現(xiàn)場(chǎng)管理和5s管理外文文獻(xiàn)

1、Lean Supply Strategies: Applying 5S Tools to Supply Chain ManagementKimball E. Bullington, Ph.D., P.E., CSSBBAssociate Professor of Supply Chain ManagementMiddle Tennessee State University90th Annual International Suppl

2、y Management Conference, May 2005ABSTRACT：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 strateg

3、y for lean operations. This paper examines supply strategy development in a lean production environment by utilizing 5S, a key lean concept. The concepts of lean supply and 5S will be introduced followed by a discussion

4、of how the 5S methodology may be used to develop and implement a supply strategy.Key words：lean；5s；supply strategy；1 Lean Supply. The term “l(fā)ean supply” implies that the supply chain is appropriate for lean production. L

5、ean production 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、Spe

6、cify value、Identify the value stream、Organize the value stream to promote flow、Communicate demand through pull、Strive for perfection[1].It is appropriate for the supply management function in a lean environment to integr

7、ate 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.1.1 What is 5S? The 5S’s are lean concepts d

8、erived 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 implemen

9、t 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. Ho

10、w many suppliers have 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

11、one or a few parts.All of the sorting or consolidation is an effort to approach an optimum number of suppliers. Multiplying suppliers increases variation and overhead. The practice of utilizing multiple suppliers for a s

12、ingle 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.2.2 Set in Order: Arrange Product and Equipment So It is Ea

13、sy 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 to

14、ol chest). The labeling of storage 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

15、they are easy to use brings to mind the concept of segmentation. Segmentation provides a “place for everything” and allocates “everything in its place.” The supply base is sorted or segmented by value potential and risk,

16、 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. The value of this exercise c

17、omes 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 wi