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1、高效的供应策略：将5S工具运用到供应链管理中去卡波尔布林顿博士供应链管理副教授美中部田纳西州立大学615/904-8420; kimballbmtsu.edu发表于第90届年度生产管理会议 2005年5月摘要：一个高效环境中的供应策略应该是支持公司生产经营中的策略。其次，用高效的理念和高效这术语去为高效的公司创造生产策略才是适当的。这个报告通过运用5S这样一个重要的高效概念，去验证了供应策略在高效生产环境中的发展。在高效的概念和5S的介绍之后，我们还会介绍5S的方法论是怎样发展和运用到供应策略中去的。高效的供应。“高效供应”这个术语意味着供应链是适用于高效的生产中的。高效生产是指在生产的过程中
2、减少浪费，这在制造业中赢得好评。Womack and Jones（1996）年略述的高效生产的基本原则包括以下这几点：详细说明价值识别价值流组织价格流以促进流动通过推动以协调需求力求完善供应管理能在一个高效的环境中，综合高效的理念和术语，运用到供应策略的发展中去，并发挥很好的作用。以上原则中，最基本的高效理念就是5S。什么是5S呢？5S这一高效理念，源自日本，日语单词是：sein(整理),seiton(整顿),seiso(清洁),seiketsu(清理),和shisuke(素养)（Hirano,1996），懂得高效生产理念的公司通过运用5S的程序，使生产车间整然有序，以达到支持高效生产的效果。
3、为什么运用5S的概念作为高效供应策略的模型呢？实践证明，5S是一个组织维持高效生产环境的可行的模型。对于5S的理念，许多组织管理者和个部门主管均广为熟知，成功运用5S，对采购或供应以及一般的生产管理关系都会得到改善。所以，5S对一个高效的生产环境的供应策略的发展来说，是一个相当有吸引力的模型。下面利用5S模型对如何发展供应策略进行分析。分类：调配所有有用的资源，器械和供应。通常来说，5S生产执行的第一步，将会在出现不协调或者多余杂物的目标区域贴上红色标签。在检查完每个项目后，在项目出现不协调或者多余的情况下，项目将会重新放到合适的地方或者调移，这种分类进程对于生产链的工作空间需求和组织的发展是
4、至关重要。供应基础分类包括供应商选择对于系统的增加和供应商选择的消除(供应基础的合并)，在供应基础的供应商合并中实行分类可以取得以下益处：它通过减少生产过程中被职工管理的供应商的数目来达到减少无效工作方法所带来的浪费；分类通过关注选择效率，评价和对选择供应商的改进来减少错误选择供应商所带来的浪费。这样供应商通过关注质量保证和控制和对少数量供应商的改进，还能够改进供应商提供的产品的质量；由于只有少量的的订单和少量的选择审计需要处理，因此也减少了所需处理的浪费。再者，分类还增加了供应链伙伴间的合作机会。对于供应管理来讲，在分类中需要首要执行的是选择。有许多的标准都可以用来认证在分类过程中消除的候选
5、人。第一：一个执行的检查使候选人在隔离过程中消除，接下来，一个多余的供应商的检查是具有指引性的。有多少供应商是具有同一的或者是超强的能力。最后，对于每个供应商部门人数的检查往往会导出对于只提供一个或者少数几个部门的供应商却拥有大量人数的一个认证。所有的分类或者合并是一个接洽最适宜供应商数目的一个方法。增加供应商会增加变动和经费.在一个单独的部门中使用不同各样的供应商为了减少危机的实践往往会增加危机，就像是在一个集合中增加元件的数目一样经常会增加失败的可能性。次序的调置：整理产品和设备，以便查找和使用。设备和存储的位置都被标志好的话，设备和工具就可以很容易被认证和储存好，当它们不再被使用的时候。
6、储存物位置的标签可以简化我们的日常管理工作。轻轻一瞥就足够认证遗失或者没有妥善保管的工具。管理供应商，他们很容易地服从分割的概念。分类为所有都提供了一个位置和分配好每一样事情它自己应有的位置。供应基础以价值潜能和危机为依据来进行分类。还有的就是在大多数改进中的战略价值、机遇、价值潜能。对于供应商来说，这个合适的位置就是一个分割的模型。表1 供应商分类价值模型(Risk / Spend) 低开销 高开销高风险 风险价值 伙伴价值低风险 执行价值 价格价值作为生产链公司中重要的供应商一般都会趋向处于供应商分类价值模型高风险-高价值潜力或者是伙伴关系的类别。就设计的复杂性,启动分工和顾客分工，对购买
7、者输入的一个全面的更高的要求，时间安排表的压力来说，伙伴关系的供应商往往会对公司表现出一个高风险。危机可以被考虑为对价值反作用的机遇等级。其他供应商分类有不一样的需求。低风险高价值潜力分类包括价格控制其他报酬的商品项目。如果危机由于高危机高价值潜力项目而减少，那么就有一部分客观的储蓄由于竞争出价而实现。高风险低价值潜力供应商由于创造高风险的自然因素而影响价值。风险因素包括高要求的传输条件，超前的工具等等。临时突发情况，如公司资金或者能力局限，他们都可以成为主要的风险因素。分类能够阻止供应管理者忽略这些潜在问题的供应商。最后，低风险低价值潜力供应商有相当高的交易费或者用与产品的价值相对比。增加价
8、值的机会使购买力得到巩固和减少交易费用。一些不同的分割会被运用去准确归类供应商。供应商的分类通常也包括一个质量的评价。工作指标对于分类余下的供应基础有益处，Hau Lee建议使用一个不确定架构作为一个分类不确定的供求关系。一个地区位置的合理分配可以通过在地图上识别每个供应商的位置来识别他们的地区价值.这必须通过对供应商进行地区性，目标地区或者沿运输路线进行分组，由此得到识别更远的机会的巩固.其他需要考虑的事情是：Shine:每样东西都保持干净整洁.清洁暗示系统维护和检查。如果一个工作地区是洁净的话，那么诸如石油紧缺或者其他的维护保养问题也会在他们影响执行之前能够很清晰的表现出来。对供应商的检查
9、暗示调查和审计。对审计供应商的目的是去获得支持分类的决定或者支持一个不同分类的执行证据的客观凭证。如危机的减少和持续的改进。这些审计包括：位置调查，供应商的自我鉴定，长时期的调查，第三方认证调查。供应商职工和工作环境的主要变化不会被第三方审计发现，例如ISO标准认证/第一方认证应该被组织成为一种可以被执行和职工转变的方式。对于主要供应商来说，对于位置上的访谈应该预定给经常性的分配关系。譬如，高风险高价值潜力供应商应该经常分别地接受到一些被高风险低价值潜能和低风险高价值潜力的供应商跟随的高频访谈。另外，除去对服从调整性的问题邮件调查，低风险高价值潜力的供应商一般不愿意被调查。规范化：融合第一个3
10、S。规范化确保你的分类的执行，合乎程序的配置，Shine并不会因为时间的过去而恶化，他协调着程序、日程安排表，支持这个系统体系和驾驭未来发展方向的改良的实践.可以被规范化避免的问题包括：1 不受限制增长的供应商的数目2 分类的恶化和对供应商分类的不确定因素3 供应商并没有依据规律办事4 调查非正式地管理或者带着叛变式的进程怎样去规范化呢？明确3S的职责？确保私人的计划或者供应管理人员的控制管理目标。按顺序配置，必要地突出调查问题。战略意义的采购者，商品经理，采购经理控制着每个地区确保他们是否保持流通的测量表格。这些结果将会在表格目录中展示以说明现实的执行水平。通常来说，增加供应商的动机一般来源
11、于外界的购买力，这种方式了解为什么合并是有价值。5S其中一个优点就是一个共同的语言运用在购买商和制造商之间。这为他们之间构停带来了便利，那么设计工程和购买商之间的相互作用又是怎样的呢?从两个理由可以看出这是一个重要的接口。第一：制造工程业是新供应商许多新要求的源泉。第二：工程业，特别是设计工程业，他们拥有一个创新的环境而对于提升中僵硬的规条程序感到拘泥。他们抱怨，他们完全没理由去限制供应商的选择，只有这样采购者才会下更多的电脑订单。5S在合并效用中为其提供了充分的理由。调查日程主张使用可以提醒程序所有人和合适的管理者。在一些组织中，质量保证部门为供应商传输工序可作为一个第三方的角色。供应商调查
12、和审计可以是作为为工序的所有者的个人自我评价。承受力：纪律随着领导者而起。你会让你的言行和举止相一致吗?你会表达你的战略,策略吗?包括你行为的理由,你努力的外界作用你又适当地对你的新员工进行培训吗?适应的架构是否存在去支持这种策略?这是领导者的问题。没有供应管理者的5S会在没有警觉性的领导者而有效运行。生产链已经有效地运用这种工序，不过随时间的过去，一贯如一的领导者有必要去组织系统制度的恶化。总结。5S的每个元素相当于供应链里供应策略的一个元素，5S在制造业中是一个强有力的工具。在某种程度来说,是因为它的简单。同时，简单也使5S成为一个强有力的管理工具。参考文献:Hirano, Hiroyuk
13、i. 5S for Operators: 5 Pillars of the Visual Workplace, Portland, OR:Productivity Press, 1996.Lee, Hau. “Aligning Supply Chain Strategies with Product Uncertainties”, CaliforniaManagement Review, vol. 44, no. 3, spring, 2002.Womack, James P. and Jones, Daniel T. Lean Thinking, New York: Simon and Sc
14、huster,1996.Lean Supply Strategies:Applying 5S Tools to Supply Chain ManagementKimball E. Bullington, Ph.D., P.E., CSSBBAssociate Professor of Supply Chain ManagementMiddle Tennessee State University615/904-8420; kimballbmtsu.edu90th Annual International Supply Management Conference, May 2005Abstrac
15、t. Supply strategies in a lean environment should support the operations strategy. It is appropriate then to use lean concepts and lean terminology in the creation of supply strategy for lean operations. This paper examines supply strategy development in a lean production environment by utilizing 5S
16、, a key lean concept. The concepts of lean supply and 5S will be introduced followed by a discussion of how the 5S methodology may be used to develop and implement a supply strategy.Lean Supply. The term “lean supply” implies that the supply chain is appropriate for lean production. Lean production
17、is a concept of waste elimination in processes, which has enjoyed popularity in manufacturing companies. The basic tenets of lean production as outlined by Womack and Jones (1996) include the following. Specify value Identify the value stream Organize the value stream to promote flow Communicate dem
18、and through pull Strive for perfectionIt is appropriate for the supply management function in a lean environment to integrate lean concepts and terminology into the development of supply strategy. One of the foundational lean concepts that serves as a basis for all of the tenets given above is 5S.Wh
19、at is 5S? The 5Ss are lean concepts derived from the Japanese words: seiri (sort), seiton (set in order), seiso (shine or purity), seiketsu (standardize), and shitsuke (sustain) (Hirano,1996). Companies adopting the lean production philosophy often implement the 5S process to bring order to the work
20、place and thereby support lean production.Why Use the 5S Concept as a Model for Lean Supply Strategy? 5S is a proven model for organizing and maintaining a lean production environment. The relationship between purchasing or supply and the general management of operations may be improved through the
21、use of a common vocabulary built around concepts familiar to the organizational head and the heads of other departments. For this reason, 5S is an appealing model for the development of supply strategy in a lean production environment. A model for using 5S to develop supply strategy follows.Sort: Re
22、move All But the Necessary Materials, Equipment and Supplies. Typically, the first step in a producers implementation of 5S will be a tour of the target area marking with red tags those items that appear out of place or unnecessary. After reviewing each item, the item will either be put in its prope
23、r place or removed if it is unnecessary or redundant. The Sort process is essential to developing the organization of the workspace needed for lean production.Sorting the supply base includes selection of suppliers to add to the system and selecting suppliers to eliminate (supply base consolidation
24、or rationalization). Implementing Sort in the supply base through supplier consolidation achieves the following benefits. It reduces the waste of inefficient work methods by reducing the number of suppliers that must be managed by the procurement staff. Sorting reduces the waste of selecting the wro
25、ng suppliers by focusing efforts of selection, evaluation, and improvement on a few select suppliers. This also improves the quality (conformance to specifications and delivery) of the products received from these suppliers by focusing quality assurance, control and improvement activities on a small
26、er number of suppliers. Sorting reduces processing waste as fewer purchase orders may be necessary and fewer selection audits are needed. Finally, Sorting increases the opportunity for supply chain partnering.So for the management of supply, the primary implementation of Sort is selection. There are
27、 several criteria that may be used to identify candidates for elimination in the sorting process.First, a performance review (i.e., review of quality, delivery, and price performance) isolates some candidates for elimination. Next, a review of redundant suppliers is conducted. How many suppliers hav
28、e identical or overlapping capabilities? Finally, a review of the number of part numbers purchased from each supplier will often result in identification of a large number of suppliers providing only one or a few parts.All of the sorting or consolidation is an effort to approach an optimum number of
29、 suppliers. Multiplying suppliers increases variation and overhead. The practice of utilizing multiple suppliers for a single part in order to reduce risk often increases risk, just as increasing the number of components in an assembly usually increases the probability of failure.待添加的隐藏文字内容1Set in O
30、rder: Arrange Product and Equipment So It is Easy to Find and Easy to Use. Equipment and storage locations are labeled so equipment or tools will be easy to identify and put away when they are no longer in use (e.g., tool cutouts or outlines on a peg board or in a tool chest). The labeling of storag
31、e locations with tape on the floor or the work station facilitates visual management. A glance is sufficient to identify missing tools or tools not properly stored.Arranging suppliers so they are easy to use brings to mind the concept of segmentation. Segmentation provides a “place for everything” a
32、nd allocates “everything in its place.” The supply base is sorted or segmented by value potential and risk, by strategic value and opportunity for cost improvement, by value potential and criticality, or other such criteria. The proper “place” for a supplier is a location in a segmentation matrix. T
33、he value of this exercise comes from clearly identifying how each supplier will be treated based on identifiable criteria. Table 1 is an example segmentation of the supply base by annual expenditures and risk yielding four segments of suppliers with different opportunities for value contribution.Tab
34、le 1: Supplier Segmentation Value Matrix (Risk / Spend)Low Spend High SpendHigh Risk Risk Value Partnership ValueLow Risk Transaction Value Price ValueThe key suppliers for lean production companies tend to be in the high risk high value potential or “partnership” category of the supplier segmentati
35、on matrix. Partnership suppliers represent a higher risk to the company in terms of design complexity, startup communication, custom tooling, overall higher demand for buyer input, and schedule pressures (e.g., just-intime support). Risk can also be thought of as the level of opportunity for adverse
36、 effects on value (e.g., deterioration in delivery, lead time, price, or quality). The other supplier segments have different needs. The low risk high value potential segment may include commodity items where price dominates other considerations. If the risk may be reduced for high risk high value p
37、otential items, significant savings may be realized by some form of competitive bidding.The high risk low value potential suppliers affect value by the nature of the factors that make them high risk. Risk factors could include demanding delivery requirements, advanced technology, etc. Temporary situ
38、ations, such as cash flow problems or capacity limitations, could be the major risk factors. Segmentation helps prevent the supply manager from overlooking these potential problem suppliers.Finally, the low risk low value potential suppliers typically have relatively high transaction costs as compar
39、ed with the value of the product. The opportunity for adding value comes by consolidating these purchases and reducing transaction costs.Several different segmentations may be conducted in order to properly categorize the suppliers. The segmentation of suppliers may also include an evaluation of qua
40、lity (e.g., certified, conditional, approved status). Performance measures may be helpful in segmenting the remaining supply base. Hau Lee (2002) suggests the use of an uncertainty framework as a means of segmenting the supply base for demand and supply uncertainty.The location aspect of Set in Orde
41、r may be addressed by identifying the location value of each supplier on a large map. This may identify further opportunities for consolidation by grouping suppliers locally or in targeted areas or along trucking routes so more than one supplier may be visited on a single trip. Other considerations
42、forShine: Keep Everything Swept and Clean. Cleaning implies system maintenance and inspection. As a work area is cleaned, problems such as oil leaks or other maintenance issues, become more apparent before they have a chance to affect performance. The inspection of suppliers implies surveys or audit
43、s. The objective of auditing suppliers is to obtain objective evidence that supports the Sort and Segmentation decisions or evidence that supports action of a different sort, such as risk reduction and continuous improvement. These audits may include:site surveys, supplier self-assessments, remote s
44、urveys, third party certification type surveys (e.g., ISO 9000 or QS 9000), or third party quality awards such as the Baldrige Award (or state award using the Baldrige criteria). Major changes in supplier personnel and the work place environment may not be detected by 3rd party audits such as ISO ce
45、rtification audits. First person audits should be structured in such a way as to detect performance or personnel changes.For key suppliers (identified in the Set in Order or Segmentation stage), on-site visits should be scheduled with a frequency appropriate to the relationship. For example, high ri
46、sk-high value potential suppliers usually receive the highest frequency of visits followed by high risk low value potential, and low risk - high value potential suppliers respectively. Low risk low value potential suppliers are generally not surveyed except for mail surveys of regulatory compliance
47、issues.Standardize: Integrating the First Three Ss. Standardize ensures that your implementation of the Sort, Set in Order, and Shine doesnt deteriorate over time. It formalizes the procedures, schedules and practices that sustain the system and drive future improvements. Problems avoided by Standar
48、dize include: The number of suppliers grows unchecked, The segmentation deteriorates and the classification of the suppliers becomesunknown, Suppliers are not visited on a regular basis, Surveys are conducted informally or with renegade processes.How can you standardize? Assign 3S duties. Ensure that the personal plans or objectives of the supply management personnel cover the sor
