Now many manufacturers often complain about inefficient suppliers. However, the manufacturer supplier before the accused may be more should check their policies and procedures. Manufacturers from the United States car manufacturers, Japanese auto makers as well as the two suppliers to provide parts found in supply chain operations "have" and "lost."
In the 20th century, 80's and 90's, Japanese auto makers in the United States established a strong production capacity, and their world-class manufacturing standards quickly become the new U.S. auto industry quality standards. These guidelines go far beyond the time (JIT) delivery of parts to the factory, including all aspects of lean manufacturing (see "Lean manufacturing and time delivery"). Japanese car manufacturers, with their lean focus on capacity, realize that their success depends on developing a local supply of library, which means that they share with the U.S. supplier manufacturing management guidelines and technology. These guidelines and technology makes a similar factory in Japan are very competitive. Taking into account the mainland area and the transport system to achieve on-time delivery is not very reliable, many skeptics maintain that lean manufacturing will never be effective in North America. However, Japanese companies in the United States proved that is not the case. U.S. automakers began to follow the Japanese counterparts leader in lean manufacturing direction and request them to change their suppliers to provide logistics services on time.
Suppliers recipe for success
- Operation in the U.S. Japanese manufacturers and their suppliers to work together developing lean capacity.
- Japan's balance of their factory production tasks in order to avoid peak demand, allowing fewer suppliers inventory.
- Set up a factory in Japan ordered the delivery time windows (time windows) system, in which all parts must be received at the delivery facility.
- Japanese factories using lean transportation system to handle mixed-load, small-volume delivery. Sometimes the establishment of a cross-dock (cross-dock) to the large volume of goods re-divided into smaller quantities.
- Japanese factories to encourage suppliers only at a particular point in time delivery of parts assembly plant in need, even if it means some-filled truck. On the effective implementation of a lean program for automobile manufacturers, suppliers and their in-house logistics activities from the traditional large-scale manufacturing systems to changes in lean systems, it appears to be crucial. In fact, this is not entirely correct. Car manufacturers and logistics activities within the management strategy - in other words, the customer's logistics activities and their own internal management policies - may have the capacity of suppliers (vendors to respond to the capacity of lean systems and customers at the right time so and appropriate access to appropriate parts location ability) has a far-reaching implications.
Lean manufacturing and time delivery
Although JIT and lean manufacturing have been too much publicity, on what they are and how to make them function effectively may seem unclear. Lean manufacturing is the manufacturing of wisdom, it focused on the delivery time to the minimum cost of the highest quality products. This is a production system, but also focus on value stream systems. Value stream, including the raw materials into products that customers need to process all the steps that need. Any process can not do this step is considered wasteful steps. Indispensable, when the value stream in the distant flow between customers and suppliers, obsolete, resources are wasted - the value of value-added products can not simply from the process flow of the process add value. So lean supply chain management objective is to minimize this waste, so that products can flow to maximum efficiency. Lean manufacturing is a key part of delivering on time - at the right time to the right parts to the right place. The supply of U.S. suppliers to prove the performance of the North American automotive industry supply chain management clients on the impact of policies: U.S. suppliers to supply Japanese auto parts manufacturers for the U.S. auto makers than to provide more efficient components.
To compare the three major automobile manufacturers and the Japanese factory's policies and guidelines, Jeffrey K. Linker and Yen-Chun Wu investigated for both the U.S. and Japan provide similar products supplier. Suppliers of products or logistics managers fill in for their biggest U.S. and Japanese auto manufacturers provide parts manufacturing and logistics activities when the questionnaire. Because a provider may operate several internal logistics and external logistics completely different factories, we focus on a single plant, and from the same suppliers as independent multiple plant conditions. We not only investigated the overall difference between the U.S. and Japanese customers, but also investigated the specific customers What's the difference: the U.S. auto makers Ford, General Motors and Chrysler; Japan Honda Motor, Nissan Motor, Toyota and other manufacturers. A total of 91 vendors describe their U.S. and Japanese customers. We found that Japanese auto manufacturers would effectively target lean manufacturing "into the" U.S. suppliers, in these guidelines, they are more successful than their U.S. rivals. Here is a Japanese manufacturer's recipe for success and the U.S. auto manufacturers operating mode of the investigation, even though manufacturers try to follow the guidelines for lean manufacturing and logistics, they fail to meet performance standards in Japan.
First, access to lean manufacturing Japanese car manufacturers, and compared with the United States, more emphasis on long-term business relationship.
When Toyota, Honda and Nissan in the United States set up the engine and assembly plants, they brought the Japanese suppliers - these suppliers have already mastered lean manufacturing and logistics. But under pressure from the United States Government, car manufacturers started looking for to meet their stringent cost, quality and delivery standards of local suppliers. This is not easy to do. Japanese auto makers face a choice: to accept the lower performance of suppliers, or investment and to improve relations with U.S. suppliers, the church they lean manufacturing. Eventually they decided to develop and direct suppliers. Simply look at a Toyota Motor and one of his supplier Johnson Controls case, she could be sent to the assembly line in the chair until a few hours of production to the Toyota is known for deliver seats. Prior to working for Toyota, suppliers will save a lot of seat inventory. Work for Toyota, and in 1992 to Georgetown, Kentucky plant after the transition to lean manufacturing, inventory turnover days fell to 4.1 days from 32. This requires many internal changes, such as the time from 6 hours to install mold compressed to 17 minutes. Indeed, customer / supplier relationship is to the success of Japanese manufacturers with innovative manufacturing and purchasing criteria of a decisive factor. Japanese manufacturers and a small number of suppliers a close relationship and exchange of information through a wide range of these suppliers and factory production systems and integrate JIT delivery system. Our data show that the Japanese auto manufacturers to suppliers of investment is worth it. In the same supplier factories, the same services as their American competitors compared to the production line for the Japanese auto parts manufacturers to supply the production line is more lean. In Japan, where U.S. suppliers, the Japanese car manufacturers to focus on maintaining low inventory levels, maintain production levels and quality integration.
(A) to maintain low inventory levels the key to the success of lean manufacturing is to maintain low inventory levels. (See "Comparative supplier performance indicators") Ideally, the customer from the need for a supplier of components to produce the parts is a very short time interval. In the case of traditional mass production, the supplier's production schedule according to their organization of production regardless of whether the customers really need these products. This supplier inventory storage to several weeks, but can not provide the products our customers need. In the case of small batch production, product suppliers and customers in the swift flow. Small batch of products is clearly meant lower stock inventory costs, but there are other more important benefits. Providers can more quickly respond to changing customer needs. They can quickly identify products which need to pick out any flaws or defects in components of the potential re-processing less. Activities for invalid persons less, if the volume of inventory shipped from one place to the factory, productivity is improved. At the same time as the Japanese and U.S. customers manufacturing and transportation suppliers of similar products factory, Japanese manufacturers to maintain their inventory level than for the U.S. car manufacturers to maintain low inventory levels. For the Japanese manufacturers service providers to obtain the inventory turnover rate is 38.3 (the ratio of annual sales and average inventory) and for U.S. clients to maintain the inventory turnover rate of 25.4. They are also more low-maintenance product (WIP) inventories, end customers in Japan for their supply and goods in transit (on-truck) inventory. Customers in Japan and the United States also highlighted significant differences between them. In the Japanese auto manufacturers, Toyota inventory at least, it is recognized as the first Toyota production system has a lean manufacturing company. Chrysler leader in the U.S. auto industry, his early to provide parts assembly plant, the investment JIT system. Ford's in-transit products (on the wheel) the highest. Although the United States still lag behind their Japanese competitors, but they are moving forward. However, delivery is still common over the past week, in order to reduce inventory in the delivery direction of the Japanese, the United States have been major changes. For example, Ford, although in-transit product is high, but as part of Ford's production system, Ford has been a positive shift to more frequent deliveries of small quantities.
You might think that there can not reduce the inventory will be delivered to customers on or off assembly line of risk, which in turn sent a truck or even the use of helicopters, leading to more expensive shipping costs. Despite running less inventory, but the Japanese manufacturers have not only to pay high shipping costs. In fact, the Japanese manufacturers pay the cost of emergency shipments (sales of $ 371 per million) than the cost of U.S. auto manufacturers (sales of $ 714 per million) lower. Toyota supplier is the best operators, the cost is $ 204, while end here Chrysler is the worst case cost of $ 1 235.
Consider reducing Toyota's U.S. supplier of the numerous benefits of the stock. When Toyota started Lexus from the Garden State Tanning for the purchase of leather car seat, car manufacturers found that GST can not keep up with demand. Suppliers often can not be shipped and must transform from a planned maritime air to prepare the leather seat of the Toyota factory in Japan. Although the GST paid emergency shipment costs, Toyota suppliers are not satisfied with the completion. Manufacturers set a group of experts to Toyota Production System GST, to cooperate with each plant, from the CEO to the ordinary worker, factory equipment, this team will move to One-piece flow cells, implementation of the kanban system for cutting leather and cut Kraft stock swap to develop standard processes.
GST's CEO confident will lead to reduced inventories increase in the number can not be shipped. To his surprise, with the leather stock fell from 112 000 to less than 40 000, the cost of emergency air vertically down to near zero. Meanwhile, virtually eliminating quality defects, productivity doubled, while the delay time by the annual event down to two from 242. The supplier within two years to achieve such results without spending additional funds.
(B) to maintain production levels
Lean Manufacturing's success depends on an appropriate level of production schedule, that is, different products must be evenly distributed, to minimize the upstream business and supplier uncertainty. Toyota will define the appropriate level of production in the assembly process, "even within the span of production and description of the distribution of workload (volume and specification)", so suppliers can have a smooth and stable demand stream. An uneven production schedules (for example, the manufacture of two high-volume manufacture of high-volume automotive steering for the four-door car) will dramatically increase the demand for suppliers. In order to deal with peak, suppliers are forced to maintain high inventory levels to ensure customer needs to prepare the unexpected. Donnelly Morrors to non-uniform arrangements for the production of finished products to customers to maintain customer inventory called the "wall of shame" (wall of shame).
For suppliers to provide a predictable schedule (and stable demand for order and regular), a small amount of stock and needed only cover unexpected fluctuations in demand for lean logistics system is especially important. Japanese manufacturers in this regard than their American competitors. Order of their demand is stable, reflecting their greater level of assembly plant schedule. Honda, Nissan, and Toyota in their Japanese counterparts also stand out. Toyota is particularly sensitive to the level of production, which is the core of the Toyota Production System principles. Manufacturers that can not maintain a uniform schedule of customers have no right to use a JIT pull (pull) system. Production of non-standard arrangements for customers only to impose their chaotic systems in the supply of providers, and suppliers to pay higher inventory costs, and all related ills and emergency delivery due to higher transportation costs. However, the three giant wake up too late. In fact, only the Chrysler being improved and modified. Than Ford and General Motors supplier, Chrysler suppliers plan their production schedule from, can be relaxed. They stock less and still consistently meet customer needs. Chrysler to control production schedules to keep even the ability may help to explain the company's lower inventory levels.
Have written a lot about the "Bullwhip (bull whip)" Effect of the article, the customer plant a small change in schedule will result in a greater imbalance supplier factories, and suppliers of suppliers for even greater volatility. In short, to maintain a uniform schedule of production orders would have an impact on secondary and tertiary levels. Japanese manufacturers and U.S. manufacturers affected the progress of activities arranged by the supplier to maintain the level of production capacity: the same supplier for the Japanese manufacturers than for the U.S. auto makers to maintain a higher level of degree production. And when the first-class suppliers to carry out the level of production, their second-tier suppliers to reduce inventory and better based on the shipping time.
Goods in full, the Japanese customers than the customers in the U.S. pressure on suppliers smaller. In addition, if not full of trucks, only 8% of Japanese customers of suppliers were fined, while 33% of U.S. customers have been fine suppliers. Ford truck suppliers bear the full pressure of the special, which is a Toyota supplier formed a sharp contrast. Ford ranked very low in the lean inventory area, particularly its high level of inventory in transit, this part can be explained by the company's shipping policy. Ford wants to use all of the truck space to reduce transport costs, the company based on the minimum weight requirement, require suppliers to fill trucks. Ford usually pay transportation costs, but can not meet the minimum target of suppliers have to pay shipping costs. Ford's policy of encouraging suppliers to fill trucks, Ford, regardless of whether these parts. The norms and at the right time, delivered to the appropriate parts of this core right place contrary to the basic principles of lean manufacturing.
(C) the quality of integration
Suppliers to customers in the U.S. and Japan to deliver the same quality of the product, but for U.S. customers supplied, often within the scrap and rework aspects of the cost is much higher than Japan. This is because Japanese manufacturers for the supply of quality measures to adopt a "prevention, process control," while U.S. manufacturers use the "after-examination."
Adopt a "prevention, process control," the quality policy is another effective lean manufacturing needs. After replacing the quality (leading to expensive repair costs and maintenance of workshop space, a waste of space), rely on formal testing to find defects, workers unusual at any time can stop the production line.
Although the United States and Japan customers receive the products from the supplier's quality requirements are not very different. However, suppliers report: provide parts for Japanese scrap and rework products significantly higher than the number three U.S. car giant small number of suppliers. In other words, the supplier sent to customers the same quality of goods, but the internal scrap and rework, in order to U.S. customers pay a higher cost. Obviously suppliers for the Japanese manufacturers supplied more willing to improve quality, and supplied to U.S. customers only after the detection quality.
Second, to achieve transport and delivery on time
Lean manufacturing can be made to minimize inventory and avoid waste, but it is very dependent on low-volume, high-frequency components of the shipment, but also orderly, timely, and keep costs low. As Japanese manufacturers in lean manufacturing, outstanding. Similarly, also in JIT logistics excellence. In general, in addition to the load (the number of trucks can carry over), in all aspects of logistics performance, as Japanese manufacturers supplier suppliers supply more than three giant suppliers to obtain a higher score. U.S. factory goods suppliers is 68% load level, while the Japanese suppliers, only 47% load level. Customer policy difference is the reason: the U.S. supplier of truck parts customers punish the behavior of loaded, and the Japanese customers expect only the parts supplier when necessary, transport the necessary accessories.
When it comes to delivery and transport system, Japanese manufacturers have done right? Them with the major carriers have developed sophisticated cooperative relationship between the proposed strict delivery requirements, through the use of innovative delivery methods and effective loading methods (such as product mix loading) to compensate for long-distance transportation in the United States the cost.
(A) the development of close relations with carriers
Develop close links with transport carriers and the development of relatively small parts with close supplier relationships as important as its vehicle manufacturers deliver lean manufacturing and the effective functioning of the system is equally critical. By focusing on a small part of a selection of carriers, called "core carriers", such as lean manufacturing and installation business, closely arranged delivery, cargo tracking, and effective communication of information, access to effective and reliable services .
Japanese manufacturers and the three giant U.S. auto industry, the number of core carriers to the main cargo transportation. But the Japanese manufacturers than the American car manufacturers use more fully the major carriers: the Japanese average of 1.4 transportation company, with U.S. car manufacturers use 4.3 in contrast to the transport company. In addition, the carriers for the Japanese manufacturers to provide the highest shipment delivery services accounted for 92% of their total, while in the U.S. car manufacturers, the highest proportion of 75%.
When viewing individual car manufacturers, it is clear that one would see a huge difference. For example, Toyota (Toyota) and General Motors (GM) of the contrast is striking: Toyota uses only one carrier, and General Motors use the seven carriers. So as compared to GM and Toyota lead late, slow discharge is not surprising. With such a large number of core carriers, GM how carriers can integrate into the work schedule system, to give GM the highest priority to achieve optimum delivery it? Lesson is clear: if a car manufacturer to transport operations to the lowest bidder outsourcing, the result will be the shipping costs low, but not necessarily high-quality service. In a lean enterprise, not a lot of inventory reserves of insurance, reliable transportation services is critical. With the development of the relationship between carriers and requested that a continuous, on-time transport service as the highest priority.
Customers can establish a strict delivery conditions (on the frequency, delivering assigned time period and the effective loading and unloading), Lai stimulate suppliers by Gaijin their own operations and shipping activities to meet the Zhexie conditions.
Require suppliers to Japanese manufacturers often ship is a key to success. Few suppliers that customers receive shipments and inventories held by large-volume, increasing the cost of inventory storage, possession of valuable space, hide the quality issues. Service suppliers of Japanese manufacturers are also in the daily delivery service than the supplier for the U.S. operations more efficient: suppliers to Japanese manufacturers shipped 3.6 times daily, with three giant U.S. services providers 2.4 contrast. Chrysler suppliers shipped 4.0 times the daily average, and Ford suppliers shipped 1.1 times daily average contrast. Toyota supplier to all vehicle manufacturers stand in the forefront of delivery 5.0 times a day.
To avoid confusion and delivery terminal congestion, lean customers require suppliers within a specified time interval removal of the goods. Lean manufacturing aluminum trough a company to implement a strict time window (Time Windows), to shipping finished products. They also developed a very strict system, according to the time of delivery to avoid the completion of product inventory, a standardized method of loading and unloading time and finished products. Day delivery in order to ensure that shift, there is a uniform workflow. The result: always crowded in the 12 cargo terminals, 10 terminals are closed. Two were retained even use terminal all day, and the two terminals on the little delay to happen.
Similarly, there are indications that, on discharge and timely delivery, although in theory the U.S. car manufacturers to accept the basic principles of lean manufacturing, they do not understand this norm is a key element of effective. Only 34% of suppliers reported that their Japanese customers to allow truck drivers to deliver the prescribed time before the discharge. Instead, a full 63% of suppliers claimed that the U.S. car manufacturers to allow early discharge. U.S. clients and Japanese customers in the use of working time is not very different from the windows. However, carriers often can not really achieve the expectations of suppliers, especially in delivery to U.S. customers expectations of suppliers. Japanese manufacturers of carriers to 89% of supplier factories handling time window, and the United States in contrast to 79% of our customers. Note that, although required to achieve 100% GM, General Motors of the carriers have made only 72% of the time working.
(C) make up "from the Games," the lack of
North America covers a large area of the proposed lean manufacturers geographic challenges daunting. In Toyota City, Toyota is famous for JIT methods. Toyota City is located in a rural area outside of Nagoya, in a unique geographic environment. More land, and suppliers to Toyota service, parts factory set up around the assembly plant. Parts in the assembly line needs just a few hours before, the supplier will receive the demand signal, and the ability to transport Toyota all day just needs several accessories, while the production well before the delivery of needed parts.
When suppliers hundreds of miles from the assembly plant, and delivery takes several hours, obviously this does not work. Our results show that the supplier to the customer, the average transport distance between the two countries are similar: to Japanese customers for the 376 miles, the distance corresponding to U.S. customers is 356 miles. But the Japanese manufacturers have found a remedy in the United States encountered the method of geographical distance. "Routine transport (milk run)", or mixed delivery is the answer. If a factory is an assembly plant can provide enough product to fill several trucks a day, then the traditional point to point delivery of lean manufacturing in the run well. However, if the situation is not as routine transport (milk run) (involving several suppliers to assembly plants and office stopped) is preferable.
U.S. customers more than their counterparts in Japan tend to carry a single product: 33% of U.S. customers to use a single product load, with Japanese customers in contrast to 16%. In addition, 57% of U.S. customers to use point to point delivery of cargo carriers, which is 37% of Japanese manufacturers in stark contrast. And 18% of Japanese manufacturers of goods delivered through the delivery mix, which U.S. auto manufacturers in contrast to only 8%.
Examples from the vendor can see only 13% of Toyota factory delivery of a single product, point of shipment. In the North American automotive industry, Toyota has become the leader in cross-dock technology. Cross-dock side to accept the vehicle in a warehouse loading products, while new combinations of goods, the mix of goods loaded in different vehicles. Automobile manufacturing industry has established cooperative, called cross-goods (transfreight), to teach companies how to use the Toyota Production System to manage cross-dock. Full delivery or regular delivery from each supplier into the cross-dock. Inventories of goods and then re-cross the city mixed load combinations, and transportation Toyota assembly plant just 1.5 hours the number of raw materials needed. Raw material flow through the body, the temporary storage time little more than a few hours. In the Nirvana project, Ford took a similar approach.
(D) effective loading methods used
In traditional manufacturing, the extra time spent loading and unloading of goods vehicles may result in additional labor costs, but those little extra labor costs. In contrast, lean manufacturing, loading and unloading time is critical, because there is no inventory buffer in the assembly line.鏀惧湪璐ц溅涓婄殑瀛樿揣琚嵏涓嬮渶瑕侀澶栫殑鍗婂皬鏃讹紝鍙兘鎰忓懗鐫?閰嶇嚎灏嗘?鍒囩瓑寰呴厤浠躲?
Japanese manufacturers of loading time was significantly less than the U.S. car manufacturers. Japanese customers, suppliers only need to install a cargo truck 38 minutes, while the U.S. provider customers need to spend 58 minutes. More special is that Ford and Chrysler suppliers to spend time loading Nissan and Toyota suppliers twice.
The results show that the side loading trucks from unloading can spend less time, but only for the Toyota service carriers use trucks with side-mounted equipment. Loaded truck in the end, only a very small space for moving parts, and workers working near the cab of the parts before, we must first move the tail parts. Side space for trucks offer a wide range of accessories for the whole truck. In addition, workers can choose to determine the order of discharge. Discharge at the same time, parts were sent to the local assembly plant similar to the store. However, side require substantial investment and cooperation from suppliers. If the supplier has established a set up for the last loaded truck loading terminal, the method has no effect.
Load can also be used in order to improve efficiency. Large vehicles customized for different products on the assembly line was built according to the requirements of the car to accurately order to be shipped to assembly plants. Not in the production line for the next production line flow downstream around to find the car seat, assembly line workers need only go one place, pick up the next parts order. This allows workers to concentrate their efforts on assembling cars, rather than looking for a fitting, and this also reduced for a particular car the wrong parts of the probability. Japanese auto makers tend to use more than their U.S. counterparts in order load. Japanese manufacturers have a total of 19% of goods in the order of loading, and 3% of U.S. car manufacturers contrast. Toyota supplier to obtain the highest score, was 34%.
Truck drivers and loading will be the responsibility of workers to distinguish an effective vehicle transmission system, it can improve the loading efficiency. The system involves giving up an extra truck supplier factories or trailers, which suppliers can load the driver before the goods reach the dock. A truck driver can be loaded immediately leave the vehicle, rather than wait for it to be filled.涓烘棩鏈埗閫犲晢鏈嶅姟鐨勪緵搴斿晢鏇村?鍚戜簬浣跨敤棰濆鐨勮揣杞︽垨鑰呮寕杞︼紝灏ゅ叾鏄湰鐢扮殑渚涘簲鍟嗭紝浠栦滑涓棿66%閮借繖鏍峰仛鐨勩?
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聽聽聽 杩欐槸姹借溅琛屼笟鐨勭嫭鐗圭幇璞″悧锛熸樉鐒讹紝绛旀鏄?no鈥濄?鑸┖涓氥?閫犺埞涓氥?璁＄畻鏈轰笟銆佸鍏蜂笟銆佹补婕嗕笟銆佺數璁笟浠ュ強閾濆埗琛屼笟锛堝彧涓惧嚑涓級鍙戝睍鈥滅簿鐩婂埗閫犫?鐨勫叕鍙搁潰涓村悓鏍风殑闂銆傝?铏慔erman Miller鐨勫垎鏀儴闂∕iller SQA閫夋嫨寤虹珛涓?潯鈥滅畝鍗曘?杩呴?鍜屾煍鎬э紙affordable锛夆?鐨勭簿鐩婅澶囩敓浜х嚎銆備负浜嗗儚璁歌鐨勮繀閫熶氦浠橈紝鍏徃闇?鎬ュ墽闄嶄綆璁㈣揣鍜屼氦璐т箣闂寸殑鏃堕棿锛屽洜涓轰粬浠殑绔炰簤瀵规墜鍦ㄦ敹鍒板鎴峰畾鍗曞埌鍚戝鎴峰彂璐у彧鏈変簩鍒板洓涓湀銆傞?杩囩郴缁熸鏌ヤ环鍊奸摼鐨勬瘡涓?楠ゅ拰鍓婂噺娴垂锛孧iller SQA鏈夎兘鍔涘皢璁㈣揣鍒板彂璐т箣闂寸殑鏃堕棿鍑忎负鍑犲懆锛涘湪鏈変簺鎯呭喌涓嬶紝鐢氳嚦鍙互鍑忓埌鍑犲ぉ銆傚叕鍙镐负瑁呴厤鍜岃澶囧缓绔嬩簡绮剧泭瑁呴厤鐢熶骇宸ュ巶锛屽苟鍦ㄨ閰嶅伐鍘傞檮杩戝畨瑁呬簡涓?釜娴嬮噺涓績锛堜竴涓氦鍙夌爜澶达級銆傞渶姹備俊鍙凤紙pull signal锛夎閫佸埌娴嬮噺涓績锛屽苟涓旈厤浠朵粎浠呭湪闇?鍓嶅嚑灏忔椂琚?鍒板伐鍘傘?鍦∕iller SQA鐨勫府鍔╀笅锛屼緵搴斿晢宸茬粡寮?彂鍑洪潪甯稿彲闈犵殑绮剧泭鍒堕?绯荤粺銆備緵搴斿晢涓庢祴閲忎腑蹇冮?杩囩數瀛愯繛鎺ワ紝鏀跺埌闇?眰淇″彿鍛婅瘔浠栦滑浠?箞鏃堕棿闇?琛ュ厖閰嶄欢銆?br />
聽聽聽 Miller SQA涓嶈兘鍧囧寑瀹夋帓浠栦滑鐨勭敓浜ц鍒掞紝鍥犱负瀹冨缓绔嬩簡璁惧鏉ヨ璐э紝浣嗘槸閫氳繃鍙戝睍绮剧泭渚涘簲鍟嗐?闈炲父鐏垫晱鐨勮閰嶈溅闂翠互鍙婁俊鎭妧鏈敮鎸侊紝鍏徃鍦ㄨ褰曟椂闂村唴浜や粯浜嗗嚑涔庤川閲忓畬缇庣殑400 000浠舵渶缁堜骇鍝併?
聽聽聽 寤虹珛涓?釜绮剧泭浠峰?閾剧殑濞佸姏閫愭笎琚ぇ瀹舵帴鍙楋紝骞朵笖鐢氳嚦鏄赴鐢伴兘鍧氭寔涓嶆噲鐨勭殑鏀硅繘绯荤粺銆傞殢鐫?數瀛愬晢鍔℃浼愮殑鍔犲揩浠ュ強瀹㈡埛鏈熸湜浜よ揣濡傝绠楁満涓?牱杩呴?锛屼笟缁╁帇鍔涘皢鍙樼殑鏇村姞绱ц揩銆傜簿鐩婂埗閫犵殑鏍稿績鏁欑泭灏辨槸锛岄?搴﹀苟涓嶆剰鍛崇潃澧炲姞鎴愭湰鍜岄檷浣庤川閲忋?缂╃煭鏃剁嚎锛坱ime line锛夊疄闄呬笂鑳藉鏀硅繘璐ㄩ噺鍜岄檷浣庢垚鏈?浣嗘槸瀹㈡埛涓嶈兘鍙槸鏈熸湜閫氳繃渚涘簲鍟嗘墽琛岀簿鐩婂埗閫犳爣鍑嗘潵鍙栧緱杩欎簺濂藉銆傚缓绔嬩竴涓簿鐩婁緵搴旈摼闇?鍦ㄤ环鍊奸摼鍏宠仈鐨勬墍鏈夊悎浼欎紮浼翠腑浜ゆ祦鎰忚銆?br />
聽聽聽 闄勶細璋冩煡鏃舵墍浣跨敤鐨勬柟娉?br />
聽聽聽 琚皟鏌ヨ?閮芥槸姹借溅琛屼笟鐨勪緵搴斿晢銆傛垜浠?鎷╂苯杞﹀埗閫犱笟鏄洜涓哄叾琛屼笟璧勬簮涓板瘜銆佷骇鍝佸鏉傦紝杩樺洜涓烘垜浠湁鏈轰細鍒版苯杞︿緵搴斿晢宸ュ巶杩涜鐮旂┒銆?姝ゅ锛屾苯杞﹁涓氭櫘閬嶈璁や负鏄竴涓噰鐢ㄧ簿鐩婃柟娉曟瘮杈冩垚鍔熺殑琛屼笟銆傛渶鍚庯紝鏈?繎瀹炶返鐮旂┒琛ㄦ槑渚涘簲鍟嗕笌缇庡浗姹借溅鍒堕?鍟嗙殑鍏崇郴姝ｅ彂鐢熺潃杈冨ぇ鑼冨洿鐨勫彉闈╋紝姝ｅ悜鐫?噰鍙栭伒寰棩鏈緵搴旈摼绠＄悊鍑嗗垯鐨勬柟鍚戝墠杩涖?+
聽聽聽 鎴戜滑灏嗙編鍥界涓?骇姹借溅渚涘簲鍟嗗畾涔変负鐮旂┒缇や綋锛屼粬浠敓浜у崟涓?厤浠讹紝骞朵负缇庡浗姹借溅鍒堕?鍟嗗拰浣嶄簬缇庡浗鐨勬棩鏈埗閫犲晢棰勫畨瑁呴儴浠跺拰瀛愮郴缁熴?鎴戜滑鎺掗櫎鐮旂┒鍘熸潗鏂欍?鍗婂浣撱?鍖栧鍒跺搧銆侀潪鐩存帴鏉愭枡銆佸伐鍏峰拰鍐叉ā鎴栬?鍜ㄨ鍜屽伐绋嬫湇鍔＄殑渚涘簲鍟嗐?鎴戜滑浣跨敤鈥?996 ELM Guide to U.S. Automotive Sourcing鈥濇敹闆嗘牱鏈?鎴戜滑闅忔満閫夋嫨骞撮攢鍞鑷冲皯$100 000 000鐨勫叕鍙革紝瀹冧滑澶ч兘浣嶄簬缇庡浗涓タ閮ㄥ湴鍖恒?鎴戜滑浣跨敤閿?敭棰濇爣鍑嗘潵甯姪灏嗘牱鏈檺瀹氬湪澶у瀷绗竴绾ф苯杞﹂厤浠朵緵搴斿晢锛屽畠浠洿鎺ュ彈鍒版苯杞﹀埗閫犲晢瀹㈡埛鐨勮喘涔版斂绛栧拰娲诲姩褰卞搷銆?br />
聽聽聽 鎴戜滑棰勫厛杩涜浜嗗嚑涓垵姝ョ殑鐜板満璁块棶鍜屼細瑙併?鎴戜滑瀹夋帓涓庡嚑涓悓鎰忚繘琛屼竴涓畝鐭噰璁跨殑渚涘簲鍟嗚闈紝鍦ㄦ垜浠闂墠鑷冲皯涓?懆锛屾垜浠彂閫佷簡鍒濇鐨勮皟鏌ヨ〃缁欏伐鍘傦紝璇锋眰缁忕悊棰勫厛濉啓璋冩煡琛紝鍥犳鎴戜滑鍙互璇勮骞惰璁哄洖绛旂殑绛旀銆傝繖鏍风殑宸ュ巶璁块棶浣垮緱璇嗗埆鏈?湁瑙佽瘑鐨勮璋冩煡鑰呭苟浠ヨ璋冩煡鑰呯殑璇█寮?彂鍑虹畝鍗曘?绠?磥鐨勯棶鍗烽」鐩彉鐨勫彲鑳姐?鎺ョ潃涓?釜闂嵎琚鍏堝湪10涓幇鍦烘楠岋紝鐒跺悗涓嶆柇杩涜淇敼浠ユ秷闄ゆā绯婃?鍜岄敊璇?鍦ㄥ伐鍘傝闂殑鍩虹涓婏紝鎴戜滑寮?彂鍑轰竴涓粨鏋勬?鐨勯棶鍗锋潵娴嬪害涓嶅悓鍏磋叮銆傜劧鍚庢垜浠繑鍥炲師鏉ョ殑10涓幇鍦猴紝鐢ㄦ渶缁堢殑闂嵎灏藉績璋冩煡锛屽苟灏嗚皟鏌ユ暟鎹寘鍚湪鐮旂┒涓?鎴戜滑閫氳繃mail鍜岀數璇濊窡韪闂皟鏌ュ彟澶栫殑鍏徃銆?br />
聽聽聽 鍦ㄦ牱鏈?鎷╂爣鍑嗙殑鍩虹涓婏紝鍚堟牸鐨勪緵搴斿晢绗竴姝ュ氨琚殢鏈虹瓫閫夊嚭鏉ャ?涓轰簡鎻愰珮鍝嶅簲鐜囷紝鎴戜滑浠庡伐鍘傜殑鍏徃鎬婚儴鑾峰緱鍑嗚锛岃姹傛?閮ㄥ悜鍏跺伐鍘傚彂閫佷竴灏佹敮鎸佷俊銆傚湪閭瘎璋冩煡琛ㄥ墠锛屾垜浠笌宸ュ巶杩涜鐢佃瘽鑱旂郴浠ョ‘瀹氭瘡涓?釜宸ュ巶鍚堥?鐨勮璋冩煡鑰呫?鐒跺悗鎴戜滑涓庢瘡涓?釜琚皟鏌ヨ?鐩存帴鑱旂郴鏉ヨВ閲婄爺绌剁殑鐩殑锛屽洖绛斾换浣曚笌鐮旂┒鐩稿叧鐨勯棶棰橈紝骞惰幏寰楀畠浠弬涓庣殑鍚屾剰銆?br />
聽聽聽 鎴戜滑浠庤璋冩煡鑰呮敹闆嗙爺绌堕渶瑕佺殑鏁版嵁锛岃璋冩煡鑰呯殑涓昏璐ｄ换娑夊強鐢熶骇璁″垝銆佸師鏂欑鐞嗘垨鑰呭嚭鍘傝繍杈撱?鎴戜滑榧撳姳琚皟鏌ヨ?鍦ㄦ煇浜涢棶棰樹笂瀵绘眰甯姪锛岃繖浜涢棶棰樺彲浠ョ敱鍚戠敓浜с?搴撳瓨銆佽川閲忓拰杩愯緭閮ㄩ棬浜哄憳鏇寸簿纭殑鍥炵瓟鍑恒?
聽聽聽 鎴戜滑鎬诲叡鎺ヨЕ浜?56瀹跺伐鍘傘?鍦ㄨ繖浜涘巶瀹朵腑锛屽叓涓巶瀹剁珛鍒讳粠鐮旂┒涓鍒犻櫎锛屽洜涓哄伐鍘傜敱浜庝弗閲嶇殑鍔冲伐闂鎴栬?寰堝皯鐨勬苯杞﹂攢鍞鑰屽?闂簡銆?1瀹跺洜涓哄叕鍙告斂绛栥?绠＄悊涓嶅彲鍒╃敤鎬т互鍙婃満瀵嗛檺鍒惰?鎷掔粷鍙備笌銆傚洜姝わ紝闂嵎琚彂閫佺粰137涓巶瀹讹紝骞朵笖鎴戜滑鏀跺埌108涓搷搴斻?鍦ㄨ繖浜涢棶鍗蜂腑锛屼簲涓鑸嶅純锛屽洜涓烘垜浠剰璇嗗埌浠栦滑涓嶆槸绗竴绾т緵搴斿晢銆傚洜鑰屽彲鐢ㄧ殑鍥炲涓嬮檷鍒?03涓紝瀵艰嚧鍝嶅簲鐜囨槸72%銆傚湪杩欎簺鍝嶅簲涓紝91%鐨勫巶瀹讹紙88%锛夋棦鍚戠編鍥芥苯杞﹀埗閫犲晢涔熷悜鏃ユ湰鍒堕?鍟嗕緵搴斾骇鍝併?
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