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1、AVIC1 Senior Executive SeminarSharing Strategies for Success,Our Collective Opportunity inIntegrated Global Supply Chains,中航一集团高级管理人员研讨会共享成功战略,我们在全球综合供应链中共同的机会,Agenda,Focusing,Aligning and Integrating to Deliver Best Value Mary Armstrong,Boeing Commercial Airplanes Vice President and General Manager
2、 Fabrication DivisionProgram Management Theory Versus Practice:Practical TipsDon Carlisle,Boeing Commercial Airplanes Managing Director,Wichita Division,Tulsa Business UnitOur Collective Opportunity in Integrated Global Supply ChainsBob Wetherbee,Alcoa President,Alcoa Mill Products,议程,集中、统一以及整合以交付最佳
3、价值 玛丽阿姆斯特朗，波音民机集团 副总裁兼制造部总经理项目管理理论与实践:实用技巧 唐卡莱尔，波音民机集团 塔尔萨业务部，威奇托部执行总监我们在全球综合供应链中共同的商机鲍勃威瑟比，美国铝业公司（Alcoa）美铝轧制产品公司总裁,Realize Best Value Across the Supply Chain For Customers and Suppliers,“We work on our collective systems together to achieve the goal of making Boeing products the most competitively
4、priced in the world.”Bob Wetherbee President,Alcoa Mill Products,实现供应链中客户和供应商的最佳价值,“我们共同致力于联合的体系，以实现波音产品成为世界上最具价格竞争力产品这一目标。”鲍勃韦瑟比 美铝轧制产品公司总裁,Alcoa Moved From Vision to Best Value in Four Years,VisionCreated,2000,2004,Strategy Developed,2001,Phase 1Pilot withBoeing fuselage,2002,2003,Additional Resou
5、rces Deployed,Phase 4 Extended to new markets,customers and their suppliers,Continued waste elimination and system expansion,Extending the system to include our suppliers,Phase 2Implemented withBoeing wings,Phase 3Extended toBoeing standard plate,Understanding System Potential,Capturing System Value
6、,Timeline:Alcoas Integrated Global Supply Chain,美铝在四年内从远景目标走向最佳价值,制定远景目标,2000,2004,制定战略,2001,第一阶段以波音机身为试点,2002,2003,部署更多资源,第四阶段 扩展到新市场、客户及其供应商,继续消除浪费并扩展体系,延伸体系以包括我们的供应商,第二阶段从波音机翼开始实施,第三阶段扩展到波音标准板材,了解体系潜能,获取体系价值,时间线：美铝的全球综合供应链,A Phased Approach to Change Showed Immediate Results,Poor delivery perform
7、anceUnpredictable flow timesHigh inventory stock levels50%of orders expeditedProblems and waste were hidden within the old system,On-time and predictable deliveryConsistent flow timesReduced inventory stock level Less than 10%of orders expedited High visibility of problems and waste improvement oppo
8、rtunities,Results of Old System,Results of Integrated System,Phase 3:Boeing Example,分阶段进行变革的方法立即显示出效果,交付绩效差流程时间不可预知库存量高50%的订单加急完成原有系统中隐藏了问题和浪费,按时、可预测的交付流程时间稳定库存量降低 不到10%的订单加急完成 问题和浪费的改善机会可视性高,原有系统的结果,整合后系统的结果,第三阶段：波音举例,Dramatic Improvement Seen inOn-time Delivery,Delivery Performance Data,Target:97%
9、,System start date,40.0%,50.0%,60.0%,70.0%,80.0%,90.0%,100.0%,Feb-03,Mar-03,Apr-03,May-03,Jun-03,Jul-03,Aug-03,Sep-03,Oct-03,Nov-03,Dec-03,Jan-04,Feb-04,Mar-04,Apr-04,Phase 3:Boeing Example,在按时交付方面发生了重大改变,Delivery Performance Data,Target:97%,System start date,40.0%,50.0%,60.0%,70.0%,80.0%,90.0%,100.
10、0%,03年2月,03年3月,03年4月,03年5月,03年6月,03年7月,03年8月,03年9月,03年10月,03年11月,03年12月,04年1月,04年2月,04年3月,04年4月,第三阶段：波音举例,Begin by Drawing Current System of Material Flow,Ingot Plant,Hot Line,Finished Saws,Customer Receiving,Pre-saw processes,Shipping,1,2,3,4,Order Entry,Customer Usage and Ordering,Alcoa Order Fulf
11、illment,RandomOrders,Machining Processes,Phase 4 Example,28 Sizes,28 Plates,28 Plates,28 Products,28 Plates,从画出当前系统的材料流开始,铝锭厂,高温生产线,完工后切割,客户接收,切割前工艺,运输,1,2,3,4,接收订单,客户用途和订货,美铝订单完成情况,随意订单,机加工艺,第四阶段举例,28 种尺寸,28 种板材,28 种板材,28 种产品,28 种板材,Focus on Customer Usage Versus Customer Orders,Customer Usage and
12、Ordering,CustomerProductionPlanning,Unleveled demand to AlcoaOrders not linked to machine usagePurchase orders arrive unpredictably,High Inventory Level,Complex and multiple forecasting processes Frequent change orders,Receiving,RandomOrders,Machining Processes,注重客户的用途，而不是客户的订单,客户使用和订购,客户生产计划,对美铝的需求
13、不分层次订单未与机加用途联系起来无法预知何时收到购买订单,高库存量,复杂和多重预测流程 频繁变更订单,接收,随意订单,机加工艺,Old System Provided No Visibility of Actual Customer Usage,Alcoa Order Fulfillment,Processes not tightly connected Inventories not engineered,Ingot Plant,Hot Line,Finish Saws,Pre-sawPlate Mill,Shipping,Order Entry,原有系统无法提供客户实际用途的可视性,美铝履
14、行订单,工艺并未紧密联系起来 未设计好库存,铝锭厂,高温生产线,完工后切割,切割前板材铣切,运输,订单接收,New Pull System Connected Alcoa and Customer Processes,Hot Line,Receiving,Pre-sawProcesses,6 sizes,3 Day Lead Time,Innovations of new system:Built-in tests Help chain for problem solving Kanban boards for store replenishment,Ingot Plant,Finish Sa
15、ws,Shipping,DailyOrders,6 Plates,28 Plates,Machining Processes,Daily Use Data Signal,28 Products,新型拉动式系统将美铝和客户工艺联系起来,高温生产线,接收,切割前工艺,6种尺寸,三天的交货期,新系统的创新性：自测 解决供应链的问题 补充储存量的看板,铝锭厂,完工后切割,运输,每日订单,6种板材,28种板材,机加工艺,每日使用数据信号,28 种产品,New System ProvidedImmediate Results,Increased on-time delivery from 65%to 97
16、%Reduced customer inventory by 65%Reduced change orders from 4500 per year to less than 10 per yearIncrease visibility of problems and waste improvement opportunitiesSmoothing flow of orders for just-in-time deliveryReduced weekly variation in product demand by 67%,Results of the New System,新系统立即显示出
17、成效,按时交付率从 65%提高至 97%客户库存减少了 65%变更订单从每年4500份降低为每年不到10份提高了问题的可视性，增加了改进浪费的机会理顺了恰时、恰物、恰量交付的订货流程产品需求的每周变化降低了67%,新系统的成效,New System Resulted in Reduced Costs and Improved Profitability,Reduced Variation Product Demand,New System Start Date,Pieces Pulled Each Week,Time in Weeks,新系统使成本降低、盈利能力增加,产品需求的变化减少,新系统
18、启动日,每周拉动的件数,星期数,Success Requires a New Role for the Leader,Provide clear business case and vision,Encourage experimentation,Assemble team of system thinkers and continually develop team capabilities,Establish change agent network,Make Regular shop floor visits to check the system,Think system cost v
19、ersus purchase or manufacturing costs,Reward problem identification and resolution,Eliminate Waste Continuously,Ensure executive sponsorship in place,成功需要领导履行新角色,提供明确的商业案例和远景目标,鼓励试验,组建为系统出谋划策的团队并不断开发团队能力,建立促进变化的网络,定期下车间检查系统,考虑系统成本与购买或制造成本,鼓励发现问题和解决问题,不断消除浪费,确保高层领导的支持到位,Executive Sponsorship is Criti
20、cal to Success,Creating a system vision for integrated global supply chainsChanging the traditional procurement philosophyDriving deeper alignment of all supply chain participants Increase communication between all supply chain partnersOngoing dedication to change and continuous improvement of the s
21、ystem,Executive Sponsorship Requires,高级管理人员的支持对成功至关重要,制定全球综合供应链体系的远景目标改变传统的采购理念驱使所有供应链参与者更紧密的合作 加强供应链所有合作伙伴之间的沟通不断进行变革，不断改进体系,高级管理人员的支持需要,Current Supply Chain Offers Opportunities for Improvement,Supply Chain Improvement Opportunities:Delivery Performance Lead times Quality Inventory Communication a
22、nd information flows,当前的供应链有改进机会,供应链的改进机会：交付绩效 交货期 质量 库存 沟通和信息流,Alcoa Aerospace Center Shanghai:Local presence Evolves into essential point in supply chain Enables more reliable performance Provides direct visibility Offers just-in-time,point-of-use delivery for cut to size services,Shanghai Becomes
23、 Key Point in Integrated Global Supply Chains,ChinaXianShanghaiChengdu,美铝上海宇航中心：当地业务 演变为供应链的重要点 绩效更可靠 提供直接可视性 为切割到用户所需的合适尺寸提供适时配送以及配料到使用地点,上海成为全球综合供应链的关键点,中国西安上海成都,Summary,Integrated global supply chains deliver Best Value New system allows:Lowest cash investment in inventory Increase visibility of
24、customer demand and usageFaster and smoother product launch or changeSignificant reduction in system complexity-Less opportunity for system disruption or failure-On-time delivery-Fewer transactions-Reduced administration cost-Increased problem visibility and resolutionAlignment on business goals and common system supports improved performance and mutual benefits,小结,全球综合供应链交付最佳价值 新系统能够使：库存的现金投入减至最低 增加客户需求和使用的可视性产品启动或变化更快、更顺畅系统的复杂性大大减少-系统中断或失效的可能性减小-按时交付-交易减少-管理成本降低-问题的可视性和解决效率提高商业目标的统一和相同的体系对改进绩效和共同利益起到了支持作用,
