福特汽车-特料规划与运筹
- 1. *Ford lio-Ho Material Planning And Logistics 福特六和物料規劃與運籌MP&L Manager A.L.Fan 范阿浪協理
- 2. *Ford Production System and Vision, MP&L Mission, Role and Responsibility of MP&L Model Line-Up Complexity Production Schedule and Release MP&L Exterior and Internal Logistics Common Material Management SystemIntroduction of FLH MP&L 介紹內容
- 3. *何謂福特生產系統(FPS)?福特生產系統(Ford Production System) – FPS是一精實(lean)及一致的生產系統，經由整合後勤供應系統，支持FPS的目標，促使Ford所有的生產工廠內皆能排除物料、空間、設備及時間等浪費。
- 4. *精實(lean)，有彈性(flexible) ，紀律性(disciplined) 有能力及被授權的員工。 共同學習並安全的工作在一起。 持續性的提供超越顧客在品質、成本及時效上的期望。福特生產系統願景(FPS Vision)
- 5. *FPS精實(Lean)生產的5個階段性步驟 1穩定性生產 (製程自我改善) 2流動連續生產 (製程自我改善)同步化生產 (協力廠商的配合)3拉動式系統 (協力廠商的配合)4 平準化生產 (整合營銷與協力廠商)5 穩定之作業製程能力，有一致性之生產流程 作業站與站之間單件流的連續生產穩定與一致性的作業流程，包括物料之同步化供應穩定一致的作業站，拉動式之物料供應，完全符合作業站需要依據顧客訂單生產，生產量及配比完全平準化
- 6. *福特生產系統的執行福特產品開發系統 FPDS售後服務 .Sales & Services .Quality Care .Customer Satisfaction .GQRS從訂單到交車 (Order to Delivery)福特生產系統 FPS 6Sigma /VCATS / TQE CMIDCDAPA
- 7. *執行預測計劃生產排程供應商排程BOM存貨管理福特六和汽車供應商顧客出貨運送管理驗收訂單及發料供應商需求生產排程檢料包裝生產存貨存貨資料出貨排程顧客需求ASN支援的流程 管理資源 工程設變 品質工具 教育訓練 資訊控制規劃資訊流物料流運輸供應鍊圖供應商排程
- 8. *Cost structure 成本結構
- 9. *Mission Of Material Planning and Logistic 物料規劃與運籌之使命To optimize the global supply chain through: Synchronous flow of information. Synchronous flow of material. Coordination of the overall process of production .
- 10. *MP&L Role and Responsibility 物料規劃與運籌之角色與責任Synchronous Material FlowSynchronous Information FlowOptimized Supply ChainRight MaterialStable and Accurate information flowMinimal InventoryRight QualityData formal enables transformation from data to knowledge to predictabilityMinimal ExpendingRight PackingMinimal Lead- timeRight LocationRight TimeOptimized LogisticRight TimeLowest Total Cost
- 11. *MP&L Metrics 物料規劃與運籌之衡量指數Build to ScheduleDock to DockOEENumber of Parts On Pull ReplenishmentInventory TurnBuild to orderIM Fill RateTotal CostConveyances On Window
- 12. *Pre-Production preparation Production Scheduling & ReleaseImport Parts Supply Chain ManagementInventory ControlIn-Plant Material HandlingLocal Parts Supply Chain ManagementMajor Function Of Material Planning and Logistics 物料規劃之組織與功能
- 13. *Model line and Complexity 生產車型及物料一覽表ItemModelCat Code MSCSourcePackPack SizeImport Parts ItemLocal Parts ItemNo of Consignment PartsModelCommonSatellite1C206 Tierra18MazdaLot NBLI18080720101019LIII12080J396020HB60402C224MAV Premacy4MazdaLotFord C2246040 702109061Mazda J54403CD 132 Mondeo16EuropePXPPXP From Europe. Engine from Chihuahua, T/M from Batavia863875564U204 Escape8US IEOPXP Direct Sourced from US 14 parts770595149MCLot60205EII 8MCLot40900818216Pronto10SuzukiLot4879784668Total6447525234374
- 14. *Other Major Complexity 其他主要複雜度Different Part Numbering System Parts count near 10,000 (9,986) Engineering Change Control System Claim and PSPO (MPPO) Systems Less Parts Commonization休旅車 轎車商用車
- 15. *FLH MPL-Exterior Logistics (Import) 進口零件運籌概況圖Japan Suzuki ProntoFord Lo Ho PlantUS IEO U204/J14 14 Direct ship parts 3.0 Engine 2.0/3.0 T/MRGLMexico Chihuahua Eng. 2.0CoughlinJapan Mazada C206 EII U204Japan Jatco 2.5 Auto T/MEurope IEO CD132HuppertzH Building CD132PXP Weekly Shipment Transit Time 51 Days (Including 16 Days Float)iPXP Weekly Shipment Transit Time 10 DaysPXP Weekly Shipment Transit Time 46 DaysLot Weekly Shipment Transit Time 10 Days
- 16. *FLH Local Components Logistics 台灣本地零件概況North: 62 suppliers Delivery Time: 1-1.5HMajor Components : Stamping Parts/Trim Parts/Seat/Tire/ Chassis Parts/Color PartsMiddle : 12 Suppliers Delivery Time: 3~4HSouth : 11 Suppliers Delivery Time: 5-6H Total Q1 Suppliers : 85Major Components: Hand-on Parts/Wiring /Lamp/Piston etc.Major Components: Door Trim/Parking Cable /Glass/Top ceiling piston pin etc.
- 17. *FLH BOM/ Material management System 零件表之管理WERS/TESS Engineering ReleaseEngineering BOMManufacturing BOM Establishment & maintenanceEngineering Change control and management ECN Notice KD Local CMMS3M | BOMTPCR Deviation Source change control. Spec. /usage clarification. BOM Maintenance. Obsolescence control. Product feature change
- 18. *Order to Delivery 從接訂單到交車
- 19. *生產計劃與訂料A月的20 日在 生產計劃會議上決 定A+1月的需求 生產計劃的考量因素 零件情況 工廠產能 車型車種之平均與平準以CMMS3 發出 交貨通知單 45天的計劃 12個月的預估量每日生產報告為CD132發出 單一零件A+4月的 交貨通知單 批購CKD 1.A+3月 2.A+4月15 %及 A+5月20%的變動量進口零件到廠監控A+3月 的船期監控進口零件的 庫存量及倉儲遲滯 費用的發生與各工廠主任 討論生產計劃生產計劃與本 地零件的訂購進口零件 的訂購`
- 20. *Material Requirement Releasing Process for Special Vehicle Orders from Dealers 特別訂單車的物料作業程序 Illustration: Every SVO is built on a base model Added and deleted part list is derived from the base model The Numbers: Jan : 305 Feb: 137 Mar: 45 Apr: 111 May: 205 Jun: 73 Total: 876 unitsRelease of the Normal Production Parts of the Base Model Release of the Added Parts to the Base Model
- 21. *Release 交貨單的產生Ford Products CD132 ( Vehicle Line CNE )WERSCMMSWIPSSOLMISSupplierNON-Ford Products Mazda, Suzuki and Ford Mazda U204 Import Parts:KD Lot Order By MSC. LotKD SourceLocal Parts:TESS (Manual)CMMSWIPSSOLMISSupplier
- 22. *FLH Vendor Release system 物料交貨通知系統Forecast 45 Days Daily Requirement 12 Months Forecast requirement Order Line Up Dealer Order (From SIDO Bank) to be Maintained 14 DaysVISEmerging Mkts Sch.Process GPAM Solve,Niehl Cologne, GermanyCMMS3 Float Transit time % of Business Others Vender Release Daily (862) Local Weekly (830) Local & Import 3 Months Weekly 3 Months Monthly
- 23. *KD Lot Ordering & Supply Timing Frame (Japan) 批量訂購與供應時間AA+1A+2A+3A+4Firm Order For Month A+2 Packing For Month A+3 ProductionPacking For The 1 St ShipmentParts On The SeaCustoms Clearance1St Shipment IN-Plant For Production
- 24. *123456789101112131415161718192021222324252627282930313233343536373839404142434445464748495051parts leave trading companycustom clearence & in-plant, 3 daysready for production16 days' floatTransit time 35 daysRemarks:System set-upWe set up total 51days as the parameter of in-transit time for supplier release calculation in CMMS3.The 51 days in-transit time includes:1. Vessel shipping on water: 27 days2. Trading Company to Port: 5 days3. Custom & Clearance : 3 days4. Safety Float Stocks : 16 daysRelease lead time prior to production1. In compliance with rules indicated in IEO supply manual, a 3-week lead time is required for fabrication at suppliers. Furthermore, another week of part delivery and packing is needed.2. Combining all the lead time, including transit time, part fabricartion, delivery, and packing, part requirements for production in a specific week should be firmed 74 days in advance.Vessels leave RotterdamBut FLH parts not loadedVessels leave RotterdamVessels leave FelixstoweLeave AntwerpenVessel leave SouthamptonAPLK Line2nd Ocean Freight Route, K Line5 Days27 Days1st Ocean Freight Route, APLSystem Set Up for European Logistics 單件訂購之時間設定
- 25. *(2)(6)(1)(3)(4)Total measure of area: 341,650 square meter
- 26. *FLH Vehicle Information System 車輛資訊系統Vehicle Information SystemSupplierBodyPaintFAP-1FAP-2WarehouseDealerShippingCAI FinalPBSOn TrimCAIAllocationPrimer
- 27. *FLH Vendor Delivery Pattern 台灣本地零件交貨方式 1. ILVS Delivery: • Seat, Tire, Side Skirt, Bumper, Door Trim Panel. (Synchronized delivery based on On-Line Information Broadcast System by PBS). 2. Kan Ban Delivery: • Body Parts, Large Scale Parts. 3. General MRP Delivery.
- 28. *In-plant & Out-plant Sequential Feeding (ILVS) 廠內廠外序列交貨方式Supplier AAAABBMarket Area (574 parts)CCCCDDFFFECCCCDDAAAABBFFFEPBSPBS pass the production sequence information to the Picking station The operator picks the parts according to production sequence and put in the trolley in sequence The operator deliver the parts with trolley to the fit of point(1)AAAABB(2)(3)Benefits: To save line side space and reduce operator workload handling part’s complexity (Out-plant: 324 parts)
- 29. *Color Parts Delivery Process 顏色零件之交貨程序Body AllocationFord Lio HoSuppliersSend 1+6 Body Allocation at 3:30 PME mailMulti frequency delivery base on on-to-primer information ILVS delivery for Bumper, side skirt
- 30. *SMART OfficeAAAABBFFFECCCCDDFill ActiveFill ActiveFill ActiveA-01A-03AAAAAAAAAAAA{{BBCCBBBBBBBBDDDDDDCCCCCCPart CPart BPart APart DDDZone MailboxKan-Ban Part Process 看板供料程序Serial NumberLineside MailboxLineside MailboxOperator AOperator BWorkgroup LeaderMHBenefits: To keep line side inventory at a minimum level, improve 5S and reduce emergency delivery 1. The operator picks the kan-ban attached in the container when he uses the first piece of the part. 2. The workgroup leader collects the kan-ban in Line side Mailboxes and sends them to Zone Mailbox every three hours. 3. MH collects the kan-ban in Zone Mailboxes and sends them to SMART Office for sorting and putting them in different Market Mailbox. 4. The number of the kan-ban sent back to Market Mailbox are the number of containers to be delivered to the line side Line Feeder BMarket Area (764 parts)Line Feeder AMarket Mailbox AMarket Mailbox A7:20 AM7:30 AM7:40 AM
- 31. *Call Parts Process 呼叫供料 Part Number SMART No Market Address Line Side AddressF7C6-5422401-AG 000122 DTL-A-02 E26-N-010F8C6-5426075-AA 005126 DTL-A-03 E27-S-020F7C6-5467934-AB 003412 DTL-A-01 E26-N-030Call light boardA B CABCBCall button Market Area (269 parts)Benefits: To minimize stock levels at line side and spare out spaces for the new parts of new model. The operator pushes the call button to request the part he needs. The light on the call light board for the part will be fleshing indicating the part has being requested The line feeder pushes the reset button on the Reset panel reset The linefeed come to market area to pick the part and deliver to the fit of point(1)(2)OnOffOnOffOnOffA B C Reset panel(3)(4)Call buttonCall buttonTotal: 269 parts
- 32. *Inventory Control Process 庫存管理程序Pack Size ConfirmationFloat Day Parameter Set-up in CMMSWeekly On-Site ReviewInventory Objective Set-upInventory Performance ReviewContinuous ImprovementForm-1121 Confirmation.By Each AnalystMonthly inventory Performance review by Each AnalystFollow up Action Plan Safety Stock/Adv.Job Shipping FrequencyOrg Review Team
- 33. *Material Control 物料管理福特生產系統小組活動 倡導每一位員工對物料的新觀念以合乎同步物流的要求 防止刮傷人人有責 紅桌物料檢討 物料改善會議 庫存檢討改善會議 門禁
- 34. *Model B/out Management process 車種結束物料管理程序Discontinue Parts ListFirst Cycle CountSecond Cycle CountSpecial Cycle CountAnalyst submit the listsSpecial count for Local- import parts 3 months before balance out Adjust BOH.Special Count one month before Balance out Adjust BOH.Special Count by MSC
- 35. *MS-9000 物料管理系統簡介MS-9000 物料管理系統為福特汽車事業總部根據ISO-9000及QS-9000之精神所發展出來的物料管理系統及評估標準，為最高的物料規劃 標準。 評分方法： 評分依20要項，每一要項再依 O、M、C及CI（4）個層級問題來評定，分別給予每一要項0~3分再以要項的平均分數乘以50來計算，總分範圍為0~150分。 基本要求條件： 最低必要條件－新廠商80分以上，且各項問題評分不得低於1分。 Q1獎必要條件－最低100分，且各項問題評分不可低於2分。 TQE獎必要條件－符合Q1必要條件及通過TQE審核。
- 36. *MS-9000 物料管理系統必要條件4.1 管理責任 4.2 物料管理系統 4.3 檢討合約/客戶接觸面 4.4 時間表系統 4.5 文件控制 4.6 採購轉包商管理 4.8 產品驗證與追蹤 4.9 裝船 4.10 製告彈性/存貨管理 4.11 檢驗測量與測試4.14 糾正與防範 4.15 處理、存放、包裝和交貨 4.15.2 處理 4.15.3 存放 4.15.4 包裝 4.15.6 交貨 4.16 物料記錄的與控制 4.17 物料內部審核 4.18 訓練 4.20 統計方法
- 37. *Supplier Delivery Performance 協力廠商交貨實績Criteria ASN Achievement: 30% Timeliness: 20% Shipping Discrepancy: 20% Over shipment: 5% Packaging: 15% Problem Report: 10%
- 38. * 執行Six Sigma 的現況2000年開始推廣Six Sigma黑帶訓練開始 2001年計畫開始上課並執行 2002現況: 黑帶人數: 2人執行專案5個 綠黑人數:53人執行專案14個 節省金額:U$2,000/專案
- 39. *通用物流管理系統
- 40. *進口零件來源，訂購及包裝方式Japan Suzuki ProntoUS IEO U204/J14 14 Direct ship parts 3.0 Engine 2.0/3.0 T/MMexico Chihuahua Eng. 2.0Japan Mazada C206 EII U204Japan Jatco 2.5 Auto T/MEurope IEO CD132HuppertzH Building CD132RGLCoughlinPXP Weekly Shipment Transit Time 51 Days (Including 16 Days Float)iPXP Weekly Shipment Transit Time 46 DaysLot Weekly Shipment Transit Time 10 DaysPXP Weekly Shipment Transit Time 10 DaysFord Lo Ho Plant
- 41. *Part By Part 訂購 (Metrostar)批量訂購 (其他車種 Mazda, Suzuki and Ford U204) 以車型車種別以批量訂購 KD Lot Order By MSC. Lot國外供應商 KD Source全球工程發行系統WERS通用物流管理系統 CMMS供應商資訊系統 SOLMIS供應商訂單發送方式
- 42. *Bridge Interface Between Corporate & Local SystemNew Module To Be DevelopedCorporate SystemExisting Local SystemCMMS3 - CD132 Part Usage - VBOMWIPSATPSourcingSOLMISTrading CompanyUS SupplierMailboxFLH Local SupplierRelease (CIF830/862) ASN (CIF856)VISMailboxEuropean System ------------------------- MSC →EOC→SFIEXCEL File Daily/Monthly Vehicle Schedule CatCode to EOCForecast/ Offline/ Order Line-upAccounts PayableMailboxReceipt (1-32)Actual PriceApproved Tooling DataReceiptActual PriceApproved Tooling DataPANDAMailboxUnit CostFAPCCommitted Tooling DataICS Import parts price mark-upPrice Look-upPrice Look-upMailboxMultiple BridgesImport PartsCMMS3 ASN (web-based)Vehicle Cost AccountingMQ SeriesSourcingMSC to SFI ConversionMailboxMailboxMailboxEuropean Supplier
- 43. *Taiwan Forecast/Scheduling Feeds to CMMS3TAIWAN LOCAL SYSTEM (VIS)CatCode/EOC Table KD LotEmerging Mkts Forecast ProcessEmerging Mkts Scheduling Process ------------------------ GPAM SolveCum CountsCMMS3CatCode To EOC FileCatCode To EOCCatCode Forecast By PeriodSegmented/ Sequenced Order Line-up @EOCDay 0Prod (Offline) Body & Assy plus Captive Seq. Order Line-up@EOCSFI Counts TYD Prod Day-1(Bridge 3-43)SFIEOCDay 0 Offline & Captive SeqConfirmed Order Line-upGPAM TableOp Plan for TaiwanEvent Table for TaiwanMaterial Forecast @SFI by dayEvent Table Op Plan(Bridge 3-43)(Bridge 3-42) (Bridge 3-44) EXCEL FILE ========== Daily & Monthly Vehicle Schedule
- 44. *批量(Lot Kit) 訂購與 Part By Part 訂購與包裝PartsUsage/ Pack12345A4B1C5D3E2PartsPack123456789101112A6B12C7D5E10最低包裝量 最低訂購量
- 45. *(Common Material Management System) 主要功能 產生物料清單及單一零件採購功能以支援所有物流作業。 推展零件製造計劃,生產排程及安全存貨計劃。 計算及發佈每日/每週的交貨通知給供應商。 提供即時的存貨狀態和資料驗證。 管理各儲存區的物流進/出轉移作業。 以條碼系統收集零件使用量。 出貨程序的管理。 計算交易及存貨價值並提供存貨預算的控制報表。 提供與供應商及顧客間的電訊雙向溝通。 通用物流管理系統(CMMS)
- 46. *系統設置及導入由福特歐洲製程先導部門主導 總投資費用：US$ 1,697,000 福特六和公司七名優秀員工參與配合導入計劃通用物流管理系統
- 47. *導入時程表通用物流管理系統Feb.21 2000完成 CMMS3 系統連接 FLH 內部網路Feb.28 2000WERS 與 CMMS3 Plant Code FI1LF 連結 (BOM)May 29 2000WIPS 連接 (Parts Sourcing) Jun.01 2000核準BOM (Bill Of Material)Jul.31 2000車輛需求及預測資料(Forecast & Order)的試送及確認Aug.14 2000完成零件交貨通知連接至供應商 (SOLMIS~FLH ASN)Dec.04 2000CMMS3 Full Production 正式啟用及首次收料Jan.06 2001CD132 (Metrostar)開始試裝Jun.04 2001CD132 Job#1Dec 31 2001 完成其他車種本地零件之應用
- 48. *PXP VS KD LOT 成本比較 (At migration, normalized FLH costs)成本Per Unit(US$)CDW 162 (KD)CD132 (PXP)PXP(B/W) KD防鏽/包裝Oiling/boxing$729$246$483海運費/陸運費Sea freight /landing6290(29)空運費Airfreight12(1)進口稅Duty1385979報廢Obsolescence1266存貨Inventory Carrying Cost-44(44)人工Manpower Increase-67(67)設備折舊Facility Depreciation & Others-7(7)合計Total Cost Impact Per Unit$941$521$420
- 49. *競爭優勢國際觀－全球化之物流系統去執行全球採購與物料跟催，達到全球化專業分工與策略聯盟之目的。福特六和為全亞洲與北美第一個汽車裝配廠導入CMMS3 系統(通用物流管理系統)的工廠。 CMMS3提供最及時之物料移動狀況及庫存狀況，結合福特生產系統同步化物流與JIT之物流管理之精神。 成本效益－存貨水準更容易控制與管理，達到物流成本極小化之目標。 彈性化之生產－以零件為訂貨單位，生產更具彈性化，使顧客滿意達到極大化。 全球IT資源分享，減少系統發展之投資成本。
- 50. *拓展外銷商機
- 51. *C206 L3 Parts Export Operation Tierra 零件外銷東南亞FMI (Indonesia) IPM: Mar 2002 Job1: Apr 2002 Volume: 873 Units/YFM (Malaysia) IPM : Sep. 2000 Job1: Mar. 2001 Volume: 1,080 Units/YFVL (Vietnam) IPM : Jan. 2002 Job1: Mar. 2002 Volume: 1,860 Units/YFMCP (Philippines) IPM: Sep 2001 Job1 Feb 2002 Volume:3,698 Units/YFSST (Thailand) IPM: Feb 2002 Job1: Mar 2002 Volume: 2,400 Units/Y
- 52. *JapanS. AfricaTaiwan Europe PhilippinesMalaysiaVietnamPhilippinesTaiwanKD Lot SupplierSupply Chain Mapping 策略聯盟與專業分工Material Sources S. AfricaLot AssemblyLot AssemblyThailandMalaysiaLocal SuppliersLocal SuppliersLocal SuppliersLocal SuppliersLocal SuppliersPxP AssemblyKD Lots required for Malaysia and Vietnam due to low volume, Lack of local systems capability, and developing experience in A PxP environmentKoreaChina
- 53. *謝謝各位
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