某汽車(chē)汽車(chē)物料規(guī)劃與運(yùn)籌-wenkub
2023-02-04 14:14:11 本頁(yè)面
【正文】 A ABBFF FECCCC DDFillActiveFillActiveFillActiveA01 A03AAA A A AA A AA A A{{ BB C CBBB B BB B BD D DD D DC C CC C CPart CPart BPart A Part DD DZone MailboxKanBan Part Process 看板供料程序Serial NumberLinesideMailboxLinesideMailboxOperator A Operator BWorkgroup LeaderMHBenefits: To keep line side inventory at a minimum level, improve 5S and reduce emergency delivery 1. The operator picks the kanban attached in the container when he uses the first piece of the part. 2. The workgroup leader collects the kanban in Line side Mailboxes and sends them to Zone Mailbox every three hours.3. MH collects the kanban in Zone Mailboxes and sends them to SMART Office for sorting and putting them in different Market Mailbox.4. The number of the kanban sent back to Market Mailbox are the number of containers to be delivered to the line side Line Feeder BMarket Area (764 parts)Line Feeder AMarket Mailbox AMarket Mailbox A7:20 AM7:30 AM7:40 AM30Call Parts Process 呼叫供料 Part Number SMART No Market Address Line Side AddressF7C65422401AG 000122 DTLA02 E26N010F8C65426075AA 005126 DTLA03 E27S020F7C65467934AB 003412 DTLA01 E26N030Call light boardABCABCBCall button Market Area (269 parts)Benefits: To minimize stock levels at line side and spare out spaces for the new parts of new model.1. The operator pushes the call button to request the part he needs. 2. The light on the call light board for the part will be fleshing indicating the part has being requested3. The line feeder pushes the reset button on the Reset panel reset4. The linefeed e to market area to pick the part and deliver to the fit of point(1)(2)OnOffOnOffOnOffABC Reset panel(3) (4)Call buttonCall buttonTotal: 269 parts31Inventory Control Process庫(kù)存管理程序Pack SizeConfirmationFloat DayParameter Setup in CMMSWeekly OnSite ReviewInventoryObjectiveSetupInventoryPerformanceReviewContinuousImprovementForm1121 Confirmation.By Each AnalystMonthly inventory Performance review by Each AnalystFollow up Action Plan ? Safety Stock/? Shipping FrequencyOrg Review Team 32Material Control物料管理n 福特生產(chǎn)系統(tǒng)小組活動(dòng)n 倡導(dǎo)每一位員工對(duì)物料的新觀念以合乎同步物流的要求n 防止刮傷人人有責(zé)n 紅桌物料檢討n(yōu) 物料改善會(huì)議n 庫(kù)存檢討改善會(huì)議n 門(mén)禁33Model B/out Management process車(chē)種結(jié)束物料管理程序DiscontinueParts ListFirst Cycle CountSecondCycle CountSpecialCycle CountAnalyst submit the lists? Special count for Local import parts 3 months before balance out? Adjust BOH.? Special Count one month before Balance out? Adjust BOH.Special Count by MSC 34MS9000 物料管理系統(tǒng)簡(jiǎn)介n MS9000 物料管理系統(tǒng)為福特汽車(chē)事業(yè)總部根據(jù) ISO9000及 QS9000之精神所發(fā)展出來(lái)的物料管理系統(tǒng)及評(píng)估標(biāo)準(zhǔn)，為最高的物料規(guī)劃 標(biāo)準(zhǔn)。3精實(shí)精實(shí) (lean)，有彈性，有彈性 (flexible) ，紀(jì)律性，紀(jì)律性(disciplined)n 有能力及被授權(quán)的員工。n 共同學(xué)習(xí)並安全的工作在一起。n 評(píng)分方法：評(píng)分依 20要項(xiàng)，每一要項(xiàng)再依 O、 M、 C及 CI（ 4）個(gè)層級(jí)問(wèn)題來(lái)評(píng)定，分別給予每一要項(xiàng) 0~3分再以要項(xiàng)的平均分?jǐn)?shù)乘以 50來(lái)計(jì)算，總分範(fàn)圍為 0~150分。35MS9000 物料管理系統(tǒng)必要條件 管理責(zé)任 物料管理系統(tǒng) 檢討合約 /客戶(hù)接觸面 時(shí)間表系統(tǒng) 文件控制 採(cǎi)購(gòu)轉(zhuǎn)包商管理 產(chǎn)品驗(yàn)證與追蹤 裝船 製告彈性 /存貨管理 檢驗(yàn)測(cè)量與測(cè)試 糾正與防範(fàn) 處理、存放、包裝和交貨 處理 存放 包裝 交貨 物料記錄的與控制 物料內(nèi)部審核 訓(xùn)練 統(tǒng)計(jì)方法36 Supplier Delivery Performance協(xié)力廠商交貨實(shí)績(jī)Criteria1. ASN Achievement: 30%2. Timeliness: 20%3. Shipping Discrepancy: 20%4. Over shipment: 5%5. Packaging: 15%6. Problem Report: 10%37 執(zhí)行 Six Sigma 的現(xiàn)況n 2023年開(kāi)始推廣 Six Sigma黑帶訓(xùn)練開(kāi)始n 2023年計(jì)畫(huà)開(kāi)始上課並執(zhí)行n 2023現(xiàn)況 :黑帶人數(shù) : 2人執(zhí)行專(zhuān)案 5個(gè)綠黑人數(shù) :53人執(zhí)行專(zhuān)案 14個(gè)節(jié)省金額 :U$2,000/專(zhuān)案38通用物流管理系統(tǒng)通用物流管理系統(tǒng)39進(jìn)口零件來(lái)源，訂購(gòu)及包裝方式進(jìn)口零件來(lái)源，訂購(gòu)及包裝方式JapanSuzukiPronto US IEO U204/J1414 Direct ship parts EngineMexicoChihuahua Eng.JapanMazad
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