浅谈TPS下繁衍的供应链知识（JIT,MRP,KB, 库存）

 浅谈！这是老司机吹牛史上前所未有的事情。

      九位优秀的老司机联袂创作，将九个短文合为一体，将自老司机成立以来1年多的大事件娓娓道来。浅谈对浅谈的理解和情感融入供应链中，最终计划呈现了一部笑泪纵横，有温度、有细节，同时具有历史厚度的短文裤。

1，细品沧桑里的况味

2，挖掘平淡中的诗意

3，遥望大历史的尘烟

看似寻常最奇崛，成如容易却艰辛。

你别不信，你看我都秃了~~~

     JIT AT TOYOTA KIRLOSKAR MOTORS (TKM) LIMITED

When Toyota decided to set up a plant to deliver its MUV, Qualis, it was aware of the price sensitivity of theIndian auto market dominated by Mahindra 8 Mahindra and Tata. It was a challenge to Toyota to producevehicles at a competitive price. Toyota looked at the logistics cost of the Indian auto industry and decidedto use this weapon to attack its competitors. Mitsui & Company provided complete logistic solutions toToyota worldwide and this company decided to implement the JIT concept in India for Toyota. To achievethis they found a partner in Transport Corporation of India (TC) Limited, and Transystem Logistics Interna-tional Limited, a new company, was born.a

JIT在丰田基洛斯卡尔汽车（TKM）有限公司实践

当丰田决定建立一家生产MUV的工厂Qualis时，它意识到以Mahindra 8 Mahindra和Tata为主导的印度汽车市场的价格敏感性。以有竞争力的价格生产车辆对丰田来说是一个挑战。丰田公司研究了印度汽车业的物流成本，并决定使用这种武器来攻击其竞争对手。三井物产为世界各地的丰田汽车提供了完整的物流解决方案，该公司决定在印度为丰田实施JIT概念。为此，他们在印度运输公司（TC）Limited中找到了合作伙伴，新公司Transystem Logistics International Limited诞生了。

Milk Run Material and Info Flow

Toyota implemented JIT inventory management wherein it receives supplies from Suplliers spread all overthe country on a daily basis. It uses the 'mixed loading concept, where a single truck is loaded with allcomponents supplied by different Suplliers, after considering the daily production requirements. As a resultof this, the company is able to run almost zero inventories for its production line. It has also managed tokeep away uncertainty in transportation by appointing a dedicated transporter for overall movement. TheToyta Kirloskar Motors (TKM) supply chain is characterised by:

• . colletion of material through a 'milk run' across all Suplliers located in ifferent parts of the country

• at hub centres, where checking, consolidation, and stacking is done.

• . Main route vehicles move from the hub to the TKM plant arrying the 'milk run collection.. Buk movement is directly from the Suplliers to the TKM plant.. All vehicles run as per predetermined time schedule.

• . Vehicles are provided with hydraulic operated loading ramp.

• . All drivers give status calls twice a day about their location. In case of any eventuality they seek

• instructions to ensure that goods reach on time.

• . Visual display boards are maintained at the control room to monitor every vehicle.

丰田实施了准时制库存管理，每天从遍布全国的供应商那里接收补给。它采用“混合装载”概念，在考虑日常生产要求后，一辆卡车将装载由不同供应商提供的所有组件。结果，该公司能够为其生产线运行几乎零库存。通过指定专用的运输工具进行整体移动，它还设法避免了运输中的不确定性。丰田Kirloskar汽车（TKM）供应链的特点是：

通过遍及该国不同地区的所有供应商的“MR”收集物料

• 在枢纽中心进行检查，合并和堆叠。

• 主要路线的车辆从枢纽移至TKM工厂，以进行“挤奶”收集。Buk的车辆直接从供应商移至TKM工厂。所有车辆均按预定的时间表运行。

• 车辆配备有液压操作的装载坡道。

• 所有驾驶员每天都会对其位置进行两次状态查询。如有任何可能，他们寻求说明，以确保货物准时到达。

• 视觉显示板维护在控制室中，以监控每辆车。

 The Toyota logistics system, being operated through Transsystem, has lead to reduction of average inventory level to just under 2 days (as compared to the earlier level of 30 days), has ensured zero defect and 99.8% on time delivery. Reduced costs and quality service to customers has helped the company build long term relations with their customers.

 通过Transsystem运作的丰田物流系统已将平均库存水平降低到不到2天（与之前30天的水平相比），确保了零缺陷和99.8％的按时交货。降低的成本和对客户的优质服务已帮助公司与客户建立了长期的关系。

Source: Logistics Focus Volume 1, Issue 1, 2002

The JIT system has its success stories in Japan, wherefrom it originated. The adoption of JIT by U.S.A could not bring them the desired benefits, resulting in their moving to other techniques. Thereason is that a joint, decision making culture is required to operate the JIT system. Its success dependson collaborative relationships and decisions reached by group consensus rather than taken by individuals empowered in the organisation based on a hierarchial structure. 

To make JIT a success, total cultural and structural changes are needed in both the buyer and purchaser organisations and they should operate from mutually beneficial policy platforms.

JIT系统起源于日本，在其成功案例中。美国采用JIT无法为他们带来理想的收益，导致他们转向其他技术。因此，需要一种联合的决策文化来操作JIT系统。它的成功取决于团队关系达成的协作关系和决策，而不是由组织中基于层次结构授权的人员所采取的决策。

为了使JIT成功，买方和买方组织都需要进行全面的文化和结构变革，并且它们应该在互惠互利的政策平台上运作。

JIT-②

      This new concept, called Supllier Managed Inventory (SMI), was made popular by the Bose Corporation. It is now widely used in the industry and is giving good results. In SMI the supplier takes chargeof inventory management of the product and manages the replenishment process based on the con-sumption pattern of the customer. They use EDI or other inter-organisational software packages orplace suppliers' representatives at the customers' place.

这种称为供应商管理库存（Suplierlier Managed Inventory，SMI）的新概念已由Bose Corporation普及。现在，它已在行业中广泛使用并取得了良好的效果。在SMI中，供应商负责产品的库存管理，并根据客户的消费模式管理补货过程。他们使用EDI或其他组织间软件包，或在客户位置放置供应商的代表。

      In India a leading commercial vehicle manufacturer allowed its tyre supplier to open up a small inventory shop in its manufacturing premises to supply tyres for the day's production 'of commercialvehicles. The supplier keeps 3 days inventory in the area allocated to him and has a representative tomanage the shop and hand over the tyres to the customer as per the assembly line requirements duringthe day. Inventory replenishing is done once in two days by the direct truck loads of tyres from thesupplier's manufacturing plant. This system is based on advance production planning for the coming week. The customer pays the supplier daily, by cheque, for the quantity of tyres drawn from his shop.The result is a reduction of 15 days in the inventory liability (to an inventory level of 3 days), of thevehicle manufacturer which is entirely managed by the vendor, who gets payed daily for his supplies. Itis a win-win situation, which is beneficial to both the buyer and the supplier.

      在印度，一家领先的商用车制造商允许其轮胎供应商在其生产场所开设一家小型库存店，以为当天的商用车生产提供轮胎。供应商在分配给他的区域内保持3天的库存，并有代表负责管理商店，并根据当天的装配线要求将轮胎移交给客户。通过供应商制造工厂的卡车直接卡车装载，每两天进行一次库存补充。该系统基于未来一周的预先生产计划。客户每天用支票向供应商支付从其商店提取的轮胎数量，结果是车辆制造商的库存负债减少了15天（减少到3天的库存水平），完全由供应商管理供应商，他每天从他的用品中获得报酬。这是双赢的局面，对买卖双方都有利。

      For SMI to be successful, three things are essential, ie, the right partner, right set of products, and mutual trust. Right partners means those who proved themselves on the basis of consistency in quality,low cost transactions, and reliability as far as on time delivery is concerned. The SMI is appropriate for products that have high volumes and values, which involve huge carrying costs for the inventory to be maintained. The partnership is based on mutual trust, which implies willingness on the part of the buyerto share benefits and capabilities and on the part of the supplier reliability and consistency on agreed delivery schedules. The benefits of SMI, for the buyer, are reduction in inventory related costs and risk of stock outs and for the vendor, speedy payment realisation, reduction in transaction cost, and as sured business. It is rightly said that SMI is the starting point for greater collaboration among supplychain partners and by graduating from one-sided replenishment responsibility to collaborative replenishment results in greater value being derived for the supply chain.

 要使SMI成功，必须具备三项条件，即正确的合作伙伴，正确的产品组合和相互信任。正确的合作伙伴是指那些在质量，低成本交易和可靠性方面都按时交货的证明自己的人。SMI适用于具有高数量和高价值的产品，这些产品涉及大量库存维护成本。伙伴关系建立在相互信任的基础上，这意味着买方愿意分享利益和能力，而卖方则愿意按照约定的交货时间表提供可靠性和一致性。SMI对买方的好处是减少与存货相关的成本和缺货的风险，对卖方而言，则是迅速实现付款，降低交易成本以及保证业务的发展。正确地说，SMI是加强供应链合作伙伴之间协作的起点，并且从单面补给责任逐步过渡到协作补给成果，可以为供应链带来更大的价值。

@@TOYOTA PRODUCTION SYSTEM@@

      The basic philosophy of the Toyota Production System (TPS) is to maintain continuous flow of production with lean inventory level to achieve cost reduction and flexibility in the production operation. In other words, TPS emphasises a "sell-one-make-one" or "use-one-buy-one" concept of production. This was a paradigm shift in the prevailing production philosophy of 'mass production, which was introduced by Henry Fordfor manufacturing automobiles in the beginning of the nineteenth the century, After World War 2, Eiji Toyoda and Taiichi ohno of the Toyota Motor Company in Japan pioneered the concept of TPS. This concept emerged due to the company's need for reducing the time frame in realising cash after the customer places the order. A large amount of time is spent in organising resources and production processes to convert the order into sales. Moreover the "time line" (order-cash time frame). as spelt out by Toyota, varies with volumes and varieties of customer demands, within the given product range of the firm, To extend the excellent customer service, firms conventionally plan for inventory in excess of the anticipated demand,which is forecast before the customer places the order. They then try to push the excess production through their marketing system. However, TPS is based on the Pull System, wherein demand drives production,

丰田生产系统（TPS）的基本理念是保持连续的生产流程和稀薄的库存水平，以实现成本降低和生产运营的灵活性。换句话说，TPS强调生产的“卖一做一”或“用一买一”的概念。这是19世纪初亨利福特（Henry Ford）为制造汽车而引入的普遍生产理念的范式转变，第二次世界大战后，日本丰田汽车公司的丰田章男（Eiji Toyoda）和大野耐一（Taiichi ohno）率先提出了这一点。TPS的概念。之所以出现这种概念，是因为该公司需要缩短客户下订单后实现现金的时间范围。在组织资源和生产流程以将订单转换为销售上花费了大量时间。此外，还有“时间轴”（订单现金时间框架）。正如丰田公司所阐明的那样，在公司给定的产品范围内，客户的需求量和品种会有所不同。为了扩展优质的客户服务，公司通常会计划超出预期需求的库存，而预期需求是在客户下单之前进行预测的命令。然后，他们尝试通过其营销系统推动多余的生产。但是，TPS基于拉动系统，其中需求推动了生产，

    TPS functions on the basis of two concepts: JIT and autonamation: JIT means producing the necessary units in necessary quantities, at the necessary time. 

       This means, in Toyota, while building a car the necessary parts, components, and sub-assemblies will arrive in required quantities at the product assembly line only at the time they are needed. This requires a central approach for production planning (capacity and resources) and scheduling in order to organise the inputs such that they arrive according to the production schedules. JIT is supported by Kanban, which is an information based system that harmoniouslycontrols the input quantities required in the production process. Kanban is a card which connects thevarious processes in the production plant. This card travels in the reverse direction. It is sent from the preceding process to the one immediately preceding it to replenish the unit consumed. For JIT to work perfectly, it is necessary that the flow of units should be continuous and of acceptable quality. To achievethis, TPS is supported by autonamation, which means building up the mechanism to prevent production of defective parts and components. According to this concept each individual process, sub-process or machine is an autonomous centre and is responsible for keeping a check on the quality of produce in its domain. Incase of abnormal deviations at the centre an alarm may be raised to stop the entire production line till the trouble is detected and rectified. The obvious advantages of JIT, Kanban, and autonamation to Toyota are:shorter lead time to build up product volumes and varieties, reduction in inventory, complete visibility ininventory movement across the process, and, of course, cost savings.

TPS的运行基于两个概念：JIT和自动化：JIT意味着在必要的时间生产必要数量的必要单位。

       这意味着，在丰田汽车制造汽车时，必要的零件，组件和子组件将仅在需要时以所需数量到达产品组装线。这就需要一种用于生产计划（能力和资源）和计划的集中方法，以便组织输入以使它们根据生产计划到达。JIT得到看板的支持，看板是一种基于信息的系统，可以和谐地控制生产过程中所需的输入数量。看板是连接生产工厂中各种过程的卡。这张卡反向移动。它从前面的过程发送到紧接在其之前的过程，以补充消耗的单位。为了使JIT正常工作，必须保持设备连续流动并具有可接受的质量。为了实现这一目标，TPS得到了自动化的支持，这意味着建立机制来防止有缺陷的零件和组件的生产。根据这个概念，每个单独的过程，子过程或机器都是一个自治中心，负责检查其领域内的产品质量。如果中心出现异常偏差，则可能会发出警报，以停止整个生产线，直到发现并纠正故障为止。JIT，看板和丰田汽车的自动化的明显优势是：缩短了建立产品数量和品种的交货时间，减少了库存，在整个过程中全面了解了库存动向，当然还节省了成本。

Source: http://www.toyotaproductoystemeti Taiichi Ohno Toyota Production System: Beyond Large Scale Production. Productivity Press, Cambridge, MA, 1989.

Kanban

      This is basically an information system to support JIT inventory in manufacturing operations. It signals supply of material when used. Kanban, meaning signboard or label, is used as a communication tool in the inventory system. A kanban is attached to each box containing a fixed number of parts as they go to the assembly line. These parts are funnelled to the line as needed and kanban can be returned, afterthe parts are used, to serve as, both, a record of work done and as an order for a new lot. The kanban coordinates the inflow of parts and components to the assembly line, minimising the replenishment processing. It is used in process logistics for the movement of parts and components on the shop floor of the manufacturing plant. The system first evolved at Toyota in Japan to support the concept and practice of JIT in assembly line. The philosophy behind kanban is 'use-one-buy-one'.

看板      这基本上是一个在制造操作中支持JIT库存的信息系统。使用时会发出材料供应信号。看板，即招牌或标签，在库存系统中用作通信工具。将看板附加到每个装有固定数量零件的零件箱，这些零件将进入组装线。这些零件将根据需要集中到生产线中，在使用这些零件后，可以将看板退还，以作为已完成工作的记录和新批次的订单。看板协调零件和组件向装配线的流入，从而最大程度地减少了补货过程。它用于过程物流中制造工厂车间中零部件的移动。该系统首先在日本丰田公司开发，以支持装配线上的准时制生产的概念和实践。看板背后的哲学是“用一买一”。

Automated Inventory Tracking System(AITS)

      This system is adopted by leading retail chain giants like Wal-Mart in USA to track their inventory basedon the sales generated. This system involves usage of the Electronic Data Interchange (EDI) system to track the flow of inventory through the supply chain. The system connects suppliers, manufacturers,distribution hubs and retail stores, and the institutional buyer. The system is based on IT integrating EDI and the barcoding system to track inventory for controlling inventory investment through the supplychain.

自动化库存跟踪系统（AITS）

      美国沃尔玛（Wal-Mart）等领先的零售连锁巨头采用了该系统，以根据所产生的销售额跟踪其库存。该系统涉及电子数据交换（EDI）系统的使用，以跟踪通过供应链的库存流向。该系统将供应商，制造商，分销中心和零售商店以及机构购买者联系起来。该系统基于集成了EDI和条形码系统的IT来跟踪库存，以通过供应链控制库存投资。

INVENTORY POLICY GUIDELINES

These are the guidelines for inventory procurement, maintenance, positioning, and placement withrespect to quantity, time, and customer service. Policy decisions are concerned with managing inven-tory independently or interdependently across the various distribution centres. The policy definitionhelps in improving inventory effectiveness across the supply chain.

库存政策指南

这些是有关数量，时间和客户服务的库存采购，维护，定位和放置的准则。政策决策涉及在各个配送中心之间独立或相互依赖地管理库存。该策略定义有助于提高整个供应链的库存有效性。

Centralised/Decentralised System

      In a centralised system inventories are stocked at onc central location for distribution to customers ordepots. A centralised system helps in maintaining a tight control over inventory movement, in both replenishment and despatches. In case the volume of transaction grows, the greatest disadvantage ofthe centralised system is longer order performance cycle and delayed response time for smaller ordersfrom a larger number of customers. On the other hand, decentralised systems are closer to the customer and take decisions independently. The decentralised system offers better customer service with quick response and a shorter performance cycle time. However, controls are lax and operating cost is more. The management has to make a policy decision to strike a balance between customer service,controls, and cost.

集中/分散系统

      在集中式系统中，库存仅存储在其他中央位置，以分配给客户或仓库。集中式系统有助于对补货和发货中的库存移动进行严格控制。如果交易量增加，则集中式系统的最大缺点是订单执行周期较长，并且来自大量客户的较小订单的响应时间延迟。另一方面，分散系统离客户更近，可以独立做出决策。分散式系统以更快的响应和更短的性能周期时间提供了更好的客户服务。但是，控制不严，运营成本更高。管理层必须做出政策决定，以在客户服务，控制和成本之间取得平衡。

Service Level 服务级别

      The service level target is decided by the management. The inventory function should gear up toachieve the service level target. Service level is defined in terms of the following:

  服务水平目标由管理层决定。库存功能应做好准备以达到服务水平目标。服务级别的定义如下

• Order cycle time；   订单周期时间

• Case fill rate； 案件填充率

• Order fill rate； 订单执行率

Order cycle time is the time required for completing a cycle from the date of release of an order bya customer till he receives the entire ordered material at his door step. The case fill rate denotes the percentage of material available for despatch against the quantity ordered by the customer. For example, a customer orders 10 iters and only 9 are available for supply, then the case fill rate is 90%. The order fill rate is the percentage of orders that could be filled completely. If out of 100 orders received, only 60 could be filled completely, the order fill rate is 60 per cent. The traditional approach to meet the targeted customer service level is to increase the inventory level. However, the modem approach considers a faster transportation mode, better communication means, and the alternative source of supply to meet the desired customer level.

订单周期时间是指完成一个周期从客户下达订单之日到客户在其门口收到全部定购物料所需的时间。 箱子填充率表示可发货的材料占客户订购数量的百分比。 例如，客户订购10次迭代，只有9次可供供应，那么案例填充率为90％。 订单执行率是可以完全执行的订单的百分比。 如果在收到的100份订单中，只有60份可以完全填写，则订单填写率为60％。 满足目标客户服务水平的传统方法是增加库存水平。 但是，调制解调器方法考虑了更快的运输方式，更好的通信方式以及满足期望的客户水平的替代供应来源。

Stock Levels

To meet the desired level of customer service, the average level of inventory stocks to be maintained at any point of time is determined in terms of the number of days of sales value. The average inventory includes the base level inventory, safety stock inventory, and in-transit inventory.

库存水平

为了满足所需的客户服务水平，要根据销售价值的天数确定在任何时间点要维持的平均库存水平。平均库存包括基本级别库存，安全库存和在途库存。

Stocks deplete daily after orders are filled. To maintain the average level, as decided earlier, the inventory has to be ordered and replenished before it depletes to zero. The reorder level is called thebase level inventory.

      The other part of an average inventory is stock maintained to meet uncertainties or emergencies.Safety stocks are maintained to meet the inventory demand, which is in excess of the anticipatedconsumption. In fact, safety stock inventory cover; short-range variations in demand, The averageinventory includes one half of the ordered quantity and the safety stock inventory.

订单完成后，每天的库存都会耗尽。为了保持平均水平（如前所述），必须在库存耗尽之前对库存进行订购和补充。重新订购级别称为基本级别清单。

       平均库存的另一部分是保持库存以应对不确定性或紧急情况。保持安全库存以满足库存需求，该需求超出了预期的消耗量。实际上，安全库存清单可以覆盖；需求的短期变化，平均库存包括订购数量的一半和安全库存。

@@INVENTORY POLICY AT ITC

As a policy, ITC, a major cigarette manufacturer, maintains a stock of six days pre-excise inventory at itsfactories, four days post-excise inventories in transit, and six days stocks at wholesalers' premises.

@@ ITC的库存政策

作为一项政策，大型卷烟制造商ITC的工厂库存维持6天的税前库存，运输过程中维持4天的税后库存，而批发商则维持6天的库存。

The in-transit, or pipe, inventory is of importunce to the consigner as the ownership of this inventory still lies with him till it reaches the destination and is handed over to the consignee. There is great uncertainty associated with the transit inventory. This inventory is not accessible and cannot be used.The whereabouts of the transit inventory is not known unless a sophisticated vehicle tracking system is being used. This is an excise paid inventory and it covers a major portion of the value of the inventory of the company. In the JIT system the emphasis is on small consignments with frequent delivery schedules, resulting in maximum portion of the inventory being in the transit phase.

运送中或管道中的库存对发货人来说是不重要的，因为该库存的所有权一直由他掌握，直到到达目的地并移交给收货人。 运输清单存在很大的不确定性。 该清单不可访问且无法使用。除非使用了先进的车辆跟踪系统，否则运输清单的下落是未知的。 这是一种由消费税支付的库存，占公司库存价值的很大一部分。 在准时制（JIT）系统中，重点是小批货物和频繁的交货计划，导致最大部分库存处于运输阶段。

SUMMARY

Inventory is a critical element in the supply chain. It can be broadly classified as raw materials and components, work-in-progress, finished goods, and operational support inventories. Inventories ar emaintained for meeting production requirements, supporting operations, extending customer service, and hedging against future uncertainties. Traditionally, inventories are reflected as current assets in the balance sheet of the firm and no appreciable disadvantages are viewed in carrying more inventory, The cost associated with inventory investment was always ignored in the past. However,investment in inventory has implications on the bottom line of the firm. The inventory carrying cost consists of the cost of funds invested in inventory, its handling cost, damage and obsolescence cost,and opportunity cost, The carrying cost is approximately 18-20 % of the investment in the inventory.In the supply chain system, inventory is viewed as a liability, which reduces both the profits and the returns on investment. For making the supply chain leaner, firms are using selective control techniques like EOQ, ABC, EVD, FMS, and inventory control models like MRP, DRP, JIT,SMI, and AITS. For managing inventories across the supply chain, policy guidelines have to be framed for inventory procurement, maintenance, positioning, and placement with respect to quantity, time, and customer service. Policy decisions are also concemned with managing the inventory independently or interdependently across the various distribution networks. In a nutshell, inventory

should be held only when the benefits of holding the inventory exceeds the cost of carrying the inventory

总结

库存是供应链中的关键要素。它可以大致分为原材料和组件，在制品，产成品和运营支持清单。保留库存以满足生产要求，支持运营，扩展客户服务以及对未来不确定性进行套期保值。传统上，库存在公司的资产负债表中反映为流动资产，并且在携带更多库存时不会看到明显的不利条件。过去，与库存投资相关的成本始终被忽略。但是，库存投资对公司的底线有影响。库存账面成本包括投资于库存的资金成本，其处理成本，损坏和报废成本以及机会成本，账面成本约为库存投资的18-20％。在供应链系统中，库存被视为一种负债，既减少了利润又减少了投资回报。为了使供应链更加精简，企业正在使用选择性控制技术，例如EOQ，ABC，EVD，FMS，以及库存控制模型，例如MRP，DRP，JIT，SMI和AITS。为了管理整个供应链中的库存，必须制定策略准则以针对数量，时间和客户服务进行库存采购，维护，定位和放置。政策决策还包括跨各种分销网络独立或相互依赖地管理库存。简而言之，仅当持有存货的收益超过携带存货的成本时才应持有存货