第1章物流概念与功能.ppt

* * * * This is probably the most important principle and is based upon the categorization of activities into the following: Value added - Those activities that: 1) The customer is prepared to pay for; 2) Alter the product; and 3) Are completed right the first time Non-value added - Those activities that are essential, but add no value to the product (payroll preparation or quality inspection are examples) Waste - Those activities which do not add value and are not essential Progressive reduction of non-value added or elimination of waste activities places a greater focus on what is important to the customer. The waste activities can be addressed in several ways: through improved process layout, better product design from a manufacturability standpoint, improved production scheduling, and more efficient shop floor production techniques through adoption of best practice principles. In the following viewcells, which focus on the best practices in use today in manufacturing, the common thread is the focus on the elimination of waste. In JIT manufacturing, you will often hear the term continuous improvement or continuous process improvement. Continuous improvement aims at the gradual elimination of waste through improvements in product design, process design, production planning and production control. This concept is applied seriously by progressive manufacturers to their internal operations and with respect to their suppliers as well, whom they expect to adopt continuous improvement programs to improve the quality and reduce the costs of raw materials. * In a pull system, the manufacturer is responsive enough to be able to produce and supply to direct customer demand. However, a traditional push manufacturer will build to a pre-determined schedule which will be based on a forecasted demand and therefore will inevitably not match actual customer demand. A manufacturer operating a pull system can react rapidly to changes in customer demand, while a push manufacturer