改善内部，外部物流
创建可控的流程
Levelling production
均衡生产
Step 5
Create an accurate flow
创建精确的流程
Rearrange external logistics
重新定义外部物流
Rearrange internal logistics
重新定义内部物流
Step 3
Re-engineering the line
Step 2
to satisfy the customer
重组产线，满足客户需求
Step 4
Create a smooth flow
创建顺畅的流程
Step 1
REACTIVE
Create a flow
创建流程
PREVENTIVE
PROACTIVE
LOG/CS MANUAL
使生产和市场需求保持同步，以满足客户需求。
• To minimize material handling. The only effect of material handling is cost increasing.
最小化物料的搬运。搬运物料的唯一影响就是增加成本。
• To create One-Piece-Flow through a continuous stock elimination. The only effect of storing materials is capital efficiency reduction.
Supplier involved 供应商参与率
[m2]
[%]
[n°- %]
[n°]
[n°- %]
[n°- %]
Number of Indirect VS Direct Operator [n]直接/
间接人力
Number of Indirect VS Number of Indirect VS Number of Indirect VS Number of Indirect VS
[pcs / operator direct + indirect / shift]
LOG/CS MANUAL
Forklift to feed the line 上料叉车数
[n°]
PN delivered ingolden Zone黄金区物料
Logistics / CS 物流/客户服务 Introduction 介绍
Why do it? 为什么做？
• To synchronize production to market demand in order to fully satisfy the customers. Right product, at the right moment, in the right quantity.
[%]
[%]
[%]
[%]
Line Space Reduction PN delivered with WCL
线上空间减少
flow用WCL流程的物料
Supplier involved 供应商参与率
SMED projects (quick
changeover) 快速换线项目
Supplier involved 供应商参与率
3
Logistics / CS 物流/客户服务 Application field 应用领域
所有到供应商的信息和物料流程保证送到 工厂的物料是正确的。
所有线路把配送中心和经销商,定义的 商业计划相连接。
采购物流
物料 供应商
LOG/CS MANUAL
生产物流
出厂物流
从工厂到产线工位的所有储 存区，内部物料的送料流程。
最小化外部运输。（比如：供应商直接送料到产线）
• Integrate sales, distribution, production and purchasing
统筹销售，分配，生产，和采购。
• Reduce significantly stocks, pointing out irregular flow
保证灵活性并及时响应客户需求的需求
➢Minimizing logistics cost optimizing material handling and transportation
优化物料搬运和运输以最小化物流成本。
➢Reducing tied-up capital by minimizing inventory 最小化库存减少不流动资金 ➢Supporting Workplace Organization to increase productivity, NVAA reduction, ergonomics improvement) 为WO提高生产效率，减少NVAA，改善人机工程提供支持
需求信息
生产
分配
物料流程
生产
需求 客户
4
Logistics / CS 物流/ 客户服务 WCL Objectives WCL 目标
The objectives of World Class Logistics want to obtain the full customer satisfaction and the maximum logistic cycle efficiency, according to the following topic : 世界一流物流的目标是使客户满意，和获得最大化的物流效率。遵循的规则如下：
FEEDING TO THE GOLDEN ZONE 送料到黄金区域 (Fulfill line operator requirements ) （满足产线员工的需求）
MINIMUM MATERIAL HANDLING 最小化物料搬运
ONE PIECE FLOW 一个流
MINIMIZE THE LINESIDE STOCK 最小化线边库存
Preliminary Activities
基本活动
Step 0
Integrate sales, production and
Step 7
purchasing net
统筹销售,分配,生产,和采购
Finetune internal and
Step 6
Create a controlled flow
external logistics
[Hours]
[Hours]
[Hours]
[Hours]
[Hours]
[Hours]
Finished goods stock 成品库存
Line Stock (WIP) 线上库存
Raw Material stock 原材料库存
Finish good stock in Finish good, line, raw
UNIT % % % No. %
TARGET 100% - 30 % - 20% 0 -30%
LOG/CS MANUAL
2
Logistics / CS 物流/客户服务 7 steps 7步法
Adopt a sequence-time fixed
scheduling method
采用预先设定的顺序计划
通过持续减少库存来创立一个流的生产流程。物料库存的唯一影响就是减少流动资金。
Its purpose is to: 目的：
• Create conditions for continuous flow production in the plant and with suppliers
为工厂和供应商之间的可持续生产流程创造条件。
warehouse仓库成品库 material stock成品，线
存
上，原材料库存
Finish good, line, raw material stock成品，线
上，原材料库存
[Hours]
[hours]
[hours]
Customer Service Level Customer Service Level客 Customer Service
• Reduction of capital cost due to line-side stock reduction
减少线边库存以减少资金成本。
LOG/CS MANUAL
6
Logistics / CS 物流/客户服务 KPI/ KAI 关键表现指标/关键活动指标
WCM Logistics KPI / KAI for Steps
Direct Operator [n]直接/间 Direct Operator [n]直 Direct Operator [n]直 Direct Operator [n]直接/
接人力
接/间接人力
接/间接人力
间接人力
Customer Satisfaction 客户满意[%]
KAI
Productivity生产力
客户服务水平
户服务水平
Level客户服务水平
[days ]
[days – hours ]
[days – hours ]
Customer Service Customer Service Level Customer Service Level
Level客户服务水平
客户服务水平
客户服务水平
[%]
[%]
KPI / KAI
STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
STEP 6
Integrate sales,
Reengineer lines
to satisfy customer 重组产线，满足客户 需求
Re-arrange internal