioncompaniestendtobeinthehighrisk–highvaluepotentialor“partnership”categoryofthesuppliersegmentationmatrix.Partnershipsuppliersrepresentahigherrisktothecompanyintermsofdesigncomplexity,startupcommunication,customtooling,overallhigherdemandforbuyerinput,andschedulepressures(e.g.,just-intimesupport).Riskcanalsobethoughtofasthelevelofopportunityforadverseeffectsonvalue(e.g.,deteriorationindelivery,leadtime,price,orquality).Theothersuppliersegmentshavedifferentneeds.Thelowrisk–highvaluepotentialsegmentmayincludecommodityitemswherepricedominatesotherconsiderations.Iftheriskmaybereducedforhighrisk–highvaluepotentialitems,significantsavingsmayberealizedbysomeformofcompetitivebidding.Thehighrisk–lowvaluepotentialsuppliersaffectvaluebythenatureofthefactorsthatmakethemhighrisk.Riskfactorscouldincludedemandingdeliveryrequirements,advancedtechnology,etc.Temporarysituations,suchascashflowproblemsorcapacitylimitations,couldbethemajorriskfactors.Segmentationhelpspreventthesupplymanagerfromoverlookingthesepotentialproblemsuppliers.Finally,thelowrisk–lowvaluepotentialsupplierstypicallyhaverelativelyhightransactioncostsascomparedwiththevalueoftheproduct.Theopportunityforaddingvaluecomesbyconsolidatingthesepurchasesandreducingtransactioncosts.Severaldifferentsegmentationsmaybeconductedinordertoproperlycategorizethesuppliers.Thesegmentationofsuppliersmayalsoincludeanevaluationofquality(e.g.,certified,conditional,approvedstatus).Performancemeasuresmaybehelpfulinsegmentingtheremainingsupplybase.HauLee(2002)suggeststheuseofanuncertaintyframeworkasameansofsegmentingthesupplybasefordemandandsupplyuncertainty.ThelocationaspectofSetinOrdermaybeaddressedbyidentifyingthelocationvalueofeachsupplieronalargemap.Thismayidentifyfurtheropportunitiesforconsolidationbygroupingsupplierslocallyorintargetedareasoralongtruckingroutessomorethanonesuppliermaybevisitedonasingletrip.Otherconsiderationsfor2.2.1KeepEverythingSweptandClean.Cleaningimpliessystemmaintenanceandinspection.Asaworkareaiscleaned,problemssuchasoilleaksorothermaintenanceissuesbecomemoreapparentbeforetheyhaveachancetoaffectperformance.Theinspectionofsuppliersimpliessurveysoraudits.TheobjectiveofauditingsuppliersistoobtainobjectiveevidencethatsupportstheSortandSegmentationdecisionsorevidencethatsupportsactionofadifferentsort,suchasriskreductionandcontinuousimprovement.Theseauditsmayinclude:sitesurveys,supplierself-assessments,remotesurveys,thirdpartycertificationtypesurveys(e.g.,ISO9000orQS9000),orthirdpartyqualityawardssuchastheBaldrigeAward(orstateawardusingtheBaldrigecriteria).Majorchangesinsupplierpersonnelandtheworkplaceenvironmentmaynotbedetectedby3rdpartyauditssuchasISOcertificationaudits.Firstpersonauditsshouldbestructuredinsuchawayastodetectperformanceorpersonnelchanges.Forkeysuppliers(identifiedintheSetinOrderorSegmentationstage),on-sitevisitsshouldbescheduledwithafrequencyappropriatetotherelationship.Forexample,highrisk-highvaluepotentialsuppliersusuallyreceivethehighestfrequencyofvisitsfollowedbyhighrisk–lowvaluepotential,andlowrisk-highvaluepotentialsuppliersrespectively.Lowrisk–lowvaluepotentialsuppliersaregenerallynotsurveyedexceptformailsurveysofregulatorycomplianceissues.2.2.2IntegratingtheFirstThreeS.StandardizeensuresthatyourimplementationoftheSort,SetinOrder,andShinedoesn’tdeteriorateovertime.Itformalizestheprocedures,schedulesandpracticesthatsustainthesystemanddrivefutureimprovements.ProblemsavoidedbyStandardizeinclude:Firstly,thenumberofsuppliersgrowsunchecked,Secondly,thesegmentationdeterioratesandtheclassificationofthesuppliersbecomesunknown,Thirdly,suppliersarenotvisitedonaregularbasis,Fourthly,surveysareconductedinformallyorwithrenegadeprocesses.Howcanyoustandardize?Assign3Sduties.Ensurethatthepersonalplansorobjectivesofthesupplymanagementpersonnelcoverthesort(supplierconsolidation),setinorder(segmentation),andshine(audit)issuesnecessary.Strategicbuyers,commoditymanagers,orthepurchasingmanagerarechargedwiththeresponsibilityofsurveyingthechartsineachbuyer’sareatoensuretheyarekeptcurrent.Theresultsofthesesurveysmaybedisplayedonchecklistchartsdemonstratingthelevelofimplementation.Oftenthemotivationforaddingsupplierscomesfromoutsideofthepurchasingfunction.Dothesefunctionsunderstandwhyconsolidationisvaluable?Oneadvantageofthe5Sapproachisthatacommonlanguagewillbeusedbetweenpurchasingandmanufacturing.Thisshouldfacilitatethecommunicationbetweenthesegroups,butwhataboutinteractionsbetweendesignengineeringandpurchasing?Thisisacriticalinterfacefortworeasons.First,engineeringisthesourceofmanyrequestsfornewsuppliers.Second,engineering,particularlydesignengineering,mayhaveacreativeenvironmentthatfeelsconstrainedbyprogramsthatpromoterigiddiscipline.Engineershavecomplainedthattheyseenoreasontolimittheirsupplierselectionsjustsothebuyerscanplaymoresolitaireonthecomputer.The5Sprogramprovidesreasoningbehindtheconsolidationefforts.Surveyschedulesaremaintainedusingsoftwarethatremindstheprocessownerandtheappropriatemanagers.Insomeorganizations,thequalityassurancedepartmentcanservearoleasathirdpartytotheprocesswithsupplierdeliveryperformancebeingconsideredwithqualityperformanceforpreferredsupplierstatus.Suppliersurveysorauditsshouldbepartofthepersonalevaluationprocessfortheownersofthisprocess(e.g.,buyers,supplierqualityengineers,commoditymanagers).3DisciplineStartsWiththeLeadership.Doyoucareenoughtobeconsistentwithyourmessageandvision?Areyoucommunicatingthestrategy,includingthereasonsforyouractions,outsideoftheprocurementfunction?Areyoutrainingnewemployeesproperly?Doestheproperstructureexisttosupportthisstrategy?Theseareissuesforleadership.No5Sprocessforsupplymanagementwillbeeffectivewithoutvigilantleadership.Leanproducershaveusedthisprocesseffectively,butconsistentleadershipovertimeisnecessarytopreventsystemdeterioration.4Summary.Eachelementofthe5Stechniquecorrespondstoanelementofsupplystrategyforaleansupplychain.5Sisapowerfultoolinmanufacturing,inpart,becauseofitssimplicity.Simplicitymakes5Sapowerfulsupplymanagementtoolaswell.

中文譯文精益供應(yīng)策略：將5S工具應(yīng)用于供應(yīng)鏈管理作者：KimballBullington供應(yīng)鏈管理副教授田納西州立大學(xué)第90屆國(guó)際供應(yīng)管理年會(huì)，2005年5月摘要：精益環(huán)境中的供應(yīng)戰(zhàn)略應(yīng)該支持運(yùn)營(yíng)戰(zhàn)略。因此，在精益運(yùn)營(yíng)的供應(yīng)戰(zhàn)略創(chuàng)建中使用精益概念和精益術(shù)語是恰當(dāng)?shù)?。本文通過利用5S這一關(guān)鍵的精益概念，探討精益生產(chǎn)環(huán)境下的供應(yīng)戰(zhàn)略發(fā)展。將介紹精益供應(yīng)和5S的概念，然后討論如何使用5S方法來制定和實(shí)施供應(yīng)戰(zhàn)略。關(guān)鍵詞：精益;5s;供應(yīng)戰(zhàn)略;1精益供應(yīng)“精益供應(yīng)”一詞意味著供應(yīng)鏈適合精益生產(chǎn)。精益生產(chǎn)是過程中廢物消除的概念，在制造企業(yè)中廣受歡迎。Womack和Jones（1996）概述的精益生產(chǎn)的基本原則包括以下幾點(diǎn)：指定價(jià)值，識(shí)別價(jià)值流，組織價(jià)值流促進(jìn)流動(dòng)，通過拉動(dòng)溝通需求，努力完善。在精益環(huán)境中的供應(yīng)管理功能將精益概念和術(shù)語整合到供應(yīng)戰(zhàn)略的開發(fā)中是合適的。作為上述所有原則基礎(chǔ)的基本精益概念之一是5S。1.1什么是5S？5S是來自日文單詞的精益概念：seiri（排序），seiton（按順序排列），seiso（亮度或純度），seiketsu（標(biāo)準(zhǔn)化）和shitsuke（延續(xù)）（Hirano，1996）。采用精益生產(chǎn)理念的公司通常實(shí)施5S流程，為工作場(chǎng)所帶來秩序，從而支持精益生產(chǎn)。2為什么使用5S概念作為精益供應(yīng)戰(zhàn)略的模型？5S是組織和維護(hù)精益生產(chǎn)環(huán)境的經(jīng)過驗(yàn)證的模型。采購(gòu)或供應(yīng)與一般的經(jīng)營(yíng)管理之間的關(guān)系可以通過使用圍繞組織負(fù)責(zé)人和其他部門負(fù)責(zé)人熟悉的概念構(gòu)建的通用詞匯來提高。因此，5S是精益生產(chǎn)環(huán)境下供應(yīng)戰(zhàn)略發(fā)展的吸引人的模式。下面是一個(gè)使用5S開發(fā)供應(yīng)戰(zhàn)略的模型。2分類：2.1除去必要的材料，設(shè)備和用品。通常情況下，生產(chǎn)者實(shí)施5S的第一步是使用紅色標(biāo)簽瀏覽目標(biāo)區(qū)域標(biāo)記的項(xiàng)目，這些項(xiàng)目不合適或不必要。在審查每個(gè)項(xiàng)目后，該項(xiàng)目將被放置在適當(dāng)?shù)奈恢?，或者如果不必要或多余，則將其移除。分選流程對(duì)于開發(fā)精益生產(chǎn)所需工作空間的組織至關(guān)重要。整理供應(yīng)基地包括選擇供應(yīng)商以添加到系統(tǒng)中并選擇供應(yīng)商以消除（供應(yīng)基地整合或合理化）。實(shí)施通過供應(yīng)商整合在供應(yīng)基地中排序?qū)崿F(xiàn)以下優(yōu)勢(shì)。它通過減少采購(gòu)人員必須管理的供應(yīng)商數(shù)量來減少浪費(fèi)低效率的工作方法。分選減少了選擇錯(cuò)誤的供應(yīng)商的浪費(fèi)，通過選擇，評(píng)估和改進(jìn)的努力集中在少數(shù)精選供應(yīng)商上。這也通過將質(zhì)量保證，控制和改進(jìn)活動(dòng)集中在少數(shù)供應(yīng)商上，從而提高了從這些供應(yīng)商接收到的產(chǎn)品的質(zhì)量（符合規(guī)格和交付）。分揀減少了處理浪費(fèi)，因?yàn)榭赡苄枰俚牟少?gòu)訂單，并且需要更少的選擇審核。最后，分揀增加了供應(yīng)鏈合作的機(jī)會(huì)。所以對(duì)于供應(yīng)管理來說，有幾個(gè)標(biāo)準(zhǔn)可以用來確定在分揀過程中被淘汰的候選人。首先，績(jī)效評(píng)估（即審查質(zhì)量，交付和價(jià)格績(jī)效）將一些候選人排除在外。接下來，對(duì)冗余供應(yīng)商進(jìn)行審查。有多少供應(yīng)商具有相同或重疊的能力。最后，審查從每個(gè)供應(yīng)商處購(gòu)買的零件號(hào)碼數(shù)量通常會(huì)導(dǎo)致識(shí)別大量供應(yīng)商只提供一個(gè)或幾個(gè)零件。所有的分類或合并都是為了尋求最佳數(shù)量的供應(yīng)商。乘用車供應(yīng)商增加了差異和開銷。將多個(gè)供應(yīng)商用于單個(gè)零件以降低風(fēng)險(xiǎn)的做法往往會(huì)增加風(fēng)險(xiǎn)，就像增加組件中零件的數(shù)量通常會(huì)增加故障發(fā)生的概率一樣。2.2按訂單設(shè)置：安排產(chǎn)品和設(shè)備，因此易于查找和使用。設(shè)備和存儲(chǔ)位置標(biāo)有標(biāo)簽，以便設(shè)備或工具在不再使用時(shí)易于識(shí)別和放置（例如，在釘板或工具箱中的工具切口或輪廓）。在地板或工作站上用磁帶標(biāo)記存儲(chǔ)位置便于視覺管理。一眼就足以識(shí)別未正確存儲(chǔ)的缺失工具或工具。安排供應(yīng)商使其易于使用，這讓人想起分割的概念。細(xì)分為一切提供了一個(gè)“地方”，并分配“一切就位”。供應(yīng)基地按價(jià)值潛力和風(fēng)險(xiǎn)分類或細(xì)分，按戰(zhàn)略價(jià)值和成本改善機(jī)會(huì)，按價(jià)值潛力和重要性或其他此類標(biāo)準(zhǔn)分類。供應(yīng)商的適當(dāng)“地點(diǎn)”是分割矩陣中的一個(gè)位置。這個(gè)練習(xí)的價(jià)值來自于清楚地確定每個(gè)供應(yīng)商如何根據(jù)可識(shí)別的標(biāo)準(zhǔn)來對(duì)待。供應(yīng)基數(shù)按年度支出和風(fēng)險(xiǎn)產(chǎn)生的四個(gè)供應(yīng)商群體的示例細(xì)分，具有不同的價(jià)值貢獻(xiàn)機(jī)會(huì)。精益生產(chǎn)公司的主要供應(yīng)商傾向于處于供應(yīng)商細(xì)分矩陣的高風(fēng)險(xiǎn)-高價(jià)值潛力或“伙伴關(guān)系”類別。在設(shè)計(jì)復(fù)雜性，啟動(dòng)溝通，定制工具，對(duì)買方輸入的總體較高需求以及進(jìn)度壓力（例如，即時(shí)支持）方面，合作伙伴供應(yīng)商表現(xiàn)出較高的風(fēng)險(xiǎn)。風(fēng)險(xiǎn)也可以被認(rèn)為是對(duì)價(jià)值產(chǎn)生不利影響的機(jī)會(huì)水平（例如，交付時(shí)間，交付時(shí)間，價(jià)格或質(zhì)量）。其他供應(yīng)商部門有不同的需求。低風(fēng)險(xiǎn)-高價(jià)值潛在部分可能包括價(jià)格主導(dǎo)其他考慮的商品項(xiàng)目。如果高風(fēng)險(xiǎn)-高價(jià)值潛在項(xiàng)目的風(fēng)險(xiǎn)可能降低，那么通過某種形式的競(jìng)標(biāo)可以實(shí)現(xiàn)顯著的節(jié)約。高風(fēng)險(xiǎn)-