【正文】 司的補(bǔ)充拉系統(tǒng) 為了將零件短缺的影響最小化及減少庫存，我希望在玻璃原材料方面實(shí)施補(bǔ)充拉系統(tǒng)。我的目標(biāo)是降低庫存的同時(shí)減少材料管理的工作量。通過減少管理原材料的勞動(dòng)量，我們可以集中精力處理其他棘手的零件。我希望在下周向我們的員工展示詳細(xì)的計(jì)劃。 John Smith 采購戰(zhàn)略經(jīng)理 9 Purchased Parts Pull System – Case Study Improve Replenishment Pull Case Study (Cont.) John sat in his Dallas, TX office one afternoon thinking about several issues facing him in his new role as Tactical Procurement Manager. Since the recent reduction in force, his group has been struggling to manage the material needed for production. The result has been an increase in part shortages and inventory. Although excited about solving this problem, he was concerned about his ability to design and implement a pull system. Luckily, he had just attended a training course on replenishment pull systems. Bill Glass founded WindowsRUs in 1988. The pany produces windows for the new home segment of the window industry. The pany manufactures ten different families of windows resulting in 100 different end items. The total sales in 1997 were $180 million. The growth rate from 19931997 was 15% (CAGR) and ahead of industry average. The products are produced in one facility located in Dallas (TX). The facility in Dallas consists of two manufacturing areas. The first produces the insulated glass subassembly and the second assembles the final product. Distributors are the primary customer and are responsible for final delivery to the homesites. In general, this industry is subject to seasonality following the construction season. 10 Purchased Parts Pull System – Case Study Improve 補(bǔ)充拉系統(tǒng)案例 一天下午，約翰坐在位于德州達(dá)拉斯市的辦公室內(nèi)，思考著他自成為采購戰(zhàn)略經(jīng)理以來所面臨的幾個(gè)問題。因?yàn)樽罱娜藛T精簡，他的部門正在為保證生產(chǎn)需要的材料而努力著，但結(jié)果往往是零件供應(yīng)短缺或庫存過多，盡管最近解決了一些問題，但是他還是擔(dān)心自己是否有設(shè)計(jì)和實(shí)施拉系統(tǒng)的能力，幸運(yùn)的是，他剛剛參加了一次補(bǔ)充拉系統(tǒng)的培訓(xùn)課程。 Bill Glass于 1988年創(chuàng)建了 WindowsRUs公司。公司生產(chǎn)家裝窗戶。公司生產(chǎn)10種不同的門窗系列共 100種最終產(chǎn)品， 1997年銷售額 $180百萬。從 1993—1997年，增長速度達(dá) 15%（ CAGR） 高于行業(yè)平均增長速度，產(chǎn)品在位于達(dá)拉斯市的一個(gè)小工廠生產(chǎn)。 達(dá)拉斯的制造廠包括兩個(gè)制造部門，第一個(gè)部門生產(chǎn)絕緣玻璃分裝配，第二個(gè)部門組裝最終的產(chǎn)品，經(jīng)銷商是第一位的客戶并負(fù)責(zé)最終將產(chǎn)品交付到用戶手中，一般情況下，該產(chǎn)業(yè)受建筑業(yè)季節(jié)性變化影響。 11 Purchased Parts Pull System – Case Study Improve Replenishment Pull Case Study (Cont.) During John‘s assessment of the raw glass procurement process, he conducted interviews and uncovered the following information. ? From the Master Scheduler: ? MRP generates all orders and action messages for raw material once per week ? Schedule changes are mon and probably drives excessive messages ? Safety stock is not used but excess inventory exists due to the large number of schedule changes. ? From the Raw Material Commodity Buyer: ? Only 15 unique raw glass part numbers ? Lead time for the glass is 1 week (regardless of mix) and the supplier is very dependable ? Glass supplier runs the glass for the window pany about once per quarter ? Glass supplier has minimum shipment requirement of one truckload (20 containers 300 per container) ? Containers are 439。 x 39。 and can be stacked 3 high ? Various order frequency used to order raw glass (no real strategy) 12 Purchased Parts Pull System – Case Study Improve 補(bǔ)充拉系統(tǒng)案例 約翰在評價(jià)玻璃原材料的采購過程時(shí)，訪問了一些部門并得到以下信息： ? 從主計(jì)劃 : ? MRP每周一次生成有關(guān)原材料的所有訂貨和行動(dòng)信息 ? 計(jì)劃變更很平常，可能產(chǎn)生額外的信息 ? 安全庫存未使用，但過剩的在制存貨由于大量的計(jì)劃變更而存在。 ? 從原材料采購處： ? 只有 15種特定的原材料種類 ? 玻璃的交貨期為 1周（不考慮混型），供應(yīng)商可信度較高 ? 玻璃供應(yīng)商為 WINDOWS公司，每季度生產(chǎn)一次 ? 玻璃供應(yīng)商最小發(fā)貨量為一卡車（ 20箱 每箱 300塊） ? 料箱尺寸是 4? x ‘ ， 最多可以碼放 3層料箱 ? 玻璃原材料訂貨頻次多變（沒有固定的策略） 13 Purchased Parts Pull System – Case Study Improve Replenishment Pull Case Study (Cont.) ? From the Insulated Glass Production Manager: ? Production consists of 5 steps (cut, sort, wash, assemble, bake) ? Run 3 shifts per day ? Steps are connected via conveyors and therefore run synchronous ? Cycle time from glass cut to finished insulated unit is about 1 hour ? Changeover from 1 family to the next is about 2 hours ? Can cycle through the 15 families about once per week ? From the Warehouse Manager ? Is currently about 40% efficient with floor space (based on the haphazard ordering) ? Emplo