【文章內(nèi)容簡介】 daily basis. Suppliers are asked to make frequent deliveries (as many as four times a day) directly to the production line. Suppliers are treated much as internal work centers. To improve reliability, local suppliers are preferred. JIT production Inventories in production often exist ―just in case‖ some deviation from the production plan occurs. JIT production means elimination of waste, synchronized manufacture, and little inventory. JIT production includes 5 important elements: Kanban, production smoothing, standardization of jobs, multifunction workers, and JIT purchasing. Making and implementing a detailed production schedule is very important. 生產(chǎn)的同步化。即工序間不設(shè)置倉庫，前一工序的加工結(jié)束后，使其立即轉(zhuǎn)到下一工序去，裝配線與機(jī)械加工幾乎平行進(jìn)行。在鑄造、鍛造、沖壓等必須成批生產(chǎn)的工序，則通過盡量縮短作業(yè)更換時(shí)間來盡量縮小生產(chǎn)批量。 生產(chǎn)的同步化通過 “ 后工序領(lǐng)取 ”這樣的方法來實(shí)現(xiàn)。 “ 后工序只在需要的時(shí)間到前工序領(lǐng)取所需的加工品；前工序中按照被領(lǐng)取的數(shù)量和品種進(jìn)行生產(chǎn)。 ” 這樣，制造工序的最后一道即總裝配線成為生產(chǎn)的出發(fā)點(diǎn)，生產(chǎn)計(jì)劃只下達(dá)給總裝配線，以裝配為起點(diǎn)，在需要的時(shí)候，向前工序領(lǐng)取必要的加工品，而前工序提供該加工品后，為了補(bǔ)充生產(chǎn)被領(lǐng)走的量，必向再前道工序領(lǐng)取物料，這樣把各個(gè)工序都連接起來， 實(shí)現(xiàn)同步化生產(chǎn)。 生產(chǎn)的標(biāo)準(zhǔn)化 生產(chǎn)中將一周或一日的生產(chǎn)量按分秒時(shí)間進(jìn)行平均，所有生產(chǎn)流程都按此來組織生產(chǎn)，這樣流水線上每個(gè)作業(yè)環(huán)節(jié)上單位時(shí)間必須完成多少何種作業(yè)就有了標(biāo)準(zhǔn)定額，所在環(huán)節(jié)都按標(biāo)準(zhǔn)定額組織生產(chǎn)，因此要按此生產(chǎn)定額均衡地組織物質(zhì)的供應(yīng)、安排物品的流動(dòng)。因?yàn)?JIT生產(chǎn)方式的生產(chǎn)是按周或按日平均，所以與傳統(tǒng)的大生產(chǎn)、按批量生產(chǎn)的方式不同，JIT的均衡化生產(chǎn)中無批次生產(chǎn)的概念。 標(biāo)準(zhǔn)化作業(yè)是實(shí)現(xiàn)均衡化生產(chǎn)和單件生產(chǎn)單件傳送的又一重要前提。豐田公司的標(biāo)準(zhǔn)化作業(yè)主要是指每一位多技能作業(yè)員所操作的多種不同機(jī)床的作業(yè)程序，是指在標(biāo)準(zhǔn)周期時(shí)間內(nèi)，把每一位多技能作業(yè)員所承擔(dān)的一系列的多種作業(yè)標(biāo)準(zhǔn)化。豐田公司的標(biāo)準(zhǔn)化作業(yè)主要包括 2個(gè)內(nèi)容：標(biāo)準(zhǔn)周期時(shí)間、標(biāo)準(zhǔn)作業(yè)順序、標(biāo)準(zhǔn)在制品存量，它們 均用 “ 標(biāo)準(zhǔn)作業(yè)組合表 ” 來表示。 一汽大眾 : JIT Past: a model, blue, white, red, large inventory Now: various models(Jetta:7080 models, 1718 colours, 2021 parts purchased/per car Zero inventory 1997 ―logistics‖ concept accepted early 1998, selfdeveloped logistics control system, ￥ 3m, Germany: ＄ (15m+*m) 三種零部件送貨形式 電子看板 : each month, production plan, arrange production, own trucks, entrance to each workshop, delivered to the production line . bumpers JIT: instructions, delivery of parts directly to the production line 批量進(jìn)貨 parts of minor importance, once or twice/ month 在制品是萬惡之源 . 生產(chǎn)指令表 on each car (parts, order), planning: give instructions to suppliers suppliers: production and delivery workers: processing 1model/line?3 models, space: 10%, inventory cost: ￥ 700m, suppliers:50%inventory keep pace with German pany in design JIT distribution A firm may be forced to have inventories (. for getting a lower unit production cost ),but because consumers now demand more varieties of customized products and fast service, immediate delivery upon call may be required. In an ideal pull system, a product can’t be produced until an order is obtained. And after it is pleted, it is delivered to the buyer immediately. So no inventory is created, causing inventory costs to drop to zero. Advantages to JIT Lowered variety in suppliers Reliable delivery schedules High quality materials used Reduced waste Types of Waste Waiting Overproduction Transportation Inefficient processing Inventory Unnecessary motion Product defects Differences between JIT and Traditional Purchasing JIT Purchasing Smaller lot sizes More frequent deliveries No rejection from the supplier Longterm contracts Buyer decides delivery schedule Innovation encouraged Minimal paper work Less formal munication Traditional Relatively large lot sizes Less deliveries in higher quantities 2% rejection from supplier Lowest price is main objective Time consuming, formal paperwork Formal munication JIT Operations Inventory pull systems/visible signals Facility layout changes/work cells Set up reductions Level build schedules Uniform loading Total quality and continuous improvement Standardized material handling/containers Product and process simplification Total preventive maintenance Flexible workforce Teamwork Right performance measures JIT management in Japan Since JIT practices originated in Japan, if zero inventory management is possible,one should find it in Japanese firms. But according to a study conducted by Japanese scholars, plete zero inventory management is, at least for the time being, still a fiction, although the firms strive to reach this goal. Inventories still exist which also depends on the attitude of managers. Mitsubishi: takes stocks for granted Toto: JIT Mazda: take a position in between Inventory level and problems inventory level contradictions and problems Case: JIT in Haier 供應(yīng)鏈關(guān)系管理 ERP及電子商務(wù)平臺(tái) 制造 采購 分銷 供應(yīng)商 最終用戶 生產(chǎn)能力、信息、核心競爭力、資本、人力資源等約束 制造網(wǎng)絡(luò) 供應(yīng)網(wǎng)絡(luò) 分銷網(wǎng)絡(luò) JIT采購 JIT配送到工位 JIT分撥 物流 信息流 Part 2 Purchasing 1. Goals of purchasi