【正文】 a lP r o f i tS t r a t e g i cS e c u r i t yS t r a t e g i cC r i t i c a l87 H i g h S T R A T E G I C S E C U R I T Y S T R A T E G I C C R I T I C A LT A C T I C A L A C Q U I S I T I O N T A C T I C A L P R O F I TL owL ow H i。 OEE = 稼動率 x 性能效率 x 良品率 (作業(yè) ) 66 全負(fù)荷理想產(chǎn)能 計劃稼動理想產(chǎn)能 換線及故障損失後產(chǎn)能 作業(yè)等待及未遵守標(biāo)準(zhǔn)等損失後產(chǎn)能 品質(zhì)不良損失後產(chǎn)能 未計劃生產(chǎn)的產(chǎn)能損失 實際產(chǎn)能 OEE損失的產(chǎn)能 總和設(shè)備效率 (OEE) 67 OEE (Constraint) 48 66 81 86 83 75 0 50 100 1 2 3 4 5 6 Month OEE % 良品率 ?生產(chǎn)總數(shù) ?良品數(shù) ?不良品數(shù) 性能效率 ?作業(yè)紀(jì)律 ?小的作業(yè)等待或中止 稼動率 ?換模換線時間 ?非預(yù)期故障時間 總和設(shè)備效率 68 精實生產(chǎn) 專注在 : 排除價值流中的浪費 連續(xù)流動生產(chǎn) , 由顧客拉提式生產(chǎn) 儲存 進(jìn)料倉庫 沖壓 點焊 裝配 生產(chǎn)控制 協(xié)力廠商 顧客 修補 交運清單 預(yù)測量 訂單 交貨 物料 排程 生產(chǎn)跟催 出貨倉庫 預(yù)測量 訂單 排程 生產(chǎn)跟催 排程 生產(chǎn)跟催 儲存 儲存 儲存 訂單 現(xiàn)金 69 ?標(biāo)準(zhǔn)作業(yè) Standardized Work ?防止錯誤 Error Proofing ?目視管理 Visual controls ?預(yù)防性維護(hù) Preventive maintenance ?工作地點的組織Workplace anization ?貨櫃化 Containerization ?拉式生產(chǎn) Pull systems ? 小批量生產(chǎn) Small lot production ? 低庫存 Low inventory ? 團隊精神 Work teams ? 現(xiàn)場佈置流程Layout/flow ? 快速換模換線Quick tool changeover ? 產(chǎn)出時間Throughput time 檢查重點 Plant Tour Checklist 70 往未來圖五個階段的目的 穩(wěn)定性 Stability 後拉式系統(tǒng) 平準(zhǔn)化生產(chǎn) 同步生產(chǎn) 連續(xù)的流動 71 價值流圖的循環(huán)周期 減少浪費重點 Focused elimination of WASTE 72 營運計劃的傳承主要是要顯示出製造部門(代表相當(dāng)比例的固定及變動成本 ) 如何根據(jù)營運計劃作調(diào)整 The Business Plan Cascade is intended to show how manufacturing operations (which represent a substantial percentage of fixed and variable overhead) can be aligned with Business Plan objectives. 根據(jù)營運計劃調(diào)整生產(chǎn)型態(tài) ALIGNMENT OF OPERATIONS WITH THE BUSINESS PLAN 73 每一直接或間接生產(chǎn)部門 , 都必需根據(jù)營運計劃設(shè)定目標(biāo)以及衡量基準(zhǔn) , 並且持續(xù)的朝目標(biāo)改善 To be aligned with the Business Plan each department which operates or supports production equipment/facilities need to set an appropriate objective and measure performance using key measurables. Continuous improvement toward these objectives will: 根據(jù)營運計劃調(diào)整生產(chǎn)型態(tài) Alignment of Operations with the Business Plan 74 根據(jù)營運計劃調(diào)整生產(chǎn)型態(tài) Alignment of Operations with the Business Plan ?排除價值鏈上的浪費 Eliminate waste in the entire value chain, including overhead ?降低生產(chǎn)的基本成本 Reduce the manufacturer’s cost base ?增加目前產(chǎn)品的獲利率 Improve its profitability on existing business. ?以更低的成本來吸引顧客 , 以及在銷售的增加情況下獲利率也同時增加 Make the manufacturer more attractive to customers (via a lower cost base) and provide for increased sales with a mensurate increase in profits. 75 Strategic Purchasing Tools and Processes 76 ? Monopoly: ? One seller controls the entire supply of a particular modity. ? Oligopoly: ? Market with a few sellers :automobile, steel, tobacco. ? Differentiated Competition: many sellers producing differentiated products within the same market. ? Perfect Competition: (pure petition): large numbers of buyers and sellers。Premier Automotive Group November 17th, 2023 Speaker : Richard Chen Vice President of Purchasing Ford Lio Ho Motor Company 2 1. Opening Remarks Exercise 2. Ford’s Global Purchasing Overview 3. Supply Base Management i. Supplier Improvement Metrics (SIM) ii. Product Development –Advanced Product Quality Planning iii. Production Systems – Lean Manufacturing iv. Material and Logistics Management v. Cost Reduction (ii,iv, v will not be covered due to time limit) 4. Strategic Purchasing Tools and Processes Exercise 5. Annual Commodity Sourcing Strategy Review Purchasing Management Applications 3 公司的成長演變模式 ? 跨國性公司 ? 多元化產(chǎn)品公司 ? 只重視 Core Business 的公司 Design 設(shè)計 Out sourcing: Development MFG activities 外包開發(fā)及 製造 Marketing Sales 行銷 Service 售後服務(wù) 公司成長演變與採購組織職責(zé)的關(guān)聯(lián) 公司的成長演變模式 ? 中小企業(yè) ? 單一產(chǎn)品公司 ? 供應(yīng)鏈完整的公司 Design 設(shè)計 Development 開發(fā) Mfg. 製造 (Made in Plant 內(nèi)製 ) Marketing Sales 行銷 Service 售後服務(wù) 4 ? 單純採買行為 – 原物料 – 非生產(chǎn)物料 – 生產(chǎn)性物料 – 生產(chǎn)性零件 – 生產(chǎn)性模組 ? 多功能採購 協(xié)力廠品質(zhì)系統(tǒng)輔導(dǎo) 物流 國外市場採購 期貨市場採購 統(tǒng)合採購 衛(wèi)星式聯(lián)合工廠聯(lián)盟 採購組織及職責(zé) 5 FAO Purchasing COST TABLES Exercise Problem: Purchasing has been asked to buy sweets for a Board Meeting. The dessert will be used in celebration of Ford’s superior market performance. We have been told that a key Board Member is constantly on the lookout for inefficient spending … and our dessert purchase price could be challenged for its petitiveness. Therefore, our challenge is to buy the most dessert for the money and be prepared to prove it to the Board of Directors. Instructions The facing page details dessert/icing quotation summaries from five qualified sweets manufacturers. Our job is to find the best dessert buy for Ford. The best buy is defined by obtaining the most dessert for the least amount of money. A. Calculate the “price per pound” for each dessert. Input answers in Section “A” of the facing page. B. Plot the “price per pound” for ach of the five desserts on the graph marked “B”. Questions 1. Which dessert Supplier has the lowest price per pound as indicated by the graph? 2. What is the “cost gap” dollar amount between the lowest and highest priced dessert? 3. If the high price dessert was adjusted to the most petitive “price per pound”, what percent savings would you request? 4. What cost drivers would you ask the high cost dessert Supplier take a look at to improve his/her pricing? 5. 6. Extra Credit Challenge 7. What would be the lowest cost three (3) pound dessert your could create based on the best in class cost structure? 6 FAO Purchasing COST TABLES Exercise SOURCING QUOTE SUMMARYSpecification: DESSERT WITH ICINGSupplier 1Cake by JoeSupplier 2Betty39。 對一瓶頸作業(yè)而言， OEE 是衡量產(chǎn)能利用