Quản trị chuỗi cung ứng UEH - Lý thuyết chương 14

LEAN SUPPLY CHAINS Chapter Fourteen McGraw-Hill/Irwin Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. Learning Objectives LO14–1: Explain what lean production is. LO14–2: Illustrate how lean concepts can be applied to supply chain processes. LO14–3: Analyze supply chain processes using value stream mapping. LO14–4: Apply lean concepts to service processes. 14-2 Lean Production Lean production - integrated activities designed to achieve high-volume production using minimal inventories (raw materials, work in process, and finished goods) Value chain - each step in the supply chain should create value • If it does not create value, it should be removed Involves the elimination of waste in production effort Involves the timing of production resources (i.e., parts arrive at the next workstation “just in time”) Customer value - something for which the customer is willing to pay Waste - anything that does not add value from the customer’s perspective 14-3 Lean Logic Lean is based on the logic that nothing will be produced until it is needed. A sale pulls a replacement from the last position in the system. This triggers an order to the factory production line. Each upstream station then pulls from the next station further upstream. 14-4 Lean Production – Pull System 14-5 Toyota Production System Elimination of Waste 1. 2. 3. 4. 5. 6. 7. Waste from overproduction Waste of waiting time Transportation waste Inventory waste Processing waste Waste of motion Waste from product defects Respect for People 1. 2. 3. 4. 5. Lifetime employment for permanent positions Maintain level payrolls even when business conditions deteriorate Company unions Bonuses View workers as assets 14-6