供应链设计与管理Chap004.ppt

* This is a neat case. Intent is to look at internal supply chain with common problems and see what counter measures or tactics might apply. Another LFM internship * Good example of product tree structure or proliferation; 100 – 200 sku’s are produced from a single input. A key observation is that there are standard intermediates: ?“ plate, 1/8” plate, 3/100 “ sheet. Metallurgical products takes forged ingots and rolls into plates and sheet; plates and sheet then fabricated into parts, or sold as is. Inventory 3 – 4 months of raw stock, 1.5 months of WIP and 1 month of FG How do they plan production? Why is there so much raw inventory? How would you describe the product structure? * Note that cycle time is 2 – 3 weeks, and they have lot of inventory in system (1 month of FG, 1.5 months of WIP); so why is customer lead time so long? Note that sales will put in false orders to get material in pipeline, and only hot jobs move. Also, case does not say what due dates are quoted – but if they are quoting 7 weeks, then that may also be a reason why. Drumbeat meeting is good idea in theory, if one has a plan; but if not, then it reverts to expediting. Need get a good understanding of how production control done – MTO, based on some estimates of how long each cycle takes. Production control guy releases work to shop based on gut feel --- work is pushed into shop based on rough lead times. Expediting meeting decides what to pull out of the shop, as it is needed. * Note – by holding intermediate inventory, you would serve demand out of this stock, eliminating one or more process orders. Note – the replenishment of the intermediate inventory is make-to-stock, whereas we serve customer demand as make-to-order. Intermediate inventory is sort of an example of postponement – we postpone the point at which we make the final product. What dictates the cycle time for each process order? The large mill operates on two week cycle alternating between breakdown runs and finis