【正文】 Study Improve 表 2 零件 ADU 標(biāo)準(zhǔn)成本ABC 編碼標(biāo)準(zhǔn)差( 最近個 12 月 )S / X( 最近 12個月 )K 8 , 5 0 0 2 8 . 0 0$ A 1000 0 . 1 3 M 4 , 3 0 0 3 5 . 0 0$ A 9500 2 . 3 0 N 2 , 5 0 0 3 4 . 0 0$ B 1200 0 . 7 0 E 1 , 0 0 0 3 5 . 0 0$ B 900 1 . 1 0 D 1 , 2 0 0 2 4 . 0 0$ B 3500 3 . 0 0 B 3 , 0 0 0 8 . 0 0$ C 1400 0 . 4 0 A 1 , 6 0 0 5 . 0 0$ C 300 0 . 2 0 F 2 , 0 0 0 2 . 0 0$ C 1500 0 . 8 5 J 800 4 . 0 0$ C 125 0 . 1 5 O 1 , 5 0 0 1 . 2 5$ C 1400 1 . 2 0 C 700 1 . 7 5$ C 150 0 . 2 0 G 150 8 . 0 0$ C 120 1 . 1 0 L 170 6 . 0 0$ C 250 1 . 5 0 I 110 9 . 0 0$ C 500 4 . 7 0 H 200 4 . 0 0$ C 250 1 . 3 0 2 7 , 7 3 0 19 Purchased Parts Pull System – Case Study Improve Assumptions Assumption Value ? 1 truckload is the minimum requirement ? 1 case is the multiple requirement ? Warehouse Space Efficiency 60% ? Service factor for safety stock 2 ? Beta for safety stock ? A order frequency 5 days ? B order frequency 10 days ? C order frequency 40 days 20 Purchased Parts Pull System – Case Study Improve 假設(shè) 假設(shè) 價值 ? 最小需求量至少為 1卡車 ? 需求量必須是 1 整箱數(shù)量的倍數(shù) ? 倉庫空間效率 60% ? 安全庫存的服務(wù)水平 2 ? 安全庫存的 Beta值 ? ―A‖ 類訂貨頻次 5 天 ? ―B‖ 類訂貨頻次 10 天 ? ―C‖ 類訂貨頻次 40 天 21 Purchased Parts Pull System – Case Study Improve Presentation to the Staff ? John continued to develop his proposal on the new pull system. Should all the parts go on pull? What risks are there with pull? What impact will this have on inventory? What impact will this have on transactions? What measures should we use? ? Develop a 10 minute presentation to the staff on the process and impact of implementing a raw material pull system. The presentation must contain the following: ? The best part candidates to place on the new replenishment pull system ? The number of transactions for the new system versus the old system ? Calculate impact to of transactions (% increase or decrease) ? The size ($‘s) of the glass inventory using replenishment pull ? Calculate the maximum, minimum and average quantity of glass onhand ? Calculate inventory $ impact (% increase or decrease) ? Determine square footage of floor space needed for the glass on pull ? Remend platform for generating the replenishment signal ? Identify key measures for the process ? Be prepared to respond to the following questions: ? Did you make any assumptions? ? What logic did you use to exclude parts? 22 Purchased Parts Pull System – Case Study Improve 向員工介紹 ? 約翰繼續(xù)進(jìn)行關(guān)于新拉系統(tǒng)的設(shè)想，是不是全部零件都要拉動？拉動的風(fēng)險有哪些？對庫存的影響有哪些？對定單的處理有哪些影響？應(yīng)該用哪些指標(biāo)衡量？ ? 用 10分鐘時間向你的員工介紹實(shí)施拉系統(tǒng)的過程和影響，發(fā)表應(yīng)包括以下內(nèi)容： ?在新系統(tǒng)中所包含的最合適應(yīng)用拉動系統(tǒng)的零件 ?新系統(tǒng)對比舊系統(tǒng)的定單處理量 ? 計(jì)算對定單處理量的影響 (% 增加或減少 ) ?用于拉系統(tǒng)中玻璃庫存的規(guī)模 ($‘s) ? 計(jì)算現(xiàn)有玻璃數(shù)量的最大、最小值、平均值 ? 計(jì)算庫存價值的變化（ % 增加或減少） ?決定拉系統(tǒng)中庫存玻璃的占用面積 ?建議的補(bǔ)充信號的可用平臺（條件） ?確定過程中的主要量測指標(biāo) ?準(zhǔn)備回答下列問題： ? 你是否使用了假設(shè)條件 ? ? 用了何種邏輯清除多余零件 ? 23 Purchased Parts Pull System – Case Study Improve Answer Sheet M i n i m u m S h i p Q u a n t i t yM u l t i p l e S h i p Q u a n t i t yL e a d T i m e i n w o r k d a y sS q u a r e Fe e t p e r c o n t a i n e rC o n t a i n e r s c a n b e s t a c k e d 3 h i g hC u r r e n t T o t a l G l a s s I n v e n t o r yP a r t O n H a n d $ S / X O c c u r r e n c e s OF ADUBad Pull Part Candidates 24 Purchased Parts Pull System – Case Study Improve 答案表 最小發(fā)貨數(shù)量多倍發(fā)貨數(shù)量交貨時間（工作日）每箱的面積可以碼放 3 層的料箱數(shù)量目前玻璃合計(jì)庫存零件 在手 $ S / X 發(fā)生 訂單頻率 ADU不利于拉動系統(tǒng)的零件 25 Purchased Parts Pull System – Case Study Improve Answer Sheet: Transactional Sizing Detail P a r t S t d C os tA D U ( U ni t s / D a y )S t a nd a r d D e v i a t i onABC C od eLe a d Ti m e ( D a y s ) C urr e nt O F ( D a y s ) P r op os e d O F ( D a y s )C urr e nt Trx n39。 s O n H a nd $ 39。 s O n H a nd $ 39