外文翻譯---高效的供應(yīng)策略：將5s工具運(yùn)用到供應(yīng)鏈管理中去-文庫(kù)吧
2025-04-17 08:29 本頁(yè)面
【正文】 量表格。這些結(jié)果將會(huì)在表格目錄中展示以說(shuō)明現(xiàn)實(shí)的執(zhí)行水平。 通常來(lái)說(shuō)，增加供應(yīng)商的動(dòng)機(jī)一般來(lái)源于外界的購(gòu)買(mǎi)力，這種方式了解為什么合并是有價(jià)值。5S 其中一個(gè)優(yōu)點(diǎn)就是一個(gè)共同的語(yǔ)言運(yùn)用在購(gòu)買(mǎi)商和制造商之間。這為他們之間構(gòu)停帶來(lái)了便利，那么設(shè)計(jì)工程和購(gòu)買(mǎi)商之間的相互作用又是怎樣的呢 ?從兩個(gè)理由可以看出這是一個(gè)重要的接口。第一：制造工程業(yè)是新供應(yīng)商許多新要求的源泉。第二：工程業(yè)，特別是設(shè)計(jì)工程業(yè) ，他們擁有一個(gè)創(chuàng)新的環(huán)境而對(duì)于提升中僵硬的規(guī)條程序感到拘泥。他們抱怨，他們完全沒(méi)理由去限制供應(yīng)商的選擇，只有這樣采購(gòu)者才會(huì)下更多的電腦訂單。 5S 在合并效用中為其提供了充分的理由。 調(diào)查日程主張使用可以提醒程序所有人和合適的管理者 。 在一些組織中 ， 質(zhì)量保證部門(mén)為供應(yīng)商傳輸工序可作為一個(gè)第三方的角色 。 供應(yīng)商調(diào)查和審計(jì)可以是作為為工序的所有者的個(gè) 3 人自我評(píng)價(jià) 。 承受力 ： 紀(jì)律隨著領(lǐng)導(dǎo)者而起 。 你會(huì)讓你的言行和舉止相一致嗎 ?你會(huì)表達(dá)你的戰(zhàn)略 ,策略嗎 ?包括你行為的理由 ,你努力的外界作用你又適當(dāng)?shù)貙?duì)你的新員工進(jìn)行培訓(xùn)嗎 ?適 應(yīng)的架構(gòu)是否存在去支持這種策略 ?這是領(lǐng)導(dǎo)者的問(wèn)題 。 沒(méi)有供應(yīng)管理者的 5S會(huì)在沒(méi)有警覺(jué)性的領(lǐng)導(dǎo)者而有效運(yùn)行 。 生產(chǎn)鏈已經(jīng)有效地運(yùn)用這種工序 ， 不過(guò)隨時(shí)間的過(guò)去 ， 一貫如一的領(lǐng)導(dǎo)者有必要去組織系統(tǒng)制度的惡化 。 總結(jié) 。 5S的每個(gè)元素相當(dāng)于供應(yīng)鏈里供應(yīng)策略的一個(gè)元素 ， 5S在制造業(yè)中是一個(gè)強(qiáng)有力的工具 。 在某種程度來(lái)說(shuō) ,是因?yàn)樗暮?jiǎn)單 。 同時(shí) ， 簡(jiǎn)單也使 5S成為一個(gè)強(qiáng)有力的管理工具 。 參考 文獻(xiàn) : Hirano, Hiroyuki. 5S for Operators: 5 Pillars of the Visual Workplace, Portland, OR: Productivity Press, 1996. Lee, Hau. “Aligning Supply Chain Strategies with Product Uncertainties”, California Management Review, vol. 44, no. 3, spring, 2020. Womack, James P. and Jones, Daniel T. Lean Thinking, New York: Simon and Schuster, 1996. 4 Lean Supply Strategies:Applying 5S Tools to Supply Chain Management Kimball E. Bullington, ., ., CSSBB Associate Professor of Supply Chain Management Middle Tennessee State University 615/9048420。 90th Annual International Supply Management Conference, May 2020 Abstract. Supply strategies in a lean environment should support the operations strategy. It is appropriate then to use lean concepts and lean terminology in the creation of supply strategy for lean operations. This paper examines supply strategy development in a lean production environment by utilizing 5S, a key lean concept. The concepts of lean supply and 5S will be introduced followed by a discussion of how the 5S methodology may be used to develop and implement a supply strategy. Lean Supply. The term “l(fā)ean supply” implies that the supply chain is appropriate for lean production. Lean production is a concept of waste elimination in processes, which has enjoyed popularity in manufacturing panies. The basic tes of lean production as outlined by Womack and Jones (1996) include the following. It is appropriate for the supply management function in a lean environment to integrate lean concepts and terminology into the development of supply strategy. One of the foundational lean concepts that serves as a basis for all of the tes given above is 5S. What is 5S? The 5S’s are lean concepts derived from the Japanese words: seiri (sort), seiton (set in order), seiso (shine or purity), seiketsu (standardize), and shitsuke (sustain) (Hirano,1996). Companies adopting the lean production philosophy often implement the 5S process to bring order to the workplace and thereby support lean production. Why Use the 5S Concept as a Model for Lean Supply Strategy? 5S is a proven model for organizing and maintaining a lean production environment. The relationship between purchasing or supply and the general management of operations may be improved through the use of a mon vocabulary built around concepts familiar to the organizational head and the heads of other departments. For this reason, 5S is an appealing model for the development of supply strategy in a lean production environment. A model for using 5S to develop supply strategy follows. Sort: Remove All But the Necessary Materials, Equipment and Supplies. Typically, the first 5 step in a producer’s implementation of 5S will be a tour of the target area marking with red ta
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