Premier Automotive Group
November 17th, 2002
Speaker : Richard Chen
Vice President of Purchasing
Ford Lio Ho Motor Company
. Opening RemarksOpening Remarks
- Exercise- Exercise
. Ford’s Global Purchasing OverviewFord’s Global Purchasing Overview
. Supply Base ManagementSupply Base Management
i. Supplier Improvement Metrics (SIM)i. Supplier Improvement Metrics (SIM)
ii. Product Development –Advanced Product Quality Planningii. Product Development –Advanced Product Quality Planning
iii. Production Systems – Lean Manufacturing iii. Production Systems – Lean Manufacturing
iv. Material and Logistics Managementiv. Material and Logistics Management
v. Cost Reductionv. Cost Reduction
(ii,iv, v will not be covered due to time limit) (ii,iv, v will not be covered due to time limit)
. Strategic Purchasing Tools and ProcessesStrategic Purchasing Tools and Processes
- Exercise- Exercise
. Annual Commodity Sourcing Strategy ReviewAnnual Commodity Sourcing Strategy Review
Purchasing Management & Applications
2
公司的成長演變模式
• 跨國性公司
• 多元化產品公司
• 只重視 Core Business 的公司
- Design 設計
- Out sourcing: Development
& MFG activities 外包開發及
製造
- Marketing & Sales 行銷
- Service 售後服務
公司成長演變與採購組織職責的關聯
公司的成長演變模式
• 中小企業
• 單一產品公司
• 供應鏈完整的公司
- Design 設計
- Development 開發
- Mfg. 製造 (Made in Plant 內製)
- Marketing & Sales 行銷
- Service 售後服務
3
• 單純採買行為
- 原物料
- 非生產物料
- 生產性物料
- 生產性零件
- 生產性模組
• 多功能採購
- 協力廠品質系統輔導
- 物流
- 國外市場採購
- 期貨市場採購
- 統合採購
- 衛星式聯合工廠聯盟
採購組織及職責
4
FAO Purchasing
COST TABLES
Exercise
Problem: Purchasing has been asked to buy sweets for a Board Meeting. The dessert will be used in celebration of Ford’s superior market
performance. We have been told that a key Board Member is constantly on the lookout for inefficient spending … and our dessert
purchase price could be challenged for its competitiveness. Therefore, our challenge is to buy the most dessert for the money and
be prepared to prove it to the Board of Directors.
Instructions
The facing page details dessert/icing quotation summaries from five qualified sweets manufacturers. Our job is to find the best dessert buy for
Ford. The best buy is defined by obtaining the most dessert for the least amount of money.
A. Calculate the “price per pound” for each dessert. Input answers in Section “A” of the facing page.
B. Plot the “price per pound” for ach of the five desserts on the graph marked “B”.
Questions
1. Which dessert Supplier has the lowest price per pound as indicated by the graph?
2. What is the “cost gap” dollar amount between the lowest and highest priced dessert?
3. If the high price dessert was adjusted to the most competitive “price per pound”, what percent savings would you request?
4. What cost drivers would you ask the high cost dessert Supplier take a look at to improve his/her pricing?
-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Extra Credit Challenge
What would be the lowest cost three (3) pound dessert your could create based on the best in class cost structure?
5
FAO Purchasing
COST TABLES
Exercise
6
7
如何培育採購人員來達成不同層次的採購職責
(I) 運用工業管理系,經濟系, 國際貿易系, 電機系, 機械系, 化工系, 會計系, 電子
商務系等所學之專長
(II) 良師益友培訓方式
(III) 教學是學習最有效的方法
(IV) 採購人員的 Leadership Behaviors
(V) 希望國內大學大專院校有開此課程, 目前福特六和都是自己
訓練採購人員
8
Buyer’s Leadership Behavior
誠信誠信
實事求是實事求是
正確行事正確行事
力求多元化力求多元化
工作完美無瑕工作完美無瑕
生意(業務)敏銳度
創新能力與專業水平創新能力與專業水平
品質至上品質至上
勇氣勇氣
追求成效追求成效
顧客滿意度顧客滿意度
關係關係
培養人才與團隊精神培養人才與團隊精神
與顧客溝通與顧客溝通
服務社區服務社區
9
Global Purchasing Overview
全球採購概況
10
#4 on the Fortune 500
在財星500大排名第4
#4 on the Global 500
全球500大企業排名第4
12% of Global Market Share – 2nd Largest Manufacturer in World
擁有全球12%市場佔有率 – 全球排名第二的汽車製造商
Over 375,000 employees worldwide
全球共有超過萬員工
110 assembly and manufacturing sites worldwide in 40 countries
在40個國家擁有110個裝配和製造據點
FORD FACTS 福特概況
FordFord（福特）
Mazda Mazda （馬自達）
VolvoVolvo（富豪）
MercuryMercury（水星）
LincolnLincoln（林肯）
Land RoverLand Rover（路華）
JaguarJaguar（積架）
Aston MartinAston Martin（阿斯頓 • 馬丁）
TotalTotal（總計）
2001 Production
2001年生產情況
(number of units) (輛)
5,627,000
841,000
411,000
364,000
186,000
164,000
128,000
1,000
7,722,000
…AND HOW DOES PURCHASING FIT IN?
……採購扮演的角色?
Million
Vehicles
770萬輛汽車
US$90 Billion Annual Turnover
900億美元的年營業額
2000 Production Supplier Parent Companies
2000家製造供應商母公司
5000 Production Supplier Manufacturing
Sites
5000個供應商生產基地
9000 Non-Production Suppliers
9000家非生產供又商
130,000 Production Parts
13萬種生產零配件
110 Ford Assembly and Manufacturing Sites
110個福特裝配和生產基地
Suppliers in 44 Countries
供應商分佈於44個國家
Buying（採購）
• Production
Material
生產性物料
• Non-Production
Material
非生產性物料
Supplier Technical
Assistance
供應商技術支援
North America
Purchasing
北美採購
CBG(1) Leader
業務小組負責人
South America
Purchasing
南美採購
CBG(1) Leader
業務小組負責人
Europe
Purchasing
歐洲採購
CBG(1) Leader
業務小組負責人
Asia
Purchasing
亞洲採購
CBG(1) Leader
業務小組負責人
Tony Brown, Global
Purchasing Vice
President
全球採購副總裁
FORD GLOBAL PURCHASING ORGANIZATION
全球福特採購組織
CSO(2)
** Establish China Sourcing Office
建立中國採購小組
** Identify and develop
highly capable suppliers
尋找和開發能力強的供應商
Global Sourcing Development Team（全球資源發展組)
）
(1) CBG Leader = Customer Business Group Leader（業務小组負責人)
(2) CSO = China Sourcing Office（中國採購小組）
14
SUPPLIER RELATIONSHIP VALUES
與供應商關係的重要性
Act Like a Partner to be a PartnerAct Like a Partner to be a Partner
像真正的合伙人一樣合作像真正的合伙人一樣合作
Trust and be TrustworthyTrust and be Trustworthy
信任對方並且自身值得信任信任對方並且自身值得信任
Communicate with ConsistencyCommunicate with Consistency
持續性的溝通持續性的溝通
Be Fact-BasedBe Fact-Based
以事實為基礎以事實為基礎
Think Value not Just PriceThink Value not Just Price
著重價值而不僅僅是價格著重價值而不僅僅是價格
…..…..to be the Customer of Choiceto be the Customer of Choice
…………成為理想的客戶成為理想的客戶
15
QUALITY IS OUR TOP PRIORITY
品質是我們的首要目標
16
WE WORK TO BUILD QUALITY VEHICLES FOR OUR
CUSTOMERS AROUND THE WORLD…
我們要為全球客戶製造高品質的汽車
…and our suppliers are the foundation of success in
vehicle quality
供應商是我們確保汽車品質的基礎
17
WHAT DO WE EXPECT FROM SUPPLIERS?
我們對供應商的期待?
•• Every supplier to Ford is expected to achieve and maintain our Q1 supplier Every supplier to Ford is expected to achieve and maintain our Q1 supplier
certificationcertification
每個供應商都需要獲得並保持我們的每個供應商都需要獲得並保持我們的Q1Q1供應商品質認證供應商品質認證
•• The first step is achieving:The first step is achieving:
獲得的第一步獲得的第一步
-- QS-9000 QS-9000
-- ISO 14001ISO 14001
Q1
18
OUR SUPPLY QUALITY ENGINEERS WORK
WITH YOU ON SITE
我們的品質技術工程師參與並協助現場實務
The next step is to assign a Supplier Technical The next step is to assign a Supplier Technical
Assistant Engineer (STA) who will visit your Assistant Engineer (STA) who will visit your
manufacturing site to:manufacturing site to:
下一步是指派一位技術輔導工程師下一步是指派一位技術輔導工程師((STA) STA) 訪察供應訪察供應
商製造現場商製造現場::
•• Check for high quality standards on parts Check for high quality standards on parts
檢查零件部品是否符合高品質標準檢查零件部品是否符合高品質標準
•• Ensure robust manufacturing capabilityEnsure robust manufacturing capability
確保強勁的生產能力確保強勁的生產能力
•• Identify and make plans for areas of Identify and make plans for areas of
improvementimprovement
對所需改進的領域做改善計劃對所需改進的領域做改善計劃
•• Share lessons learned from North AmericaShare lessons learned from North America
與供應商共享北美市場經驗與供應商共享北美市場經驗
19
STA ENGINEERS LOOK FOR MANUFACTURING
BASICS AND APPROACH TO PLANNING…
技術輔導工程師致力於將製造的基本要點和步驟與供應商的規劃相結合技術輔導工程師致力於將製造的基本要點和步驟與供應商的規劃相結合
Quality ProceduresQuality Procedures
品質程序品質程序
QS-9000 QS-9000
Quality Operating Systems (QOS)Quality Operating Systems (QOS)
品質操作體系品質操作體系
Failure Mode and Effects Analysis Failure Mode and Effects Analysis (FMEAs(FMEAs))
失效模式和效果分析失效模式和效果分析
Control PlansControl Plans
控制計劃控制計劃
Pre-Production Part Approval Processes Pre-Production Part Approval Processes (PPAPs(PPAPs))
生產前零件部批准程序生產前零件部批准程序（（PPAPsPPAPs））
Run at Rate ReviewRun at Rate Review
““批量生產批量生產””審核審核
Employee Readiness / Training ReviewEmployee Readiness / Training Review
員工準備情況員工準備情況//培訓審核培訓審核
Manage the Change in Manufacturing and Design Manage the Change in Manufacturing and Design
管理生產與設計所涉及的變化管理生產與設計所涉及的變化
20
…AND ALSO REQUIRE ON SITE DEMONSTRA-
TIONS OF MANUFACTURING CAPABILITY
並且要求在製造現場的實作驗證能力
Sub-supplier Quality Management Sub-supplier Quality Management
二階供應商品質管理二階供應商品質管理
Control of Incoming QualityControl of Incoming Quality 進料品質的控管進料品質的控管
Control Plans/Operator InstructionsControl Plans/Operator Instructions
管控計劃管控計劃//操作說明操作說明
Process Variability MonitoringProcess Variability Monitoring 製程變異監督製程變異監督
Gage Calibration and Use Gage Calibration and Use 量具量具校正及運用校正及運用
Part ., Nonconforming Parts Handling, Part ., Nonconforming Parts Handling,
Packaging, ShippingPackaging, Shipping 零件標示零件標示,,不良品處理不良品處理,,包裝和運輸包裝和運輸
Testing, Engineering Specifications Testing, Engineering Specifications
測試測試,,工程規格工程規格
Preventive Maintenance (PM)/Housekeeping*Preventive Maintenance (PM)/Housekeeping*
預防性維護預防性維護//內務管理內務管理
Manufacturing Flow and Lean Manufacturing Manufacturing Flow and Lean Manufacturing
Metrics*Metrics*
生產流程精益生產衡量生產流程精益生產衡量
Problem-Solving, Corrective Actions Problem-Solving, Corrective Actions
問題的解決問題的解決,,更正措施更正措施
21
ACHIEVING Q1 REQUIRES PROVEN RESULTS
Third-Party Certification of QS-9000 and ISO 14001
Acceptable Onsite Assessment by STA Engineer
6 months of production shipping history with no problems
Endorsements from Your Ford Customers (Ford manufacturing plants,
Materials Planning and Logistics, Supplier Quality, etc.)
You have achieved Q1!
22
WHAT DO WE EXPECT FROM SUPPLIERS
ON AN ONGOING BASIS?
•• Keep your Q1 by maintaining excellence in:Keep your Q1 by maintaining excellence in:
•• QualityQuality
•• Efficiency/Waste EliminationEfficiency/Waste Elimination
•• DeliveryDelivery
•• Have resources available to support launches of Ford vehiclesHave resources available to support launches of Ford vehicles
•• Advanced product quality planningAdvanced product quality planning
•• Launch readiness reviews onsiteLaunch readiness reviews onsite
•• Collaborate closely with Ford to resolve any issues that might arise on Collaborate closely with Ford to resolve any issues that might arise on
part quality or designpart quality or design
•• We worked together with suppliersWe worked together with suppliers
23
Buying（採購）
• Production
Material
生產性材料
• Non-Production
Material
非生產性材料
Supplier Technical
Assistance
供應商技術支援
North America
Purchasing
北美採購
CBG(1) Leader
業務小组負责人
South America
Purchasing
南美採購
CBG(1) Leader
業務小组負责人
Europe
Purchasing
欧洲採購
CBG(1) Leader
業務小组負责人
Asia
Purchasing
亚洲採購
CBG(1) Leader
業務小组負责人Tony Brown, Global
Purchasing Vice
President
全球採購副總裁
FORD GLOBAL PURCHASING ORGANIZATION
全球福特採購組織
CSO(2)
** Establish China Sourcing Office
建立中國採購小组
** Identify and develop
highly capable suppliers
發現和發展高能力的供應商
Global Sourcing Development Team（全球資源發展組）
(1) CBG Leader = Customer Business Group Leader（業務小組負責人)
(2) CSO = China Sourcing Office（中國採購小組）
24
WHAT IS FORD LOOKING FOR IN CHINA?
World Class Quality
Cost Advantage, Delivered to Assembly
All Parts
Strong Export Track Record
Commitment to Corporate Responsibility
25
BENEFITS FOR SUPPLIERS IN CHINA
對中國供應商的益處
Increased exports
增加出口額
Improved scale
增加生產規模
Exposure to multiple potential customers in Ford’s global automotive
businesses
通過福特全球汽車業務而增加與潛在客戶的接觸和瞭解
Improved supply chain capabilities
提高供應鍊生產能力
Access to longer term technological advancements
獲得長期的技術改進
Potential to participate in future localization opportunities with Ford China
今後與福特在中國進行更多地方性合作的機會
Improved global competitiveness
提高全球競爭能力
26
AIM TO REPLICATE SUCCESS IN
EASTERN EUROPE
目標:複製在東歐的成功經驗
1997 1998 1999 2000 2001
$ BILLION（14億美元）
$0
Quality better than
previous sources !!
比原有供應商具有更好質量
!!
Country Offices
在國內的業務機構
Dedicated Sourcing Development Team
專注的採購發展團隊
Company Wide Support in Ford
福特公司全體的支持
Highly Capable Suppliers
能力強的供應商
Keys to Success（成功的關鍵）：
√
√
√
√
In China（在中國）？
27
EXAMPLES OF POTENTIAL COMMODITIES
SOURCED TO SUPPLIERS IN CHINA
列舉可能向中國供應商採購的零組件
SHORT TERM（短期）:
Wheels（輪胎）
Driveshafts（轉動軸）
Stabilizer Bars（平衡桿）
Coil Springs （螺旋彈簧）
Side Glass （側窗玻璃）
Speakers （揚聲器）
Die Castings （壓鑄）
Batteries （電池）
Leaf Springs（鋼板彈簧）
LONGER TERM（中長期）:
Radios/Audio System（收音機/音
響系統）
Wiring Harness（線束）
Rear Axles（後軸）
Half shafts（半軸）
Lighting（車燈）
Cylinder Heads/Blocks
（氣缸頭/體）
Exhaust Manifolds（排氣岐管）
Camshafts/Crankshafts
（凸轉軸/曲軸）
Intake Manifolds（進氣岐管）
Balance Shafts（平衡軸）
28
OVERVIEW - FORD OPERATIONS IN
GREATER CHINA
概述 – 福特在大中華地區的業務
CAF
Nanchang
JMC
南昌江鈴汽車
• Ford Motor China Ltd. (Holding Company)
福特汽車中國有限公司（控股公司）
• FMCC Representatives Office (Beijing)
福特信貸代表處（北京）
Taiwan
Ford Lio Ho
(70/30 JV)
台湾福特六和汽車
（70/30合資企業）
Chongqing
Changan-Ford
重慶長安-福特
Beijing
北京
Tianjin
FMITT
福特汽車天津國
際貿易有限公司
29
FORD OPERATIONS IN GREATER CHINA
福特在大中華地區的業務
History of Ford in Greater ChinaHistory of Ford in Greater China 福特在大中華地區的歷史福特在大中華地區的歷史
19131913 First Model-T’s Sold In China First Model-T’s Sold In China 第一第一輛輛福特汽福特汽車車Model-TModel-T在中在中國銷國銷售售
19721972 Established Ford Established Ford LioHoLioHo Taiwan (70/30 JV) Taiwan (70/30 JV) 福特六和在台福特六和在台灣灣成立（成立（70/3070/30合合資資企企業業））
19801980 Launched Visiting Engineering Program Launched Visiting Engineering Program 啟動工程技術人員訪問項目啟動工程技術人員訪問項目
19951995 Established Ford Motor (China) Ltd. Established Ford Motor (China) Ltd. 福特汽福特汽車車中中國國有限公司成立有限公司成立
19951995 Established Five Components JVsEstablished Five Components JVs 建立了五家汽建立了五家汽車車零部件合零部件合資資企企業業
19951995 Acquired Equity in Acquired Equity in JianglingJiangling Motors (JMC) Motors (JMC) 收收購購江江鈴鈴汽汽車車（（JMCJMC））的股的股權權
19961996 Established Ford Credit Representatives Office Established Ford Credit Representatives Office 福特信贷代表福特信贷代表處處成立成立
20002000 Launched Ford Motor Conservation & Environmental GrantsLaunched Ford Motor Conservation & Environmental Grants 啟動節約與環境保護項目啟動節約與環境保護項目
20002000 Spun-off Component JVs Spun-off Component JVs (Visteon(Visteon) ) 零部件合零部件合資企業隨著傅世通獨立資企業隨著傅世通獨立
20012001 Established Established ChanganChangan Ford Automobile Co. (50/50 JV) Ford Automobile Co. (50/50 JV) 長安福特汽車公司成立長安福特汽車公司成立（（50/5050/50合合資資））
20012001 Established Ford Motor International Trading Established Ford Motor International Trading (Tianjin(Tianjin) ) 福特汽福特汽車車天津天津國際國際贸易有限公司贸易有限公司
成立成立
30
FORD OPERATIONS IN GREATER CHINA
福特在大中華地區的業務
Ford Motor (China) Ltd. Holding CompanyFord Motor (China) Ltd. Holding Company (100%)(100%)
福特汽福特汽車車（中（中國國）有限公司（）有限公司（100%100%））
•• 50/50 50/50 ChanganChangan-Ford Joint Venture (Passenger Car) -Ford Joint Venture (Passenger Car)
50/5050/50股股權權比例的比例的長長安安 – – 福特汽福特汽車車股份有限公司（股份有限公司（轎車轎車））
•• 30% 30% Ford Equity Investment in JMC (Transit)Ford Equity Investment in JMC (Transit)
控制江控制江鈴鈴汽汽車車30%30%的股份（全的股份（全順順））
•• Marketing, Sales and Service Operations Marketing, Sales and Service Operations
市市場營銷場營銷、、銷銷售以及服售以及服務業務務業務
-- Ford Motor International Trading Ford Motor International Trading TianjinTianjin (FMITT) 100% (FMITT) 100%
福特汽車天津國際貿易有限公司福特汽車天津國際貿易有限公司（（FMITTFMITT））100% 100% 控股控股
•• Other Key Functions: GA, PA, HR, Legal, Finance Business Development & Product PlanningOther Key Functions: GA, PA, HR, Legal, Finance Business Development & Product Planning
其它重要職能其它重要職能：：政府事務政府事務，，公共事務公共事務，，人力資源人力資源，，法律法律，，融資業務發展以及產品計劃融資業務發展以及產品計劃
31
FordFord Lio Lio-Ho Taiwan -Ho Taiwan
台灣福特六和汽車台灣福特六和汽車
•• Established in 1972Established in 1972
於於19721972年成立年成立
•• 70/30 70/30 JV Ownership StructureJV Ownership Structure
70/3070/30的合資股權結構的合資股權結構
•• CKD OperationsCKD Operations
CKDCKD業務業務
•• Located in the City of Chung-LiLocated in the City of Chung-Li
位於中壢位於中壢
•• Major Products: Tierra, Major Products: Tierra, MondeoMondeo, Escape, , Escape, IxionIxion, Pronto, and , Pronto, and EconovanEconovan
主要產品主要產品：：Tierra, Tierra, MondeoMondeo, Escape, , Escape, IxionIxion, Pronto, and , Pronto, and EconovanEconovan
FORD OPERATIONS IN GREATER CHINA
福特在大中華地區的業務
32
Five Former Components JVs Five Former Components JVs (Visteon(Visteon Spin-off) Spin-off)
五家先前有合資的汽車零部件企業五家先前有合資的汽車零部件企業（（隨偉世通獨立隨偉世通獨立））
•• Shanghai Shanghai FuHuaFuHua Automotive Glass (51/49 JV With Automotive Glass (51/49 JV With Yao HuaYao Hua))
上海福華汽車玻璃上海福華汽車玻璃（（與耀華玻璃與耀華玻璃51/4951/49的合資企業的合資企業））
•• Shanghai Shanghai YanFeng YanFeng Automotive Trim (50/50 JV With SAIC)Automotive Trim (50/50 JV With SAIC)
上海延鋒汽車內飾件上海延鋒汽車內飾件（（與上汽集團與上汽集團50/5050/50的合資企業的合資企業））
•• Shanghai Shanghai FudianFudian Automotive Electronics (70/30 JV With Shanghai Automation Automotive Electronics (70/30 JV With Shanghai Automation
Instrument ) Instrument )
上海福電汽車電子上海福電汽車電子（（與上海自動儀表與上海自動儀表70/3070/30的合資企業的合資企業））
•• United Aluminum Radiator Company (50/50 JV With FAW)United Aluminum Radiator Company (50/50 JV With FAW)
聯合鋁散熱器聯合鋁散熱器（（與一汽集團與一汽集團50/5050/50的合資企業的合資企業））
•• JiangXi FuchangJiangXi Fuchang Climate System Ltd. (81/19 JV With JMC) Climate System Ltd. (81/19 JV With JMC)
江西福昌汽車空調系統江西福昌汽車空調系統（（與江鈴汽車與江鈴汽車81/1981/19的合資企業的合資企業））
FORD OPERATIONS IN GREATER CHINA
福特在大中華地區的業務
33
Ford Financial Beijing Representative OfficeFord Financial Beijing Representative Office
福特財務北京代表處福特財務北京代表處
•• Established December 1996Established December 1996
於於19961996年年1212月成立月成立
•• Business DevelopmentBusiness Development
業務拓展業務拓展
Ford Financial ChinaFord Financial China
福特中國財務有限公司福特中國財務有限公司
•• Working W/ Gov’t to Establish a Auto Financing OperationWorking W/ Gov’t to Establish a Auto Financing Operation
與政府共同建立一家汽車融資企業與政府共同建立一家汽車融資企業
•• Retail and Wholesale Financing for Ford Family BrandsRetail and Wholesale Financing for Ford Family Brands
為福特的各種品牌進行零售及批發業務方面的融資為福特的各種品牌進行零售及批發業務方面的融資
•• Commence Early 2003 to Support C195 LaunchCommence Early 2003 to Support C195 Launch
將於將於20032003年初正式年初正式營運營運，以支持，以支持C195C195的投的投產產
FORD OPERATIONS IN GREATER CHINA
福特在大中華地區的業務
34
JianglingJiangling Motor Co. (JMC) Motor Co. (JMC)
江鈴汽車有限公司江鈴汽車有限公司（（JMCJMC））
•• A Public Listed Company Under JMC Group Co. (SOE)A Public Listed Company Under JMC Group Co. (SOE)
江鈴汽車集團江鈴汽車集團（（國有企業國有企業））下的一家上市公司下的一家上市公司
•• Ford Has 30% Equity PositionFord Has 30% Equity Position
福特擁有福特擁有30%30%的股權的股權
•• Located in Located in NanchangNanchang, , JiangxiJiangxi Province Province
位於江西省南昌市位於江西省南昌市
•• Major Products: Isuzu-based Commercial & Ford TransitMajor Products: Isuzu-based Commercial & Ford Transit
主要產品主要產品：：五十鈴系列的商用車以及福特全順五十鈴系列的商用車以及福特全順
•• Profitable Operations During Past Two YearsProfitable Operations During Past Two Years
過去兩年均有贏利表現過去兩年均有贏利表現
FORD OPERATIONS IN GREATER CHINA
福特在大中華地區的業務
35
ChanganChangan Ford Automobile Co. Ltd. (CAF) Ford Automobile Co. Ltd. (CAF)
長安福特汽車股份有限公司長安福特汽車股份有限公司（（CAFCAF））
•• 50/50 JV With 50/50 JV With ChanganChangan Automobile Automobile
與長安汽車組建的與長安汽車組建的50/5050/50合資企業合資企業
•• JV Approved (April, 2001)JV Approved (April, 2001)
合資企業獲得批准合資企業獲得批准（（20012001年年44月）月）
•• New Greenfield Facility Under Construction in CQNew Greenfield Facility Under Construction in CQ
在重慶的新的廠房及設備正在建設中在重慶的新的廠房及設備正在建設中
•• Job#1 Targeted for Early 2003Job#1 Targeted for Early 2003
目標於目標於20032003年初投產年初投產
•• First Product Is a Small Passenger CarFirst Product Is a Small Passenger Car
首要產品為小型轎車首要產品為小型轎車
•• New Retail Network of Ford Franchised Dealers SelectedNew Retail Network of Ford Franchised Dealers Selected
由福特特約經銷商構成的全新的零售網路已經選定由福特特約經銷商構成的全新的零售網路已經選定
FORD OPERATIONS IN GREATER CHINA
福特在大中華地區的業務
36
ChanganChangan Ford (CAF) Retail Distribution Network Ford (CAF) Retail Distribution Network
長安福特長安福特（（CAFCAF））零售分銷體系零售分銷體系
• 25 Dealers (3 in 1) – Sales, Service, Parts
25個經銷商（三合一）- 銷售，服務，零部件供應
• Consistent Brand @ Retail Standard
統一的品牌與零售標準
• Sell BU and Locally Produced Ford
同時銷售進口以及當地生產的福特汽車
Shanghai
上海
Guangzhou
廣州
Chongqing
重慶
Beijing
北京
FORD OPERATIONS IN GREATER CHINA
福特在大中華地區的業務
37
The Purpose of SIM
• Site improvement metrics (SIM) is a web-
based application that tracks and reports data
on site performance based on a standard set
of metrics defined by FORD.
• The SIM application draws together data that
is captured in operational systems throughout
Ford and consolidates it into one location for
easy access and use.
38
The Role of SIM in Site
Management
• SIM provides data that can be used to:SIM provides data that can be used to:
o Improve communication through Improve communication through
standardized data provide the performance standardized data provide the performance
metrics used in Q1 scoringmetrics used in Q1 scoring
o Improve communications through Improve communications through
standardized data and daily QR detail standardized data and daily QR detail
updatesupdates
o Identify opportunities for continuous Identify opportunities for continuous
improvementimprovement
o Measure site performance to support Measure site performance to support
operational processesoperational processes
39
Analyzing SIM Data
•• The Site Summary screen is the primary screen used for The Site Summary screen is the primary screen used for
site management and contains the following sections:site management and contains the following sections:
–– ContactsContacts
–– Q1 InformationQ1 Information
–– On-Going PerformanceOn-Going Performance
! ! PPMPPM
! ! DeliveryDelivery
! ! Field ActionsField Actions
! ! Stop ShipmentsStop Shipments
! ! PSW (not used in Q1 scoring)PSW (not used in Q1 scoring)
! ! Site Responsible Issues (Not used in Q1 Site Responsible Issues (Not used in Q1
scoring)scoring) 40
Advantage of SIM
• Reference of global purchasing
• Provide realistic information
• Reduce manual mistake and operation
waste
• Provide continuously improvement metrics
41
Suppliers
Warehouse
(MP&L)
CMMS3 IQC
PPM Report
Supplier
Improvement
Metrics (SIM)
M6 Form
(DF & DA)
Quantity
GSDB
STA
Current PPM Process
42
43
QC
Manager
Plant
Manager
Delivery
Champion
Responsible
STA Engineer
44
Q1 Information
Defect Parts
PPM Record
45
Delivery
Performance
Field Action &
Stop Shipments
46
精實製造 Lean ManufacturingLean Manufacturing
• 它是什麼?
是一種在價值流(value stream)中藉由排
除浪費以提昇流動性，使其能獲致更短的
前置時間，從而提供高品質、低成本的製
造哲學由產品開發、程序工程、營運管理
及企業總管理作業等所組成的一整合性系
統，其能為顧客提供價值及帶給人們尊嚴
47
福特原始的生產哲學FordFord’’s Original s Original
Manufacturing Philosophy (1926)Manufacturing Philosophy (1926)
標準化及持續改善Standardization and Continuous Standardization and Continuous
ImprovementImprovement
減少浪費Eliminate Waste
採用連續生產模式Use Continuous Flow Manufacturing
物料在來源處即採品質管理Practice Quality at the Practice Quality at the
SourceSource
摘錄自亨利福特的著作今日與明日
From Today and Tomorrow by Henry Ford
48
… Kaizen (改善)只是其中的一部
份
精實生產是一種系統 ...
問題解決
防呆措施 快速換模換線
全面生產
性維護
5S /
目視化工廠
看板
(Kanban)Kaizen
精實生產概論
標準作業
49
為什麼需要精實?
競爭上
壓力
品質
成本
速度
驅動作
業流程
顧顧客客滿滿意意
零不良零不良
訂購訂購到交到交貨貨
可可負擔負擔的的
事事業業架架構構
降低成本
後勤補
給
精實生產
預防不良
小批量生產
降低生產
前置時間
提提昇昇生生產產力力
50
製造競爭優勢
以精實生產提升生產力及
品質, 降低成本, 形成企
業的競爭優勢
51
從何處著手 …...
整體價值鍊
52
整體價值鍊
裝配廠
運送
售後服務
及保證
目前我們身處何處 ?
原材料
第第 1 1 階階
協力廠
第第 X X 階階
53
鑄造工廠
第第11階協階協
力力廠廠商商
內裝內裝產產品品
協協力力廠廠商商
內裝內裝產產品品
協協力力廠廠商商
第第22階階 第第22階階 第第22階階 第第22階階 第第22階階
第第33階階 第第33階階 第第33階階 第第33階階
價值鍊
裝配廠
54
衡量指標
• 總成本 ((Total Cost)Total Cost)
•首次合格率 ( (FTT)FTT)
• 製造週期時間 ((MCT)MCT)
•進料倉庫到出貨倉庫時間 ((DTD)DTD)
•總和設備效率 ((OEE)OEE)
55
總體成本
勞務及間接費用僅只是總成本中的一部份
原物料/外購部品
勞務及間接費用
索賠
運輸
其他
25%
60%
直接直接員員工工
(12)%(12)%
5%
5%5%
56
衡量指標
• 總成本 ((Total Cost)Total Cost)
•首次合格率 ( (FTT)FTT)
• 製造週期時間 ((MCT)MCT)
•進料倉庫到出貨倉庫時間 ((DTD)DTD)
•總和設備效率 ((OEE)OEE)
57
A
B
C
D
100/100 = 1
85/87 = .98
87/90 = .97
90/100 = .9
100100
9090
8787
計算最終産合格率(傳統)
合格率是多少?
1 × .9 × .97 × .98
= 85%
廢品
廢廢品品
1010
廢廢品品
33
廢廢品品
22
産産出出 = = 未作未作廢廢的的單單位位數數
開開始始: 100 : 100 個單個單位位
結結束束:85:85個個““良好良好””的的單單位位
58
A
B
C
D
100100
9090
8787
10
6
9
5
一次通過合格率及隱藏工廠
100-10(返工+廢品)/100= .90 一次通過合格率
87-7 (返工+廢品)/87 = .91一次通過合格率
90-12(返工+廢品)/90 = .86一次通過合格率
100-16(返工+廢品)/100= .84一次通過合格率
廢品
一次通一次通過過合格率合格率= = 未作未作廢廢
或或
返工的返工的單單位位 (59%) (59%)
返
工
隱藏
工廠
廢廢品品
1010
廢廢品品
33
廢廢
品品22
開開始始: 100 : 100 個單個單
位位
結結束束:85:85個個““良好良好””的的單單位位
59
衡量指標
• 總成本 ((Total Cost)Total Cost)
•首次合格率 ( (FTT)FTT)
• 製造週期時間 ((MCT)MCT)
•進料倉庫到出貨倉庫時間 ((DTD)DTD)
•總和設備效率 ((OEE)OEE)
60
進進料料倉庫倉庫到出到出貨倉庫時間貨倉庫時間 ((DTD)DTD)
製製造造週週期期時間時間((MCT)MCT)
出貨 進料
進進料料
倉庫倉庫
成品成品
倉庫倉庫
生產製造過程
衡量指標
61
衡量指標
• 總成本 ((Total Cost)Total Cost)
•首次合格率 ( (FTT)FTT)
• 製造週期時間 ((MCT)MCT)
•進料倉庫到出貨倉庫時間 ((DTD)DTD)
•總和設備效率 ((OEE)OEE)
62
重新檢視競爭優勢
以精實生產提升生產力及品質, 降低成本,
形成企業的競爭優勢
Dock - to - DockDock - to - Dock
成本管理成本管理
時時效管理效管理
品品質質管理管理
63
重新檢視競爭優勢
DTD 的管理與財務管理
庫存周轉率 = 庫存量 / 營業額
64
總和設備效率(OEE)
OEE是用來衡量一項設備的稼動
率、性能效率以及良品率。
對一瓶頸作業而言，OEE 是衡量
產能利用率的指標。
OEE =稼動率 x 性能效率 x 良品率
((作作業業))
65
全負
荷理
想產
能
計劃
稼動
理想
產能
換線
及故
障損
失後
產能
作作業業等等
待及未待及未
遵守遵守標標
準準等等損損
失後失後產產
能能
品品質質不不
良良損損失失
後後產產能能
未未計劃計劃生生產產的的產產能能損損失失
實際
產能
OEE損失的產能
總和設備效率(OEE)
66
OEE (Constraint)OEE (Constraint)
4848
6666
8181 8686 83837575
0
50
100
1 2 3 4 5 6
MonthMonth
O
E
E
%
O
E
E
%
良品率良品率 •生產總數
•良品數
•不良品數
性能效率性能效率 •作作業紀業紀律律
•小的作小的作業業
等待或中等待或中
止止
稼稼動動率率
• 換換模模換線換線
時間時間
•非非預預期故期故
障障時間時間
總和設備效率
67
精實生產
專注在: 排除價值流中的浪費
連續流動生產, 由顧客拉提式生產
儲存
進料倉庫
沖壓 點焊 裝配
生產控制協力廠商 顧客
修修補補
交運清單
預測量
訂單
交貨物料
排程 &
生產跟催
出貨倉庫
預測量
訂單
排程 &
生產跟催
排程 &
生產跟催
儲存 儲存 儲存
訂單 現金
68
標準作業Standardized Standardized
WorkWork
防止錯誤Error ProofingError Proofing
目視管理Visual controlsVisual controls
預防性維護Preventive Preventive
maintenancemaintenance
工作地點的組織
Workplace organizationWorkplace organization
貨櫃化ContainerizationContainerization
拉式生產Pull systemsPull systems
小批量生產Small Small
lot productionlot production
低庫存Low inventoryLow inventory
團隊精神Work Work
teamsteams
現場佈置流程
Layout/flowLayout/flow
快速換模換線
Quick tool changeoverQuick tool changeover
產出時間
Throughput timeThroughput time
檢查重點 Plant Tour Checklist
69
往未來圖五個階段的目的
穩定性StabilityStability
後拉式系統
平準化生產
同步生產
連續的流動
70
價值流圖的循環周期
繪製現
況圖
願景
VISIONVISION
製
程
數據搜
集
繪製
未來圖
列
出
製
程
改
善
機
會
辨識價值流
採取行動
未來圖變成
現況圖
減少浪費重點
Focused elimination of WASTE
71
營運計劃的傳承主要是要顯示出製造部門
(代表相當比例的固定及變動成本) 如何根
據營運計劃作調整
The Business Plan Cascade is intended to show how The Business Plan Cascade is intended to show how
manufacturing operations (which represent a substantial manufacturing operations (which represent a substantial
percentage of fixed and variable overhead) can be aligned with percentage of fixed and variable overhead) can be aligned with
Business Plan Plan objectives.
根據營運計劃調整生產型態
ALIGNMENT OF OPERATIONS WITH THE BUSINESS PLANALIGNMENT OF OPERATIONS WITH THE BUSINESS PLAN
72
每一直接或間接生產部門, 都必需根據營運
計劃設定目標以及衡量基準, 並且持續的朝
目標改善
To be aligned with the Business Plan each department which To be aligned with the Business Plan each department which
operates or supports production equipment/facilities need to set operates or supports production equipment/facilities need to set
an appropriate objective and measure performance using key an appropriate objective and measure performance using key
measurablesmeasurables. Continuous improvement toward these objectives . Continuous improvement toward these objectives
will:will:
根據營運計劃調整生產型態
Alignment of Operations with the Business PlanAlignment of Operations with the Business Plan
73
根據營運計劃調整生產型態
Alignment of Operations with the Business PlanAlignment of Operations with the Business Plan
排除價值鏈上的浪費 Eliminate waste in the entire Eliminate waste in the entire
value chain, including overheadvalue chain, including overhead
降低生產的基本成本 Reduce the manufacturer’s Reduce the manufacturer’s
cost basecost base
增加目前產品的獲利率 Improve its profitability Improve its profitability
on existing existing business.
以更低的成本來吸引顧客, 以及在銷售
的增加情況下獲利率也同時增加 Make the Make the
manufacturer more attractive to customers (via a lower cost manufacturer more attractive to customers (via a lower cost
base) and provide for increased sales with a commensurate base) and provide for increased sales with a commensurate
increase in in profits.
74
Strategic Purchasing Tools
and
Processes
75
Monopoly: Monopoly:
•• One seller controls the entire supply of a particular One seller controls the entire supply of a particular
.
Oligopoly:Oligopoly:
•• Market with a few sellers :automobile, steel, with a few sellers :automobile, steel, tobacco.
Differentiated Competition: many sellers producing Differentiated Competition: many sellers producing
differentiated products within the same products within the same market.
Perfect Competition: (pure competition): large numbers of Perfect Competition: (pure competition): large numbers of
buyers and sellers; homogeneous and sellers; homogeneous products.
Market Competition
76
Competitive Scale
Monopoly Oligopoly
Differentiated
Competition
Perfect
Competition
5% 70% 25%
Imperfect Competition
70% of the transactions fall under markets characterized by
imperfect competition.
77
Market Intelligence
• What is the market competition, . pure, What is the market competition, . pure,
monopoly, imperfect?monopoly, imperfect?
• What market activity is happening? What market activity is happening?
consolidation, deregulation, new technology, consolidation, deregulation, new technology,
.
• What is the current market size?What is the current market size?
• What is the market growth rate?What is the market growth rate?
• What segments exist in this market?What segments exist in this market?
• What share in these market segments do What share in these market segments do
you hold?you hold?
78
Supplier Intelligence
•• Company OwnershipCompany Ownership
•• Company Size: number of employees, plantsCompany Size: number of employees, plants
•• Growth RateGrowth Rate
•• Major CompetitorsMajor Competitors
•• Competitive Edge: price, quality, design?Competitive Edge: price, quality, design?
•• Major customers, percentage of company revenueMajor customers, percentage of company revenue
•• Management PhilosophyManagement Philosophy
•• Raw material cost as % of Cost of Goods SoldRaw material cost as % of Cost of Goods Sold
•• Source for raw materials: make vs. buySource for raw materials: make vs. buy
•• Quality Systems, quality certifications, quality rate: PPM Quality Systems, quality certifications, quality rate: PPM
•• Delivery Performance: % on time deliveryDelivery Performance: % on time delivery
•• Technical Partnership, Product Development experience Technical Partnership, Product Development experience
•• Number of sales and PD staff, enough to meet customer’s Number of sales and PD staff, enough to meet customer’s
needs?needs?
•• Capacity managementCapacity management
79
Competitive Advantage Matrix
•• Does the buyer or the seller have the advantage in Does the buyer or the seller have the advantage in
the market? the market?
80
Supply Positioning
Supply positioning Supply positioning allows you to segment the total you to segment the total
spend and establish different objectives for each spend and establish different objectives for each
.
Supply positioning is based on two elements:Supply positioning is based on two elements:
1. Relative value Relative value - purchase value as a percentage - purchase value as a percentage
of total spend in the commodity categoryof total spend in the commodity category
2. Risk of ExposureRisk of Exposure or level of competition - number or level of competition - number
of suppliers in the market, quality levelof suppliers in the market, quality level
81
Supply Positioning
Strategic SecurityStrategic Security
Secure
Supply
Strategic CriticalStrategic Critical
Contingency
Planning
Tactical AcquisitionTactical Acquisition
Streamline
The Process
Tactical ProfitTactical Profit
Drive for
Profit
R
isk or
E
xposure
High
Low
HighLow Relative Value
82
Supplier Preference
While supply position is the buyer’s assessment of While supply position is the buyer’s assessment of
the vendor’s importance, the vendor’s importance, supplier preference is how supplier preference is how
the supplier sees the buying side. How important is the supplier sees the buying side. How important is
this customer to the company’s overall business?this customer to the company’s overall business?
1. 1. Relative value:Relative value: the customer’s purchase value the customer’s purchase value
as a percentage of vendor’s total sales accountas a percentage of vendor’s total sales account
2. 2. Level of Attraction:Level of Attraction: profitability, ease and profitability, ease and
frequency of communication, compatibilityfrequency of communication, compatibility
83
Supplier Preference
DEVELOPMENTDEVELOPMENT CORECORE
NUISANCENUISANCE EXPLOITABLEEXPLOITABLE
Relative Value
Level of A
ttraction
High
Low
Low High
84
Tactical Synthesis
Tactical Synthesis integrates the two perspectives Tactical Synthesis integrates the two perspectives
of Supply Positioning and Supplier Preference to of Supply Positioning and Supplier Preference to
come up with purchasing up with purchasing strategies.
Elements of consideration:Elements of consideration:
•• Contract Type/Duration: short-term vs. long termContract Type/Duration: short-term vs. long term
•• Transaction ManagementTransaction Management
•• Inventory HoldingsInventory Holdings
•• Relationship TypeRelationship Type
•• Bid Process: Single Bid, Open BidBid Process: Single Bid, Open Bid
•• Risk LevelRisk Level
•• ActionAction
85
Tactical Synthesis
86
87
16
13
15 4
10
13
12 14
11
220
5
6
87
917
18
19
88
Annual Commodity Sourcing Strategy
Objectives
Process
Actions
89
Objectives
To get company cross function’s consensus
Systematic method
To build a long- term strategic partnership
Sublimation of strategic intent
Synthetic combination of APQP and
manufacture site assessment
90
Process
Form Commodity Strategy Team
Determine Short Term & Long Term
Requirements
Evaluate Suppliers
(Current & Proposed)
Commercial
Quality
Delivery
Technology
Identify Preferred Suppliers
Source, Re-source
Consistent with Commodity Strategy
Review & Revise Annually
Buyer
Leader
Leader
STA
Engineer
Design
Engineer
Plant
Representative
Other
91
92
Evaluate Suppliers (Current & Proposed)Evaluate Suppliers (Current & Proposed)
Provide a tool for supplier classification and
selection
Identify areas for improvement
Convey Ford expectations to the suppliers
93
Technology
Supplier’s technological leadership in the
commodity they provide. Includes the supplier’s
use of high tech manufacturing processes, and
their design, research and development
capability.
Evaluate Suppliers (Current & Proposed)Evaluate Suppliers (Current & Proposed)
94
Quality
The supplier’s ability to consistently deliver high quality The supplier’s ability to consistently deliver high quality
parts that work effectively in the assembly and/or parts that work effectively in the assembly and/or
manufacturing operation, and meet, or exceed, all manufacturing operation, and meet, or exceed, all
warranty requirements.
Measures of quality:Measures of quality:
R/100 or R/1000= Rejects per 100 or 1000 parts producedR/100 or R/1000= Rejects per 100 or 1000 parts produced
TGW= Things gone wrongTGW= Things gone wrong
PPM/PPB = Parts per million or Parts per Billion rejectedPPM/PPB = Parts per million or Parts per Billion rejected
IR’s = Incoming Rejected parts shipped into the using plantIR’s = Incoming Rejected parts shipped into the using plant
Evaluate Suppliers (Current & Proposed)Evaluate Suppliers (Current & Proposed)
95
Commercial:
Supplier’s cost competitiveness and responsiveness. Supplier’s cost competitiveness and responsiveness.
Cost competitiveness refers to the supplier’s ability to:Cost competitiveness refers to the supplier’s ability to:
Meet target pricesMeet target prices
Respond with RFQ prices at, or below, their competitor’s Respond with RFQ prices at, or below, their competitor’s
pricesprices
Reduce prices through productivity improvementsReduce prices through productivity improvements
Responsiveness refers to the suppliers ability to:Responsiveness refers to the suppliers ability to:
Respond to Request for Quotations (RFQ’s) by the specified Respond to Request for Quotations (RFQ’s) by the specified
datedate
Respond to, and resolve, quality and delivery problemsRespond to, and resolve, quality and delivery problems
Evaluate Suppliers (Current & Proposed)Evaluate Suppliers (Current & Proposed)
96
Delivery:
Supplier’s ability to respond quickly and correctly to Supplier’s ability to respond quickly and correctly to
release requirements, neither under shipping nor over release requirements, neither under shipping nor over
shipping. An efficient manufacturing process increases shipping. An efficient manufacturing process increases
the supplier’s ability to perform in the area of:the supplier’s ability to perform in the area of:
Evaluate Suppliers (Current & Proposed)Evaluate Suppliers (Current & Proposed)
••Ford Communication SystemFord Communication System
••Shipping PerformanceShipping Performance
97
Action
Source and re-source parts as necessary to
meet plan.
Source parts to the most capable suppliers.
Re-source parts from suppliers who are not
capable of supporting Ford’s requirements for
quality, cost, delivery, and technology.
98
