This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Demand Flow Manufacturing JD Edwards EnterpriseOneUwe LückLeiter Competence Center JD Edwards Deutschland
20. Deutsche ORACLE20. Deutsche ORACLE--Anwenderkonferenz, 21.Anwenderkonferenz, 21.--22. November 2007, Nürnberg22. November 2007, Nürnberg
The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decision. The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle.
Safe Harbor Statement
Agenda
• Was ist “Demand Driven Manufacturing” ?
• Warum “Demand Driven Manufacturing” ?
• Demand Flow® Technologyvon JCIT International als Basiskonzept für Lean Manufacturing Unternehmen
• Neue Anforderungen und Oracle’s Antwort darauf:• Demand Flow® Manufacturing
Was ist “Demand-Driven Manufacturing” ?
Traditionelle Fertigung – Push Prinzip
Die Welt der Fertigungsindustrie hatsich verändert
• Globale Überkapazitäten
• Volatile Nachfrage
• Abhängigkeiten von globalen Lieferketten
Gestiegene Nachfragemacht des Kunden
Demand-Driven Manufacturing – Pull Prinzip
Warum Demand-Driven Manufacturing?
Demand Driven Manufacturing Mandate
““ The demandThe demand--driven supply chain is not driven supply chain is not merely a good idea in developing a merely a good idea in developing a progressive business strategy, it’s a progressive business strategy, it’s a requirement for companies looking to gain requirement for companies looking to gain and sustain a competitive advantage in the and sustain a competitive advantage in the volatile landscape of today’s manufacturing volatile landscape of today’s manufacturing environment.“environment.“
Arnold KennedyArnold Kennedy
APICS President and CEOAPICS President and CEO
May 2004May 2004
Was Experten sagen…
“Although demand-based flow manufacturing can achieve significant cost savings in the form of reduced inventory costs and improved productivity,
the more significant strategic advantage comes from revenue building opportunities as customers respond more favorably t o short cycle,on-time deliveries.” -- Association for Manufacturing Excellence, April 2004
“Once companies begin to extend Lean concepts into multiple, overlapping corporate domains, they becom e
very dependent on information - and that's where hav ing an integrated suite of business applications becomes so valuable. ”
-- Bob Parker, VP of Research, 2004
“The rule to follow is very simple: Eliminate the non value adding and
connect the value adding to a value stream. Once yo u understood that message everything is in a flow … straight to the c ustomer faster and more competitive than you would ever have expected. ”
-- Fred Wilbert, GM leonardo group, 2006
Was Kunden damit erreichen…
� Increased plant production and capacity by 30%� Reduced inventory by 23% and pull sequences by 20%
� Supports lean mfg with greatly reduced maintenance� Expect 20% reduction in unplanned overtime labor
� Cut cycle times by over 90% and inventory by 25% � Reduced customer returns by 52%; Lowered scrap by 2 0%
A FewMore…
Implementation
Per
cent
100
75
50
25
0
WIP Inventory Reductions
20%- 60%
Implementation
Per
cent
100
75
50
25
0
WIP Inventory Reductions
20%- 60%
Implementation
Per
cent
100
75
50
25
0
Finished Goods Reductions
20%- 75%
Implementation
Per
cent
100
75
50
25
0
Finished Goods Reductions
20%- 75%
Was Kunden damit erreichen…
Implementation
Per
cent
100
75
50
25
0
Mfg Cycle Times Reductions
Implementation
Per
cent
100
75
50
25
0
Mfg Cycle Times Reductions
50%-90%
Implementation
Per
cent
100
75
50
25
0
Productivity Improvements
8%- 40%
Implementation
Per
cent
100
75
50
25
0
Productivity Improvements
8%- 40%
Wer ist JCIT International ?� John Costanza Institute of Technology
� JCIT schrieb “das Buch”
über Demand Flow® Technology
� Vordenker für fortschrittliche Fertigungskonzepte
� 90.000+ Kursteilnehmer ausgebildet in Demand Flow® Technology
Creates Pull SignalCreates Pull SignalCreates Pull SignalCreates Pull Signal
PULL
SIGNAL
XXXX XXXX XXXXC
OP40
XXXXOP50
XXXXOP30
XXXXOP10
XXXXOP20
XXXX
XXXX
OP10
XXXXOP20
XXXX
OP40OP30
XXXXOP10
XXXXOP20
XXXX
SEQ BOARD
SEQ BOARD
A
I B EG
D
A
CL
G
A
BDEGAR
ABDEGARALICA
ABDEGAICAFD
PULL
SIGNAL
C
PULL
SIGNAL
PULL
SIGNAL
PULL
SIGNAL
PULL
SIGNAL
CONSUME
FROM FEEDERCR
XXXXFL
FRFL
AL C
PULL
SIGNALS
PULL
SIGNALS
PULL
SIGNAL
I FR
PULL
SIGNAL
PULL
SIGNAL
PULL
SIGNAL
PULL
SIGNAL
C
CONSUME
FROM FEEDER
DFT In Action
Neue Konzepte …
“Schlanke Wertströme in der Fabrik benötigen in Konsequenz nur noch
schlanke Steuerung und damit schlanke Softwarestruktu ren. Nur wenigeSoftware/PPS Anbieter sind sich dieser Herausforderu ng bewusst undhaben eine adäquate Antwort darauf”
• “Process Maps” mit detailierten Arbeitsinhalten (Sequence of Events)
• Line Design und Line Sequencing, Line Balancing
• Orderless Completion – Fertigstellung gegen Linienpläne
• Kanban-Management
• Integration zu anderen ERP-Modulen (Kosten, Bestände, Aufträge …)
... und wer diese erfüllt:
Demand Flow® Manufacturing
Solution Overview
Neue Anforderungen an die ERP-Software …
• Produktsynchronisierung / Wertstromanalyse (Value St ream Mapping)
• “Process Maps” mit detailierten Arbeitsinhalten (Sequence of Events)
• Line Design und Line Sequencing, Line Balancing
• Orderless Completion – Fertigstellung gegen Linienpläne
• Kanban-Management
• Integration zu anderen ERP-Modulen (Kosten, Bestände, Aufträge …)
Produktsynchronisierung / Wertstromanalyse
• beschreibt alle Fertigungsschritte (und deren Beziehungen zueinander) die zur Herstellung eines Produktes in einer “mixed model flow line” erforderlich sind
• Produktsynchronisierung Arbeitsschritte:• Bestimmung der Fertigungsschritte mit Ausstoß-, Nacharbeits-
und Ausschußprozentsätzen• Aufbau von Pfaden (Teilprozessen) aus den
Fertigungsschritten für die Hauptlinie, zuführenden Linien, optionale und Nacharbeitsprozesse
• Zusammensetzung der Produktsynchronisierung aus den Teilprozessen