Elementary ‐ Advanced ‐ Just In Time Strategy (E0047)<br> A: I called this meeting today in order to discuss our manufacturing plan. As I’m sure you’re all aware, with the credit crunch, and the global financial crisis, we’re obligated to look for more cost efficient ways of producing our goods. We don’t want to have to be looking at redundancies. So, we’ve outlined a brief plan to implement the just-in-time philosophy.<br> B: We have two basic points that we want to focus on. First of all, we want to reduce our lead time.<br> C: Why would want to do that? I think this is not an area that really needs to be worked on.<br> B: Well, we want to reduce production and delivery lead timesfor better overall efficiency.<br> A: Right, production lead times can be reduced by moving work stations closer together, reducing queue length, like for example, reducing the number of jobs waiting to be processed at a given machine, and improving the coordination and cooperation between successive processes. Delivery lead times can be reduced through close cooperation with suppliers, possibly by inducing suppliers to locate closer to the factory or working with a faster shipping company.<br> C: I see. That makes sense.<br> B: The second point is that we want to require supplier quality assurance and implement a zero defects quality program. We currently have far too many errors that lead to defective items and therefore, they must be eliminated. A quality control at the source program must be implemented to give workers the personal responsibility for the quality of the work they do, and the authority to stop production when something goes wrong.<br> C: I’m with you on this one. Its essential that we reduce these errors; we’ve got to force our suppliers to reduce their mistakes.<br> A: Exactly. Well, let’s look at how we’re going to put this plan into action. First...(fade out)
Well what we are goona be looking at is not in depth, we are just goona be looking at is just some basic points of what is just in time philosophy will be like in the company
奖爸开讲
这个真的很好，怎么停更了呢
wekz
答：是的，可以通过将工作站靠得更近、减少队列长度来缩短生产提前期，例如，减少在给定机器上等待处理的作业数量，并改善连续流程之间的协调与合作。通过与供应商的密切合作，可以缩短交货时间，可能是通过让供应商靠近工厂或与更快的运输公司合作。 C：我明白了。这就说得通了。 B：第二点，我们要要求供应商质量保证，实施零缺陷质量计划。我们目前有太多错误导致产品有缺陷，因此必须消除它们。必须实施源头质量控制计划，让工人对他们所做的工作质量负责，并有权在出现问题时停止生产。 C：我同意你的看法。我们必须减少这些错误；我们必须迫使我们的供应商减少他们的错误。 答：没错。好吧，让我们看看我们将如何把这个计划付诸行动
wekz
初级 ‐ 高级 ‐ 及时战略 (E0047) A：我今天召开这次会议是为了讨论我们的制造计划。我相信你们都知道，由于信贷紧缩和全球金融危机，我们有义务寻找更具成本效益的方式来生产我们的产品。我们不想不得不考虑裁员。因此，我们概述了实施准时制理念的简要计划。 B：我们有两个基本点要关注。首先，我们想缩短交货时间。 C：为什么会想要那样做？我认为这不是一个真正需要努力的领域。 B: 嗯，我们想缩短生产和交货时间以提高整体效率。
什锦大列巴小小狐狸花
Well what we are goona be looking at is not in depth, we are just goona be looking at is just some basic points of what is just in time philosophy will be like in the company
听友322535163
T是不是应该浊化d。worked on