Lean supply chain
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Lean supply chain

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    Lean supply chain Lean supply chain Presentation Transcript

    • Suhartini Mohd Jainury Mechanical Engineering Department Politeknik Sultan Azlan Shah, Behrang, Perak suhartini@psas.edu.my
    • [7]: a series of activities or solutions to eliminate waste, reduce NVA and improve VA. [5]: lean production = minimum workshop [3]: lean bundles = JIT,TQM,TPM,HRM [40]: lean = TPS [6]: kaji kewujudan lean, kenapa buku Womack yang menjadi rujukan - TPS has evolved since 1948
    • Apa yang lean buat?  “All we are doing is looking at the time line from the moment customer gives us an order to the point when we collect the cash. And we are reducing that time line by reducing non-value- added wastes” Taiichi Ohno (Liker, 2004)  [20]: mendedahkan 18 “monozukuri-focused” assembly line design and visual factory management principles (DENSO). Byk company dah cuba implement lean sebaik mungkin tapi yg tertinggal/takde ialah „quality culture‟ pada semua level dalam organisasi….
    • [27]: technology transfer; korelasi antara kebolehan agen perubahan dengan penambahbaikan dalam operasi pembuatan [27]: transfering tacit knowledge takes a long time because it often requires a change in culture and substantial experience to gain.
    • 8 waste: Overproduction, waiting, conveyance, over processing, excess inventory, movement, defects, unused employee creativity Sistem borang lemah Kurang bertanya Tidak diterangkan Banyak aktiviti NVA Repeating proses Tidak diselaraskan Tak susun flow Rekabentuk borang yang sukar digunakan Prosedur kerja tidak lancar METHOD Kuantiti terhad Power trap Hanging Tak servis Breakdown Under maintenance TPM tidak diimplemen dengan baik MACHINE Limited cooperation Tiada inisiatif Malas Stress Tidak minat Kurang motivasi MAN Kurang kemahiran Sikap Malas Tiada inisiatif Tidak bertanya Kurang panduan Tidak didedahkan Kurang latIhan Kurang pengetahuan Kurang penerangan Tidak dititikberatkan Poor communication lambat tiba transportkualiti Part tidak dipasang Tak guna tools yang sepatutnya MATERIAL Salah part Takde 5sRak material tak disusun Tukar model Part hilang kena curi Material movement tak syncronize Salah letak Suppliers geographical distance Kurang IT ENVIRONMENT Ponteng/ lambat Jalan simpang siur Prosedur borang sukar difahami Poor knowledge transfer Not win-win supplier salah hantar Salah flow kurang pengetahuan
    • [8]: diperkenalkan oleh Houlihan dalam tahun 1984. SCM covers the flow of goods from supplier through manufacturing and distribution chains to the end user. [15]: proses integrasi yang menghubungkan suatu produk dari bahan mentah hingga ke pengguna [15]: SC ada 4 echelons-supply,manufacturing,distribution and consumer [16]: Successful SCM is the key to long-term success of an organization. 3 major components of SC - suppliers, manufacturers and customers must be effectively integrated to achieve financial and growth objectives.
    • Womack said:  assembler and supplier work together for mutual benefit.  learn supplier‟s production cost and quality  lean supply is continually reduce prices over the life of model.  Deliver components directly to the assembly line- with no inspection at all incoming parts.  Lean producer tiada simpan stok.  Supplier hantar small lots of parts to assembler.  Supplier and assembler are transparent.
    • [7]: use VSM to improve LSC, use 5 why analysis to find the root cause in four-step problem solving process. [2]: kaji tahap kesedaran dan pengamalan LM, hubungan dgn pembekal dan strategi penambahbaikan kualiti
    • [23]: menurut Cox, pendekatan lean hanya berjaya dijalankan pada rantaian yang teratur, high volume dan mempunyai permintaan yang tertentu. [23]: 4 barriers to apply lean: trading relationships, value stream team formation, senior management commitment and elimination of power based adversarial behavior. Develop 7 dimension models according to 5 lean principle, test the model through semi-structured interview.
    •  Value Stream mapping [7], [9], [9]: observation and interview, dapatkan data, apply guna VSM  SCOR [37],[38] [38]: integrate ARENA-SCOR [37]: test the ARENA-SCOR template
    • [18]: takrif PM, effectiveness (ikut pelanggan), efficiency (fully utilized) [4]: PM diukur dengan cara  Activity based-costing  Balanced scorecard  Performance prism  Collaborative PMS [17]: propose an innovative PM from system- thinking perspective. Develop a process-based model –using fuzzy algorithm. [19]: develop framework untuk analisis SCM, taksonomi terdiri drpd 4 dimensi – specificity, action, location & benefit.
    • [18]: 1. quality 2. time 3. cost 4. flexibility [26]: develop LPI 1. quality 2. Continuous Improvement 3. Flexibility and logistics [15]: 1. resource 2. output 3. Flexibility [14]: 1. quantities 2. time 3. cost variations 4. schedule and cost
    • [11]: 1. quality 2. time 3. cost 4. flexibility 5. innovativeness
    • [34]: measuring „multimodal process‟ with interface performance indicators (15 PM) [39]: analyse the performance levels in terms of productivity and quality. Investigate between manufacturing performance and the use of lean practices. (questionnaire) [14]: analyse the performance of internal operations, external suppliers, resale item, subcontractors. (case study) [45]: analyse the manufacturing performances and practices between Malaysia and Australia. (questionnaire-ANOVA)
    • [44]: investigate the relationship between two supply chain integration and two manufacturing improvement programs. (questionnaire - exploratory factor & hierarchical regression) [13]: perbandingan antara syarikat pembuat kereta Japanese dan non-Japanese dari segi hubungan pembeli-pembekal (UK); (interview) [41]: kaji hubungan non-financial manufacturing performance dgn LM. (SEM- moderate atau mediate)
    • [40] [16] [3] [2] 1.Supplier feedback # 2. JIT # # # 3. Supplier development # Supply base management 4. Customer involvement # # 5. Pull # 6. Continuous flow # 7. Setup time reduction # # 8. TPM # # # 9. SPC # 10. Employee involvement # HRM 11. TQM # # 12. Competitive environment # 13. Inventory reduction #
    • [Md kamal – UUM]: Knowledge-Based Collaborative Lean Manufacturing Management (KBCLMM) System, implement GAP, AHP-hybrid) [46]: Hybrid System Dynamic – Discrete Event Simulation models of SC. (DES dibangunkan guna SCOR)
    • lean agile leagile [34] # Adapt the service-production and service development [24] # Use JIT innovation, case study, kaji hubungan antara kecekapan dan penjimatan kos terhadap integrasi lean dan agile SC. [1] # Case study – HP: pengilang tak boleh lihat operasi secara berasingan [25] # Develop RSC model [47] # Case study – fashion & textile : SC competence terhadap firm performance (how and why Q)
    • Keyword lean agile Use of market knowledge 3 3 Value stream 3 3 Lead time compression 3 3 Elliminate muda 3 2 Rapid reconfiguration 2 3 Robustness 1 3 Level scheduling 3 1 [1]: leagility SC untuk HP; decoupling point: upstream-lean, downstream- agile 3-sangat penting 2-sederhana 1- kurang
    • [32]: propose framework of sc coordination:- SC contracts; IT; Information sharing; joint decision making. [27]: in japan, suppliers and customers often have interlocking business relationships and shareholdings through the „keiretsu‟; suggest model untuk transfer teknologi dari Jepun.  Mungkin antara sebab kenapa Proton tidak berjaya dalam “fully utilized” kilang tersebut kerana [21 dalam 27]: Bagi mengimplemenkan teknik dan falsafah pembuatan lean dalam sesebuah organisasi, ia memerlukan pemindahan yang nyata dan ianya sukar untuk dipindahkan kepada orang lain sama ada secara bertulis atau melalui lisan.
    • 1 2 3 4 5 6 Study SCOR, AHP, VSM * **** Cari variable untuk buat questionnaire * **** Study performance metrics of lean production di kilang PROTON **** Cuba coordinate dengan JIT, TPM, …? **** ** Macammana nak kaitkan dengan people development system..? ** Set methodology & RF ** **** Defend proposal At least