1、Time Based ManagementLVC 2008 TBM Consulting Group,Inc.All Rights Reserved.LeanSigma,The Perfect Engine,LeanStrategy,and the TBM Consulting Group logo are registered trademarks of TBM Consulting Group Inc.供应商沟通流程Supplier Communication Process精益西格玛精益西格玛价值链价值链LeanSigma Value Chain.2LVC与供应商之间的信息沟通应以一定程
2、度的结构化方式进行Exchanging information with your supply chain should be done in some kind of structured manner运作与业务信息均应共享Both operational and business information should be shared信息要及时 Information should be timely 信息要准确 Information must be accurate沟通流程对双方的成本要尽量低Your process should attempt to minimize cost
3、to both parties供应商沟通流程供应商沟通流程 Supplier Communication Process.3LVC 预测/销售计划 Forecasts/sales plans 技术资料 Technical data 出货/提前发货通知 Shipments/ASN 表现情况反馈 Performance feedback 交期、产能以及其他问题 Delivery,capacity,other issues供应商沟通流程供应商沟通流程 Supplier Communication Process运作信息Operational Information业务信息Business Infor
4、mation沟通频度Frequency 财务信息 Financial Information 产品开发 Product Development 业务目标方针推进 Business objectives Policy Deployment 精益部署 Lean Deployment 市场预测 Market forecasts.4LVC运作沟通计划运作沟通计划 Operational Communication Plan 确定要沟通的信息类型Identify types of information to be shared 确定各种/各组信息的沟通频度Determine frequency for
5、 each type/group of information3.制定各种/各组信息的沟通渠道Develop channel for each type/group of information4.与供应商协调如何取得他们的反馈，如何确认他们的信息Coordinate with suppliers to solicit feedback/confirm制定标准化工作Develop standard work定义沟通的角色和责任Define roles&responsibilities.5LVC Operational Communication Plan第1步：确定要共享的信息类型Step 1
6、:Segment types of information to be shared资料类型Data Element资料内容Data Description资料来源Source of Information沟通频度FrequencyMRP预测MRP Forecast按仓存单位计算的用量预测Forecast of usage by SKU客户Customer精益部署计划Lean Deployment Plan精益供应商分享计划Plan for sharing lean in supply base客户Customer产能概况Capacity profile主要生产流程产能概况Capacity p
7、rofile for key processes供应商Supplier财务状态Financial Status主要的财务报表Critical Financial Statements供应商Supplier长期目标Long Term Objectives客户长期目标/方针推进矩阵Customer long term objectives/PDM客户Customer出货情况Shipping Status按仓存单位编制的提前发货通知ASN status by SKU供应商Supplier订单情况Ordering总括订单或产品订单Blanket PO or Line Item PO客户Customer
8、QCD表现量度QCD Performance供应商的QCD表现QCD Performance by supplier客户Customer.6LVC Operational Communication Plan第2步：确定信息发送和交换频度Step 2:Determine frequency of delivery or exchange资料类型Data Element资料内容Data Description资料来源Source of Information沟通频度Frequency沟通渠道ChannelMRP预测MRP Forecast按仓存单位计算的用量预测Forecast of usage
9、 by SKU客户Customer每周 Weekly精益部署计划Lean Deployment Plan精益供应商分享计划Plan for sharing lean in supply base客户Customer每年 Annual每半年 Semi-annual产能概况Capacity profile主要生产流程产能概况Capacity profile for key processes供应商Supplier每年 Annual每半年 Semi-annual财务状态Financial Status主要的财务报表Critical Financial Statements供应商Supplier每季
10、Quarterly长期目标Long Term Objectives客户长期目标/方针推进矩阵Customer long term objectives/PDM客户Customer每年 Annual出货情况Shipping Status按仓存单位编制的提前发货通知ASN status by SKU供应商Supplier每天 Daily订单情况Ordering总括订单或产品订单Blanket PO or Line Item PO客户Customer每天/每周/每月Daily/Weekly/MonthlyQCD表现量度QCD Performance供应商的QCD表现QCD Performance b
11、y supplier客户Customer每天/每周 Daily/Weekly.7LVC Operational Communication Plan第3步：制定信息的沟通渠道和格式Step 3:Determine channel and format资料类型Data Element资料内容Data Description资料来源Source of Information沟通频度Frequency沟通渠道Channel沟通格式FormatMRP预测MRP Forecast按仓存单位计算的用量预测Forecast of usage by SKU客户Customer每周 Weekly网站Web si
12、teExcel精益部署计划Lean Deployment Plan精益供应商分享计划Plan for sharing lean in supply base客户Customer每年 Annual每半年 Semi-annual网站Web siteExcel产能概况Capacity profile主要生产流程产能概况Capacity profile for key processes供应商Supplier每年 Annual每半年 Semi-annual电邮 E-mailExcel财务状态Financial Status主要的财务报表Critical Financial Statements供应商S
13、upplier每季 Quarterly电邮Email各种 Various长期目标Long Term Objectives客户长期目标/方针推进矩阵Customer long term objectives/PDM客户Customer每年 Annual幻灯片Presentation出货情况Shipping Status按仓存单位编制的提前发货通知ASN status by SKU供应商Supplier每天 Daily网站WebHTML订单情况Ordering总括订单或产品订单Blanket PO or Line Item PO客户Customer每天/每周/每月Daily/Weekly/Mont
14、hly网站 Web书面资料HardcopyHTMLQCD表现量度QCD Performance供应商的QCD表现QCD Performance by supplier客户Customer每天/每周 Daily/Weekly网站 Web电邮 EmailExcel.8LVC Operational Communication Plan第4步：取得供应商的反馈/确认他们的信息Step 4:Solicit feedback/confirm information with Supplier客户 Customer供应商 Supplier供应商信息图 Supplier Information Map 与供
15、应商确认信息图 Confirm Information Map with Supplier 与供应商确认联系人名单 定Establish contact information with Supplier 确认沟通频度/渠道/格式 Verify frequency/channel/format资料类型Data Element资料内容Data Description资料来源Source of Information沟通频度Frequency沟通渠道Channel沟通格式FormatMRP预测MRP Forecast按仓存单位计算的用量预测Forecast of usage by SKU客户Cus
16、tomer每周 Weekly网站Web siteExcel精益部署计划Lean Deployment Plan精益供应商分享计划Plan for sharing lean in supply base客户Customer每年 Annual每半年 Semi-annual网站Web siteExcel产能概况Capacity profile主要生产流程产能概况Capacity profile for key processes供应商Supplier每年 Annual每半年 Semi-annual电邮 E-mailExcel财务状态Financial Status主要的财务报表Critical Fi
17、nancial Statements供应商Supplier每季 Quarterly电邮Email各种 Various长期目标Long Term Objectives客户长期目标/方针推进矩阵Customer long term objectives/PDM客户Customer每年 Annual幻灯片Presentation出货情况Shipping Status按仓存单位编制的提前发货通知ASN status by SKU供应商Supplier每天 Daily网站WebHTML订单情况Ordering总括订单或产品订单Blanket PO or Line Item PO客户Customer每天/
18、每周/每月Daily/Weekly/Monthly网站 Web书面资料HardcopyHTMLQCD表现量度QCD Performance供应商的QCD表现QCD Performance by supplier客户Customer每天/每周 Daily/Weekly网站 Web电邮 EmailExcel.9LVC Operational Communication Plan第5步：制定和发布标准化工作Step 5:Define and publish standard work客户 Customer供应商 Supplier 制定客户和供应商的标准化工作 Develop standard wor
19、k for both customer/supplier 定义 Define.10LVC Operational Communication Plan第6步：定义沟通的角色和责任Step 6:Define roles&responsibilities客户 Customer供应商 Supplier 定义各个人的角色和责任以及标准化工作 Define roles and responsibilities by person with standard work 确定公司接口 Determine organizational interfaces 工程部对工程部 Engineering to Eng
20、ineering 制定如何处理意外和跨部门问题的指引 Establish guidelines for handling exceptions/cross functional.11LVC Symposiums面对大量听众 Address a large audience分析公司业务整体目标和阶段性目标Share business goals&objectives分享成功经验，促进持续改善Share successes&promote CI 就一般原则问题进行沟通Communicate general direction不会经常举行 通常一年一次Infrequent-annually 业务沟通
21、计划业务沟通计划 Business Communication Plan.12LVC协助与供应商合作伙伴关系协助与供应商合作伙伴关系 Collaboration&Supplier Partnerships成本、质量或交期改善的机会Opportunities for cost,quality,or delivery improvement价值工程Value engineering新产品开发New product launches实施物料续供流程Implementing a replenishment process创造双赢局面 Creating win-win deals分摊成本 Cost sh
22、aring间接的好处(质量、交期、更少的交易管理)Indirect benefits(quality,delivery,less transactional management)无形而更自由的沟通 Intangible more free communication竞争竞争我赢我赢-你输你输CompetitionI win-you lose回避回避 不在乎不在乎AvoidanceDont care果断性果断性 Assertiveness合作性合作性 Cooperativeness合作合作 双赢双赢CollaborationI win-you win迁就迁就 你赢我输你赢我输Accommoda
23、tionYou win,I lose妥协：妥协：有时我赢，有时我赢，有时我输有时我输CompromiseSometimes I win,sometimes I lose最大的赢家就是您的客家最大的赢家就是您的客家The Big Winner,Your Customers.13LVC Added by Supplier高 High低 Low年度合约Annual contract短期产品供应Short-term commodity低Low长期合作伙伴Long-term partnership长期合约Long-term contract高High客户的战略需求Customers Strategic
24、Need 业务沟通计划业务沟通计划 Business Communication Plan发展合作伙伴关系发展合作伙伴关系 哪个供应商好？哪个供应商好？Developing Partnerships Which Suppliers?.14LVC选择发展合作伙伴关系的供应商Selecting suppliers for partnership development合作伙伴的特性 Attributes of a partnership信息交换 Information exchange年度/半年一次的会议 Annual/Semi-Annual Meetings研讨会 Symposiums 沟通原则
25、 Rules of communication协作(新产品/降低成本的机会)Collaboration(new products/savings opportunities)供应合作伙伴的沟通供应合作伙伴的沟通 Supply Partner CommunicationsSupplierFactorycollaborationcollaboration供应商Supplier工厂Factorycollaboration协作 collaboration未来的关系Future供应商Supplier工厂Factory历史上的关系Historical.15LVC or Annual Meetings一对一 深入讨论One-on-one deep dive 详细的业务评审Detailed business review表现情况反馈和评审Performance feedback and review改善计划评估Opportunities assessment产能/增长计划Capacity/Growth Plans供应合作伙伴沟通计划供应合作伙伴沟通计划 Supply Partner Communications Plan.
