精益生产之补充拉系统ReplenishmentPullSystems(中英.pptx

Replenishment Pull Systems;补充拉系统;Lean Six Sigma Improvement Process Road Map;Learning Objectives;学习目的;What’s in It for Me?;我学到了什么?;Introduction;介绍;Replenishment Pull System Benefits;补充拉系统的好处;Replenishment Pull System Design Drivers;补充拉系统的设计驱动因素;When to Use Replenishment Pull;何时使用补充拉系统;Manufacturing Pull vs. Purchase Pull Key Differences;制造拉系统和采购拉系统的主要不同;Replenishment Pull System Parameters;补充拉系统的参数;ManufacturingPull Systems ;制造拉系统 ;Manufacturing;生产制造;Manufacturing Pull System Parameters;制造拉系统的参数;Demand (DMD);需求(DMD); Manufacturing Cycle Time (MCT); 制造周期时间 (MCT);;;Cycle Time Interval (CTI);周期时间间隔 (CTI);A;A;;;Safety Stock (SS) ;安全库存 (SS) ;Safety Stock (SS): Service Level ;安全库存 (SS): 服务水平;Safety Stock (SS): Service Level ;Date;Safety Stock (SS): Service Level ;安全库存 (SS): 服务水平 ;BOH;现有余额 =BOH;Other Key Parameters for Manufactured Parts;制造零件的其他关键参数;Example:Manufacturing Replenishment Pull System;举例:制造补充拉系统;Purchase Pull Systems ;采购拉系统 ;;;Purchase Pull System Parameters;Purchase Pull System Parameters;LT is the time to replenish a part from a supplier once the part has been consumed. It should include: PO Generation + Supplier LT + Transportation + Receiving / Inspection OF is the frequency that a specific part is ordered (drives order quantity);LT 是从供应商那里补充零件直到该零件被消耗的时间，包括以下内容： PO 生成 + 供应商 LT + 运输 + 接受 / 检验 OF 是指某一零件的订货频次（决定驱动定货数量的变化）;Part Classification drives a 64% reduction in transactions, with 12.5% less inventory!;零件分类法让事务处理量被减少64%，库存被减少12.5%;Purchase Part Safety Stock Sizing;采购件的安全库存规模;Purchase Lead Time andOn-Time Performance;采购交货期和按时交货表现;Demand Variability: Impact on Safety Stock;需求的可变性: 对安全库存的影响;Basic Pull Formulas forPurchased Parts;采购零件拉系统的基本公式;Example #1:Purchase Pull System ;举例#1:采购拉系统 ;举例#1:采购拉系统 （答案）;Using the data on the previous slide, calculate the following: What is the Highest Buffer Inventory? ______ What is the Lowest Buffer Inventory? ______;用前面的数据，计算下列： 最高的缓冲库存是多少? ______ 最低的缓冲库存是多少? ______;Demand = 7 parts / day Safety Stock (SS