外文翻譯---高效的供應(yīng)策略：將5s工具運(yùn)用到供應(yīng)鏈管理中去-資料下載頁
2025-05-12 08:29本頁面
【導(dǎo)讀】在高效的概念和5S的介紹之。后，我們還會(huì)介紹5S的方法論是怎樣發(fā)展和運(yùn)用到供應(yīng)策略中去的?！案咝Ч?yīng)”這個(gè)術(shù)語意味著供應(yīng)鏈?zhǔn)沁m用于高效的生產(chǎn)中的。在生產(chǎn)的過程中減少浪費(fèi)，這在制造業(yè)中贏得好評(píng)。發(fā)揮很好的作用。5S這一高效理念，源自日本，日語單詞是：sein(整理),seiton(整。的公司通過運(yùn)用5S的程序，使生產(chǎn)車間整然有序，以達(dá)到支持高效生產(chǎn)的效果。對(duì)于5S的理念，許多組織管理者和個(gè)部門主管均廣為熟知，成功運(yùn)用。5S，對(duì)采購或供應(yīng)以及一般的生產(chǎn)管理關(guān)系都會(huì)得到改善。通常來說，5S生產(chǎn)執(zhí)行的第一步，將會(huì)在出現(xiàn)不協(xié)調(diào)?；蛘叨嘤嚯s物的目標(biāo)區(qū)域貼上紅色標(biāo)簽。增加供應(yīng)商會(huì)增加變動(dòng)和經(jīng)。風(fēng)險(xiǎn)因素包括高要求。對(duì)供應(yīng)商的檢查暗示調(diào)查和審計(jì)。調(diào)查，供應(yīng)商的自我鑒定，長時(shí)期的調(diào)查，第三方認(rèn)證調(diào)查。價(jià)值潛力的供應(yīng)商一般不愿意被調(diào)查。規(guī)范化確保你的分類的執(zhí)行，合乎程序的配置，Shine并不會(huì)因?yàn)?
【正文】 value potential, and low risk high value potential suppliers respectively. Low risk – low value potential suppliers are generally not surveyed except for mail surveys of regulatory pliance issues. Standardize: Integrating the First Three S’s. Standardize ensures that your implementation of the Sort, Set in Order, and Shine doesn’t deteriorate over time. It formalizes the procedures, schedules and practices that sustain the system and drive future improvements. Problems avoided by Standardize include: unknown, How can you standardize? Assign 3S duties. Ensure that the personal plans or objectives of the supply management personnel cover the sort (supplier consolidation), set in order (segmentation), and shine (audit) issues necessary. Strategic buyers, modity managers, or the purchasing manager are charged with the responsibility of surveying the charts in each buyer’s area to ensure they are kept current. The results of these surveys may be displayed on checklist charts demonstrating the level of implementation. Often the motivation for adding suppliers es from outside of the purchasing function. Do these functions understand why consolidation is valuable? One advantage of the 5S approach is that a mon language will be used between purchasing and manufacturing. This should facilitate the munication between these groups, but what about interactions between design engineering and purchasing? This is a critical interface for two reasons. First, engineering is the source of many requests for new suppliers. Second, engineering,particularly design engineering, may have a creative environment that feels constrained by programs that promote rigid discipline. Engineers have plained that they see no reason to limit their supplier selections just so the buyers can play more solitaire on the puter. The 5S program provides reasoning behind the consolidation efforts. Survey schedules are maintained using software that reminds the process owner and the appropriate managers. In some organizations, the quality assurance department can serve a role as a third party to the process with supplier delivery performance being considered with quality performance for preferred supplier status. Supplier surveys or audits should be part of the personal evaluation process for the owners of this process (., buyers, supplier quality engineers, 8 modity managers). Sustain: Discipline Starts With the Leadership. Do you care enough to be consistent with your message and vision? Are you municating the strategy, including the reasons for your actions, outside of the procurement function? Are you training new employees properly? Does the proper structure exist to support this strategy? These are issues for leadership. No 5S process for supply management will be effective without vigilant leadership. Lean producers have used this process effectively, but consistent leadership over time is necessary to prevent system deterioration. Summary. Each element of the 5S technique corresponds to an element of supply strategy for a lean supply chain. 5S is a powerful tool in manufacturing, in part, because of its simplicity. Simplicity makes 5S a powerful supply management tool as well. REFERENCES: Hirano, Hiroyuki. 5S for Operators: 5 Pillars of the Visual Workplace, Portland, OR: Productivity Press, 1996. Lee, Hau. “Aligning Supply Chain Strategies with Product Uncertainties”, California Management Review, vol. 44, no. 3, spring, 2020. Womack, James P. and Jones, Daniel T. Lean Thinking, New York: Simon and Schuster, 1996.
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