SeymourDumore
Diamond
- Joined
- Aug 2, 2005
- Location
- CT
Guys, sorry for another hot topic but...
Can someone please explain to me - in layman's terms - the benefits and the expectations of Lean Manufacturing?
Let me be more specific:
1: What are the expectations regarding delivery times?
2: What are the expectations regarding setup times?
3: Pricing expectations for one or few pieces vs. quantity?
4: Inventory of completed but not yet ordered parts?
These are questions concerning the VENDOR from the OEM-s perspective. In other words if the OEM is strictly adhering to THEIR Lean Manufacturing plan, what can be expected or required from you?
What brought this up now? Have a customer who is a 1st tier supplier to an OEM. He was told by the plant manager, who is responsible for all manufacturing, assembly, inventory and sourcing, that:
1 There can be no inventory of parts or components that are not allocated.
2: Forcasts are for sales and marketing purposes only and are NOT in any way to be used for sourcing or manufacturing.
3: There should be absolutely no cost difference between 1 piece or 100 piece order on the per-unit bases.
4: Setup charges are not allowed on repeat jobs as all the tooling and processes are in existence, therefore there should be 0 time allocated for changeover.
Naturally, these requirements are also effecting my operations as a 2nd tier vendor.
Please don't flame me as I am dead serious about this. I might have even shrugged it off as ludicris(?) if it wasn't for a comment made by a board member earlier this week that sort of falls along the same lines.
Out of context quotes:
""""
Seriously, if you don't know what "lean manufacturing" is or 5s, or if you've never heard of SMED, get some books and start reading.
........
The only thing a machine shop has to sell is machine time. If you spend loads of time floundering around during chage over and prove out and then run really slow cycle times on top of that, you aren't living up to your full billing potential.
........
""""""
Apparently I am missing a real important part of reality, and the technology to allow that reality is completely hidden from me.
As it stands today, I have ionventory of materials, tools to machine them with, programs to run those tools and finished parts in boxes to support the " Wee need 3 extra pieces tomorrow " phonecalls.
So please give me the cliffnotes version of how Lean Manufacturing helps out me, the SUPPLIER? How do I expect the same prices for materials in 1' increments as 12' or 1000 lbs orders? How do I get 5 jobs done in 5 days when the spindle time is 2 days for each? How do I make 1 part for the same unitprice as 100?
Thanks.
Can someone please explain to me - in layman's terms - the benefits and the expectations of Lean Manufacturing?
Let me be more specific:
1: What are the expectations regarding delivery times?
2: What are the expectations regarding setup times?
3: Pricing expectations for one or few pieces vs. quantity?
4: Inventory of completed but not yet ordered parts?
These are questions concerning the VENDOR from the OEM-s perspective. In other words if the OEM is strictly adhering to THEIR Lean Manufacturing plan, what can be expected or required from you?
What brought this up now? Have a customer who is a 1st tier supplier to an OEM. He was told by the plant manager, who is responsible for all manufacturing, assembly, inventory and sourcing, that:
1 There can be no inventory of parts or components that are not allocated.
2: Forcasts are for sales and marketing purposes only and are NOT in any way to be used for sourcing or manufacturing.
3: There should be absolutely no cost difference between 1 piece or 100 piece order on the per-unit bases.
4: Setup charges are not allowed on repeat jobs as all the tooling and processes are in existence, therefore there should be 0 time allocated for changeover.
Naturally, these requirements are also effecting my operations as a 2nd tier vendor.
Please don't flame me as I am dead serious about this. I might have even shrugged it off as ludicris(?) if it wasn't for a comment made by a board member earlier this week that sort of falls along the same lines.
Out of context quotes:
""""
Seriously, if you don't know what "lean manufacturing" is or 5s, or if you've never heard of SMED, get some books and start reading.
........
The only thing a machine shop has to sell is machine time. If you spend loads of time floundering around during chage over and prove out and then run really slow cycle times on top of that, you aren't living up to your full billing potential.
........
""""""
Apparently I am missing a real important part of reality, and the technology to allow that reality is completely hidden from me.
As it stands today, I have ionventory of materials, tools to machine them with, programs to run those tools and finished parts in boxes to support the " Wee need 3 extra pieces tomorrow " phonecalls.
So please give me the cliffnotes version of how Lean Manufacturing helps out me, the SUPPLIER? How do I expect the same prices for materials in 1' increments as 12' or 1000 lbs orders? How do I get 5 jobs done in 5 days when the spindle time is 2 days for each? How do I make 1 part for the same unitprice as 100?
Thanks.