理查德·蔡斯：运作管理——供应链管理的视角（精要版第3版）Chap012.pptVIP

Lean Concepts Plant layout designed to ensure balanced work flow with a minimum of WIP inventory Preventive maintenance is emphasized to avoid downtime Operators perform much of the maintenance to keep equipment reliable Lean Concepts Group technology - a philosophy in which similar parts are grouped into families The processes required to make the parts are arranged in a manufacturing cell Eliminated movement and queue time between operations, reduces inventory, and reduces employees Instead of specialized workcenters Group technology manufacturing cells Quality at the Source Quality at the source - do it right the first time and if something goes wrong, stop the process immediately Workers are personally responsible for the quality of their output Workers become their own inspectors Workers are empowered to do their own maintenance Just-in-Time (JIT) Production JIT production - producing what is needed when needed and nothing more Anything over the minimum is waste Typically applied to repetitive manufacturing Idea lot size is one Vendors ship several times a day JIT exposes problems otherwise hidden by inventory Inventory Hides Problems Lean Production Schedules Kanban Systems Kanban means “sign” or “instruction card” in Japanese Cards or containers are used Make up the Kanban pull system Other Kanban Approaches Determining the Number of Kanbans Needed Setting up a Kanban system requires determining the number of Kanbans cards (or containers) needed Each container represents the minimum production lot size An accurate estimate of the lead time required to produce a container is key to determining how many Kanbans are required k = number of Kanban card sets D = average number of units demanded over a given time period L = lead time to replenish an order (in same time units as demand) S = safety stock expressed as a percentage of demand during leadtime C = container size Example 12.1 Average number of units demanded over a given time period (D ) = 8 per hour L