外文翻譯--jit 庫(kù)存管理戰(zhàn)略與精益生產(chǎn)

1、<p><b>　　中文2637字</b></p><p><b>　　外文翻譯 </b></p><p>　　Just-In-Time Inventory Management Strategy & Lean Manufacturing</p><p>　　Material Source: Academ

2、y of Management Review</p><p>　　Author: Steven White</p><p>　　Overview of Just-in-Time Inventory Management </p><p>　　Just-in-time is a movement and idea that has gained wide accept

3、ance in the business community over the past decade. As companies became more and more competitive and the pressures from Japans continuous improvement culture, other firms were forced to find innovative ways to cut cost

4、s and compete. The idea behind JIT, or lean manufacturing, is to have the supplies a firm needs at the exact moment that they are needed. In order to accomplish this goal a firm must constantly be seeking ways to redu<

5、;/p><p>　　In order to understand how JIT works a common vocabulary needs to be established from which to further discuss the topic and gain insight into why so many firms have adopted it. As previously stated,

6、one of the key components of JIT is to reduce waste and add value. There are several activities that a company must monitor as targets for reducing waste. Among these are, excessive waste times, inflated inventories, unn

7、eeded people or material movement, unnecessary processing steps, numerous variab</p><p>　　The layout and inventories that are part of a JIT strategy may seem the most logical steps to reduce waste and increa

8、se value. By simply redeveloping the layout of certain facilities a firm can reduce the time it takes for supplies to get to the next step in process and cut costs associated with that movement. One way to do this is to

9、have work-in-progress close to the next station in the manufacturing chain. Couple this with lowering inventories and a powerful combination is formed to reduce co</p><p>　　Going hand-in-hand with maintainin

10、g Just In Time inventory levels is JIT scheduling. By working to reduce inventory to the lowest possible working levels, a firm must constantly be adjusting its schedule of ordering and delivering. In doing so, communica

11、tion both up and down the supply chain is critical. Frequent orders are placed for supplies and small production runs are constantly being initiated. In order to achieve this breakneck pace of order/production schedule,

12、a firm must constantly be </p><p>　　Possibly the single piece of JIT that has the most relevance to a study of supply chain management is the partnerships that are essential to making JIT truly work. A firm

13、cannot implement a JIT system by itself; it must have the complete cooperation of its entire supply chain.The sheer amount of information that is needed for a JIT system to operate well demands partnerships to be formed

14、and nurtured, almost to the point at which an entire supply chain operates as one firm. Examples of these kin</p><p>　　Other concepts of Just In Time also need to be introduced in order to have a discussion

15、about what truly makes Just In Time a worthy endeavor. By the 1980s the Japanese had achieved manufacturing greatness by practicing continuous improvement, in that a firm is constantly working to improve in every facet o

16、f its business functions. To do this a firm must always increase quality, look for innovative ways to solve problems and increase focus on the quality of its suppliers. All of these are corner</p><p>　　Stren

17、gths of JIT </p><p>　　There is a lot of strength in incorporating JIT lean manufacturing in a company. JIT makes production operations more efficient, cost effective and customer responsive. JIT allows manuf

18、acturers to purchase and receive components just before they're needed on the assembly line, thus relieving manufacturers of the cost and burden of housing and managing idle parts. In that respect, company spokesman

19、for Dell Figueroa, says "With our pull-to-order system, we've been able to eliminate warehouses in </p><p>　　JIT manufacturing can be a real money-saver for a company. Companies are not only more re

20、sponsive to their customers, but they also have less capital tied up in raw materials and finished goods inventory, allowing companies to optimize their transportation and logistics operations (UPS, 2003). Overall, JIT m

21、anufacturing results in lower total system costs and improved product quality. With JIT, some plants have reduced inventory more than fifty-percent and lead time more than eighty-percent. JIT</p><p>　　Weakne

22、sses of JIT </p><p>　　Just as JIT has many strong points, there are weaknesses as well. "In just-in-time, everything is very interdependent. Everyone relies on everybody else" (Greenberg, 2002). Be

23、cause of this strong interdependence with JIT, a weakness in the supply chain caused by a JIT weakness can be very costly to all linked in the chain. JIT processes can be risky to certain businesses and vulnerable to the

24、 supply chain in situations such as labor strikes, interrupted supply lines, market demand fluctuations, </p><p>　　Labor strikes, stock outs, and port lockouts can quickly disrupt an entire supply chain whil

25、e JIT processes are in place. "Adhering to the just-in-time concept can be expensive in times of emergency such as at ports" (Greenburg, 2002). When a ship arriving from Asia full of supplies cannot make it to

26、shore, the company using JIT generally has very little inventory to compensate for the emergency. This lack of inventory is exactly what makes JIT so great to companies in reducing costs, yet making</p><p>　

27、　Every year markets experience seasonal demand fluctuations as well as fluctuations due to demand from disasters or other unforeseen events. "Just-in-time delivery leaves retailers and manufacturers with little inve

28、ntory as the holiday season approaches" (Greenberg, 2002). Relying solely on JIT systems would leave supply chains in shock due to the overwhelming seasonal market demand at different times of the year for seasonal

29、products. Not all products should be produced with JIT systems in place</p><p>　　Weaknesses in JIT systems are very important to recognize. " From Cisco routers to Dell computers to the Gap's leathe

30、r pants, companies have found their just-in-time manufacturing systems have let them down" (Johnson, 2001). Companies must strongly evaluate the pros and cons of implementing JIT systems. The effects and risk to the

31、ir supply chain must also be heavily considered. Although JIT has its weaknesses, in most cases, the benefits outweigh the risks to the JIT enabled company. Planning fo</p><p>　　JIT庫(kù)存管理戰(zhàn)略與精益生產(chǎn)</p><

32、;p>　　資料來(lái)源：學(xué)院管理評(píng)論 作者： 史蒂芬</p><p><b>　　總觀庫(kù)存管理 </b></p><p>　　在過(guò)去的十年中， JIT 以一種運(yùn)動(dòng)和思想被商界廣泛接受。企業(yè)面臨的競(jìng)爭(zhēng)力越來(lái)越大， 特別是日本文化的壓力， 使得一些公司被迫尋找創(chuàng)新的方法來(lái)削減成本和競(jìng)爭(zhēng)壓力。 JIT 的理念背后是精益生產(chǎn)， 供應(yīng)根據(jù)企業(yè)的需求而確定其準(zhǔn)確時(shí)間。 為了實(shí)現(xiàn)

33、這個(gè)目標(biāo)， 公司必須不斷地尋求方法來(lái)減少浪費(fèi)和增加價(jià)值。一個(gè)制造業(yè)高級(jí)管理人員最近的一項(xiàng)調(diào)查顯示，71％的企業(yè)使用了JIT 的形式。這個(gè)簡(jiǎn)單的統(tǒng)計(jì)表明，JIT 發(fā)展到現(xiàn)在，不斷地為企業(yè)降低成本， 實(shí)現(xiàn)企業(yè)的競(jìng)爭(zhēng)優(yōu)勢(shì)。JIT 是以一種方法來(lái)實(shí)現(xiàn)這一最終結(jié)果。</p><p>　　要想了解 JIT， 就需要進(jìn)一步了解 JIT 為什么有這么多的公司都采用。如前所述，JIT 最重要的原因之一是它能減少浪費(fèi)和增加價(jià)值。在生

34、產(chǎn)過(guò)程中，公司必須監(jiān)控其什么地方有浪費(fèi)。其中包括，過(guò)度浪費(fèi)時(shí)間，虛增庫(kù)存，不必要的人或物質(zhì)運(yùn)動(dòng)的，不必要的加工步驟， 整個(gè)公司的活動(dòng)以及任何其他非增值活動(dòng)的眾多可變性。 通過(guò)減少次數(shù)線桶進(jìn)行重新定位， 而這是被焊接，卡特彼勒能夠減少的時(shí)間花費(fèi)在焊接線桶，減少限制在焊臺(tái)空閑時(shí)間的勞動(dòng)力成本和提高效率整個(gè)制造過(guò)程。</p><p>　　布局和清單，是及時(shí)戰(zhàn)略的一部分,也是最合乎邏輯的步驟，主要作用是減少浪費(fèi)和增加價(jià)值

35、。通過(guò)簡(jiǎn)單地重建某些設(shè)施布局，公司可以減少花費(fèi)時(shí)間，省去了與該運(yùn)動(dòng)相關(guān)的過(guò)程和進(jìn)一步降低成本。要做到這一點(diǎn)，必須建立生產(chǎn)鏈，并與降低庫(kù)存結(jié)合，最終降低成本。 一家公司如果能降低庫(kù)存就可以收獲許多好處： 批量大小，設(shè)置時(shí)間和安全庫(kù)存都減少， 成本降低和價(jià)值增加。這些事情都是公司必須考慮而且還要解決的，而且這些行動(dòng)是可以被發(fā)現(xiàn)或創(chuàng)造的。戴爾電腦參與這些活動(dòng)，現(xiàn)在是同行業(yè)的佼佼者。戴爾公司在其生產(chǎn)設(shè)施， 其中部分供應(yīng)商一直在現(xiàn)場(chǎng)，這是典型的

36、JIT 的倉(cāng)庫(kù)空間布局。此外，戴爾公司一直在努力實(shí)現(xiàn)“準(zhǔn)時(shí)” 原則， 不斷發(fā)現(xiàn)和解決供應(yīng)鏈問(wèn)題。 </p><p>　　JIT 調(diào)度指親自維持時(shí)間的庫(kù)存水平。通過(guò)努力以盡可能低的工作水平來(lái)減少庫(kù)存， 公司必須不斷地調(diào)整其訂貨和交付時(shí)間表。這樣做，無(wú)論是向上還是向下溝通，供應(yīng)鏈?zhǔn)侵陵P(guān)重要的。頻繁的訂單主要是在用品和小批量生產(chǎn)展開(kāi)。為了實(shí)現(xiàn)這一秩序以極快的速度/生產(chǎn)計(jì)劃， 公司必須不斷地進(jìn)行小的修改訂單/生產(chǎn)和看板認(rèn)

37、識(shí)到難以置信的重要性。</p><p>　　JIT 的真正工作是研究與 JIT 最有相關(guān)的供應(yīng)鏈管理。一個(gè)企業(yè)不能自行實(shí)施 JIT 系統(tǒng)，它必須有它的整個(gè)供應(yīng)鏈管理. 而且巨量的信息也是 JIT 系統(tǒng)需要一個(gè)運(yùn)作良好的伙伴關(guān)系。 JIT 系統(tǒng)的形成條件和培養(yǎng)方式，對(duì)于一個(gè)供應(yīng)鏈經(jīng) 營(yíng)為一體的公司已經(jīng)到了點(diǎn)子上。在當(dāng)今商業(yè)界，這些類(lèi)型的合作伙伴關(guān)系的例子隨處可見(jiàn)。某某公司內(nèi)部允許其工作的主要供應(yīng)商在其生產(chǎn)基地，并作

38、為該供應(yīng)商的零件供應(yīng)需要直接下訂單。</p><p>　　只是在時(shí)間上還需要引入其他概念，以便有一個(gè)真正值得努力討論的。到了80 年代，日本曾通過(guò)實(shí)踐不斷取得進(jìn)步， 在一個(gè)制造企業(yè)不斷努力提高它的每一個(gè)業(yè)務(wù)功能。 要做到這一點(diǎn)企業(yè)必須始終提高質(zhì)量，以創(chuàng)新的方法去尋找解決在其供應(yīng)商的質(zhì)量問(wèn)題，并提高注意力。所有這些都是現(xiàn)代 JIT系統(tǒng)的基石。最后，得到員工購(gòu)買(mǎi)到一個(gè) JIT 精益生產(chǎn)系統(tǒng)是因?yàn)闆](méi)有勞動(dòng)力的重要貢獻(xiàn)，

39、任何努力肯定會(huì)失敗。有幾種方法來(lái)實(shí)現(xiàn)員工的承諾，其中一個(gè)最簡(jiǎn)單的方法就是交叉訓(xùn)練超出其正常業(yè)務(wù)功能的在職人士，并有助于提高員工解決問(wèn)題的能力。在這樣一個(gè)公司授權(quán)的勞動(dòng)力去思考一種新的方式，同時(shí)設(shè)法改善的目光，從整個(gè)公司的整體看來(lái)，不僅是他們的一個(gè)作業(yè)。當(dāng)這與管理層的支持相結(jié)合，增加資源來(lái)解決問(wèn)題，以及在員工的角色和責(zé)任增加，員工會(huì)感到授權(quán)和工作，這個(gè)也是企業(yè)的成功秘訣。</p><p><b>　　JI

40、T 的優(yōu)勢(shì) </b></p><p>　　有一種力量同樣納入公司的 JIT 精益生產(chǎn)。準(zhǔn)時(shí)使生產(chǎn)作業(yè)效率更高，成本效益和客戶響應(yīng)能力更大。JIT 允許制造商在購(gòu)買(mǎi)和接收之前，需要的只是流水線，從而減輕了負(fù)擔(dān)，成本和閑置的零件制造和管理組件。在這方面， 戴爾公司的發(fā)言人菲格羅亞說(shuō)， “由于我們拉按訂單系統(tǒng)，我們已經(jīng)能夠消除我們的工廠倉(cāng)庫(kù)，并提高了一倍，加入生產(chǎn)線在工廠倉(cāng)庫(kù)曾經(jīng)是輸出”。 攜帶入境的，在進(jìn)

41、程少量受惠，產(chǎn)成品庫(kù)存的存在，不論該公司的經(jīng)營(yíng)范圍內(nèi)（規(guī)模，生產(chǎn)技術(shù)等）。只是在時(shí)間呼吁許多公司，因?yàn)樗兄诜乐古c庫(kù)存有可能成為過(guò)時(shí)的危害制造商。 JIT 的最初開(kāi)發(fā)是合理降低成本和提高質(zhì)量方面的基礎(chǔ)?，F(xiàn)在， 公司認(rèn)為提供一種方法來(lái)實(shí)現(xiàn)卓越的 JIT，主要作用是消除浪費(fèi)，以及使公司更加適應(yīng)短期客戶的需求模式。JIT 生產(chǎn)可以是一個(gè)真正賺錢(qián)的公司的救星。公司不僅更加順應(yīng)他們的客戶， 也能在原材料和產(chǎn)成品庫(kù)存使用較少的資本， 使公司能夠優(yōu)

42、化其運(yùn)輸和物流業(yè)務(wù)（UPS 公司， 2003 年）?？傮w而言，JIT 生產(chǎn)的結(jié)果主要體現(xiàn)在降低總系統(tǒng)成本和提高產(chǎn)品質(zhì)量。 JIT 能夠降低庫(kù)存超過(guò)百分之五十和百分之八十以上的籌備時(shí)間。JIT 是降低</p><p><b>　　JIT 的弱點(diǎn) </b></p><p>　　正如 JIT 的有許多長(zhǎng)處，也有弱點(diǎn)?！霸趧傞_(kāi)始的時(shí)候，一切都互相依存。每個(gè)人都依賴于其他人”（

43、格林伯格， 2002）。由于與 JIT 生產(chǎn)的相互依存，由此在供應(yīng)鏈上產(chǎn)生的不足， 使得所有掛鉤的產(chǎn)業(yè)都相當(dāng)昂貴。 JIT 的過(guò)程是有風(fēng)險(xiǎn)的某些企業(yè)和弱勢(shì)群體，如工人罷工，中斷的供電線路，市場(chǎng)需求波動(dòng)，缺貨，溝通的上游和下游的供應(yīng)鏈缺乏和無(wú)法預(yù)見(jiàn)的生產(chǎn)中斷的情況下的供應(yīng)鏈。</p><p>　　工人罷工，缺貨和端口鎖定可以快速擾亂整個(gè)供應(yīng)鏈的 JIT 進(jìn)程， 所以必須同時(shí)落實(shí)到位?！皥?jiān)持公正實(shí)時(shí)概念可以在緊急情況

44、下昂貴，例如在港”（韶山，2002 年）。當(dāng)從亞洲獲得供應(yīng)的船還沒(méi)到岸的時(shí)候，該公司使用 JIT 一般已經(jīng)很少的庫(kù)存， 以彌補(bǔ)緊急情況。 這種庫(kù)存不足使得 JIT 的正是如此巨大的公司在降低成本，但風(fēng)險(xiǎn)也使它在某些情況下，沒(méi)有足夠的緩沖庫(kù)存，并保持反應(yīng)供應(yīng)鏈上移動(dòng)。每年的市場(chǎng)的季節(jié)性需求波動(dòng)以及波動(dòng)的需求災(zāi)害或其他突發(fā)事件。“隨著假期季節(jié)的臨近，小零售商和制造商的庫(kù)存都采用 JIT 模式” 格林伯格，2002）。僅僅依靠 JIT 的系統(tǒng)

45、將留在休克由于絕大多數(shù)在一年中不同時(shí)期的市場(chǎng)需求季節(jié)性季節(jié)性產(chǎn)品供應(yīng)鏈。并非所有的產(chǎn)品都采用 JIT 生產(chǎn)系統(tǒng)。采用 JIT 生產(chǎn)系統(tǒng)，那么定制項(xiàng)目將無(wú)法正常工作以及，適合 JIT 精益方式最好是大規(guī)模生產(chǎn)和高度自動(dòng)化的生產(chǎn)項(xiàng)目。</p><p>　　對(duì)于 JIT 系統(tǒng)的漏洞，都有一個(gè)非常重要的認(rèn)識(shí)?！皬乃伎坡酚善骱痛鳡栯娔X的差距，公司發(fā)現(xiàn) JIT 生產(chǎn)系統(tǒng)都讓他們失望”（約翰遜，2001 年）。企業(yè)必須堅(jiān)決評(píng)價(jià)