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仓储管理工作中的八大浪费

已有 2463 次阅读2014-9-5 12:11

  1. Overproduction– Overproduction is the purchase of, production of, or execution of, goods or services that have no current or impending demand.  In the warehouse its performing warehouse functions too soon or before an order has been placed.
  2. Inventory– When we say inventory, we are not of the dogmatic belief that all inventory is waste.  Inventory prepositioned to buffer against common cause variation is quite necessary in the world we live in.  As we transfer to a pull supply chain it is important that we refrain from excessive inventory.  Excessive inventory is the result of overproduction and not only ties up the cash we have to run the business, but ties up our resources with the ineffective management of our surplus inventory.
  3. Conveyance– When a warehouse is infected with levels of inventory that are incongruent with lean inventory management parameters, it is inevitable that the warehouse will have to find places to store the material.  This, along with multiple other causes can lead to conveyance.  Conveyance is the unnecessary carrying and movement of inventory from one location to another.
  4. Over Processing– Over processing is similar to overproduction in that it is doing more than necessary, but the processing portion restricts this definition to apply to the process, not the product.  Overproduction would be picking 100 orders when only 50 were due, while over processing would be picking the 50 orders but making the picker perform 3 quality checks  before passing it to the packaging groups, where 2 more quality checks would be performed.  Overprocessing is having too much complexity or too many steps in your processes.  Most warehouse processes, are riddled with extra steps, checks , and confusion which typically causes more mistakes than its counterpart (the simple process with detailed, visual, disciplined standard work, visual management, and poke yokes (simple jigs or process fixes that highlight when an error has occurred before it is passed on to the next sequential step).
  5. Motion– Motion is similar to conveyance, but does not include the inventory.  If you pictured pealing the roof off of your warehouse and looking down on all the people jogging around the warehouse going from job to job or process step to process step.  Identify all the people that are walking from one side of the warehouse to the other or from one sku to another because their work isn’t planned and lined up to be sequential and thus minimizing the non-value added motion that occurs.
  6. Defects/Rework– We have all heard the cliché advice “do it right the first time,” but we typically don’t appreciate what it means and its implications to our daily work.  A warehouse is one large process in the midst of an even larger process.  If the material came in packaged wrong or with poor quality, then every step thereafter is pure waste.  If the customer receives a poor quality item, the cost of receiving, storing, retrieving, and shipping that item will not be recovered, but will be added to with the cost of a return.  To reduce the waste of rework and defects, a warehouse should build quality into their processes to prevent the passing on of errors.
  7. Waiting– Waiting is a broad generic waste that can be applied to machines, materials, information, suppliers, customers, employees, and anything else that has the ability to sit and wait to be processed.  It’s important that we not confuse the waste of waiting with the strategy to postpone work until it’s necessary to complete it.  The critical thing with the waste of waiting is the recognition that time is money, and a lean operation will do all they can to reduce lead time.
  8. Knowledge– The most frequently overlooked waste in warehousing is the waste of our employee’s knowledge.  A typical warehouse employee with over a year of experience will know their position well enough, if trained on the 7 prior wastes, to identify all the waste in their daily activity and be able to provide valuable ideas for improvement.  This expertise must be respected and harvested to leverage across the entire warehouse.
  The end game of a lean warehouse is not a “point of arrival” but a consistency of focus.  When the warehouse is consistently focused on waste elimination, lead time reduction, and continuous improvement they can say they are on their “lean journey.”

  1。生产过剩–过剩是采购,生产,或执行,货物或没有电流或迫切的需求服务。在仓库执行仓库功能太快或前一个订单。
  2。库存–当我们说库存,我们不是所有的库存浪费的教条。库存前置缓冲常见原因的变异是必要的我们生活的这个世界。当我们转移到一个拉式供应链重要的是我们不要过多的库存。过多的库存是生产过剩的结果,不仅关系到我们的经营业务的现金,但使我们的资源和我们的剩余库存的管理不力。
  3。运输–当仓库被感染的库存是不一致的精益库存管理参数的水平,那仓库必须找到地方存储材料是不可避免的。这,连同其他多种原因可导致运输。运输是不必要的承载和运动的库存从一处到另一处。
  4。在处理–在处理类似的生产过剩,这是做必要的多,但处理部分限制这个定义适用于过程,而不是产品。生产过剩将挑选100订单时,只有50是由于在处理,而会选择50目但选择器之前将其传递给包装组进行3质量检查,其中2以上的质量检查进行。过度加工是在你的过程太复杂或太多的步骤。大多数仓库过程,充满了额外的步骤,检查,这通常会导致更多的错误和混乱比(详细,直观,有纪律的工作标准,可视化管理,捅轭工艺简单(简单的夹具或过程的修正,强调错误发生后才被传递到下一个顺序的步骤)。
  5。运动–运动类似于运输,但不包括库存。如果你想象着你的仓库的屋顶上,俯视所有人在慢跑的仓库去工作或处理步骤步骤。确定所有人都步行从仓库的一侧到另一侧或一个SKU的另一个因为他们的工作没有计划和排队是连续的,从而最大限度地减少非价值增值运动发生的。
  6。缺陷返修–我们都听说过“é建议“一次做对,但是我们通常不理解这意味着什么,我们的日常工作的影响。数据仓库是在一个更大的过程中的一个大的过程。如果材料是在包装的错误或质量差,然后每一步是纯粹的浪费。如果客户收到了质量低劣产品,成本的接收,存储,检索,和运输项目将不可恢复,但会增加回报的成本。减少返工和缺陷的废物,仓库应建立质量纳入过程防止将错误。
  7。等待–等待是一个广泛的一般废弃物,可应用于机械,材料,信息,供应商,客户,员工,和其他任何需要坐下来等待处理的能力。我们不要混淆的浪费等待推迟工作直到完成它的必要的战略是很重要的。在等待的浪费的关键是识别,时间就是金钱,和精益运营能够减少交货时间。
  8。知识–最经常被忽视的废物在仓储是浪费我们的员工的知识。一个典型的仓库员工超过一年的经验,知道他们的位置很好,如果训练前7的废物,以确定所有的浪费在自己的日常活动和可以改进提供有价值的建议。本专业必须受到尊重和收获的利用整个仓库。
  一个精益仓库结束游戏并不是一个“到达点”,但一个重点的一致性。当仓库被不断地聚焦在消除浪费,减少交货时间,并不断改进他们可以说他们是在他们的“精益之旅。”

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