数字化转型网灯塔制造专题
数字化转型网灯塔智造专题活动将涵盖灯塔工厂、黑灯工厂、未来工厂、智能工厂等，从设计规划到落地实践的全流程。并融合人工智能、数字化转型、智能制造、机器人与自动化等技术与理念，帮助中国制造业企业打通客户订单到生产的全流程，实现世界一流灯塔标杆。
导 语：
对现有工厂的物流系统进行升级转型，需要建立在系统、全面的诊断和评审基础上，明确工厂存在的问题、机会以及约束等，选择与自身条件相匹配的、具有较好经济效益的切入点进行物流改造和优化。本文具体分析了工厂物流转型升级的基本模式、切入点、效益和约束。
在笔者团队咨询诊断过的诸多制造企业工厂中，其物流问题表现虽然各不相同，但总结起来主要体现为：缺少物流战略和对物流的正确认知；物流能力与生产能力不匹配；缺少物流计划的有效协同；缺少有效的物料管控；缺少专业物流组织和人才；物流管理基础薄弱；存在大量的物流孤岛等。除此之外，制造工厂还面临越来越大的用工成本、环境保护和能源成本方面的压力。由于工厂的物流存在各种问题，导致工厂生产不稳定、交付周期长、订单交付率低、库存周转率低、库存呆滞严重、工厂运营成本高等问题，使得工厂总体的绩效不佳，最终影响企业的产品成本、客户满意度、工厂现场表现等关键竞争力要素。
在对现有工厂的物流系统进行升级转型时，需要建立在系统、全面的诊断和评审基础上，明确工厂存在的问题、机会以及约束等，选择与自身条件相匹配的、具有较好经济效益的切入点进行物流改造和优化。
一、物流转型升级的基本模式
认识物流对于智能工厂运营的重要性
物流是工厂转型升级中的核心要素，其基本模式和内容如图1所示。
翻译：
Logistics intelligent transformation of traditional factories – “Smart factory logistics Construction” series
Digital Transformation network lighthouse manufacturing topic
The Digital transformation network lighthouse intelligent manufacturing special activities will cover the lighthouse factory, black light factory, future factory, smart factory, etc., from design planning to the whole process of landing practice. It integrates technologies and concepts such as artificial intelligence, digital transformation, intelligent manufacturing, robotics and automation to help Chinese manufacturing enterprises open the whole process from customer order to production, and achieve the world-class beacon.
Leading words:
To upgrade and transform the logistics system of the existing factory, it is necessary to establish a systematic and comprehensive diagnosis and review basis, clarify the problems, opportunities and constraints of the factory, and select the entry point that matches its own conditions and has better economic benefits for logistics transformation and optimization. This paper analyzes the basic models, entry points, benefits and constraints of the transformation and upgrading of factory logistics.
In many manufacturing enterprises’ factories consulted and diagnosed by the author’s team, although the performance of logistics problems is different, it can be summarized as follows: lack of logistics strategy and correct cognition of logistics; Mismatch between logistics capacity and production capacity; Lack of effective coordination of logistics plans; Lack of effective material control; Lack of professional logistics organization and personnel; Weak foundation of logistics management; There are a lot of logistics islands. In addition, manufacturing plants face increasing pressure on labor costs, environmental protection and energy costs. Due to various problems in the logistics of the factory, the production of the factory is unstable, the delivery cycle is long, the order delivery rate is low, the inventory turnover rate is low, the inventory is sluggish, and the factory operating costs are high, which makes the overall performance of the factory poor, and ultimately affects the key competitiveness factors of the enterprise such as product cost, customer satisfaction, and factory field performance.
When upgrading and transforming the logistics system of the existing factory, it is necessary to establish a systematic and comprehensive diagnosis and review basis, clarify the problems, opportunities and constraints of the factory, and select the entry point that matches its own conditions and has better economic benefits for logistics transformation and optimization.
First, the basic mode of logistics transformation and upgrading
Recognize the importance of logistics for smart factory operations
Logistics is the core element in the transformation and upgrading of factories, and its basic mode and content are shown in Figure 1.
First of all, factory logistics transformation and optimization need to determine the supply chain, logistics strategy and value orientation of the enterprise, in order to form a relative focus on the development direction, and reach a consensus and a common line. For the operation of the factory, delivery, cost, quality, service, speed, efficiency, etc. need to be taken into account, and these factors affect, restrict and promote each other. Therefore, enterprises should combine the industry environment and their own characteristics, choose the key elements of their own competitiveness as the focus. In addition, the direction of digitization and intelligent development of the factory also needs to be clearly defined in the strategy, and the medium and long-term vision needs to be clearly defined to reach the consensus of all departments and work together.
Secondly, it is necessary to establish a coordinated management system for planning integration to realize the synergy between production and marketing plans, production plans, procurement plans, logistics plans and shipping plans. The ultimate embodiment of planning ability is to quickly identify and respond to market fluctuations, so the planning system should break the series mechanism of “drumming and passing flowers” and establish an interconnection mechanism with supply chain planning as the core. When a condition changes, the system can quickly identify risks and discrepancies and guide other plans to make reasonable judgments and adjustments.
Third, it is necessary to find a suitable planning and improvement entry point to carry out end-to-end transformation and optimization of logistics. Whether it is inbound logistics, in-plant logistics or finished product logistics as the main entry point, the logistics transformation process should always grasp the attributes of its value chain, and every point on the logistics chain is connected and affected by the whole body, so it is necessary to have a global and systematic thinking. At this stage, it is also necessary to continue to pay attention to the improvement and progress of organization, process, packaging, information and visualization, facilities, teams and talents, and emergency logistics.
Fourth, on the basis of certain results achieved in the first, second and third steps, we will seek breakthroughs in automation, digitalization and intelligence. It focuses on the gradual application and upgrading of intelligent unit design, application of automated logistics facilities, application of artificial intelligence facilities, digitization of man-machine objects, digitization of logistics scenes, intelligentization of logistics plans, and construction of logistics information platforms.
Second, the entry point of logistics transformation and upgrading
1. Develop logistics strategies
The logic of logistics strategy guides the construction of the value judgment system, which will provide standards for all subsequent planning and execution, judge the rationality of the selection of relevant logistics technology, equipment and software, and guide the optimization of the entire operation landing process to ensure that both planning and operation are in line with the logistics strategy and positioning of the enterprise.
The specific smart factory logistics strategy is to build a future industry-leading benchmark smart factory in one step, or to achieve steady improvement of benchmarking industry benchmark enterprises on the existing basis. Different strategic orientations make the subsequent detailed planning schemes differ greatly. The specific elements of smart factory logistics strategy need to be presented include goal vision, performance elements, technical support to be used, and basic conditions that need to be improved.
The purpose of formulating logistics strategy is to clarify logistics development positioning, logistics concept design and value orientation, logistics strategic performance and operation indicators, and logistics development path guidance. The formulation of logistics strategy is closely related to enterprise development strategy and objectives, industry and product characteristics, customer demand and supply environment, and the concept of continuous improvement.
2. Consolidate logistics foundation
The intelligent upgrading of logistics in existing factories is a relatively long-term goal and a guide to continuous improvement. For most of the existing manufacturing plants, it is imperative to take logistics as the main line, achieve the coordination of upstream and downstream of the supply chain, achieve the coordination of inbound logistics, in-plant logistics and finished product logistics, in order to improve the operational efficiency of the factory. Here, the logistics transformation of the factory needs to discuss not the topic of digitalization and intelligence, but the process of rationalizing the logistics management logic and consolidating the logistics foundation, which is the “must-make up lesson” on the road to intelligence of the existing factory.
When the factory is in the whirlpool of frequent stock shortage, the need to solve is to establish the effective linkage between logistics plan and production plan, promote refined inbound logistics management, and ensure the stability of production; When the factory capacity cannot meet the market demand, it is necessary to improve the response ability and speed of logistics, establish a just-in-time material supply mechanism, and save more area for expanding production. When the factory inventory is piling up, it is necessary to establish a reasonable and effective inventory strategy to guide the inventory control at a reasonable level; When the inventory of finished products in factories is high and frequently out of stock, it is necessary to straighten out customer demand and order management, and establish a collaborative mechanism between sales, production and logistics to achieve effective order priority management. When the inventory of homemade parts in the factory is high and occupies a large amount of production area, what is needed is to pull through the internal value stream, achieve physical or planned connectivity, and reduce internal logistics breakpoints.
On the other hand, many basic problems faced by existing factories are not necessarily related to digitalization and intelligence. When the factory is always inconsistent with the accounts and results in management confusion, what is needed is to constantly improve the bill of materials and improve the consistency and synchronization of the physical flow and information flow; When the packaging of materials in the factory is varied and the quantity is not allowed, resulting in various problems and waste such as material reception, internal handover, points, frequent switching of packaging, and chaos on the production line site, it is necessary to establish standardized, unitized and universal material packaging standards; When the factory is faced with the chaotic, inefficient and ineffective management of the logistics site of each link, it is necessary to establish the logistics operation standards and processes of each link, so that the logistics operation can be “law-based and illegal”.
When the factory has a clear logistics logic, but also has a better logistics management foundation, the factory can gradually promote the construction of logistics automation and digitalization.
3. Eliminate logistics breakpoints
The focus of logistics planning is to create continuous flow and create the basic conditions for rapid flow. As shown in Figure 2, taking logistics as the main line and viewing value stream from an end-to-end perspective, its essence is to provide a higher level of delivery service with reasonable and low cost. In such a complex system, the overall balance is more important than local efficiency, and global collaboration is more important than node execution. The value stream optimization with logistics as the main line should be driven by planning coordination to realize reasonable planning of time and inventory, which aims at accurately responding to demand, shortening delivery time and reducing inventory. Therefore, it is necessary to plan the logistics process as a whole to achieve “de facto balance” from end to end.
The reason for saying that the actual balance is because the enterprise cannot “tangle” with the ideal balance or the theoretical balance. The end-to-end process of logistics is like a continuous flow production line. For a real production line, IE engineers set the ideal production line balance rate through the method of station balance, so that theoretically the actual output of each line can reach 90% or even higher of the theoretical output. However, the actual operation situation is not so ideal, because there are always various interference situations in the actual operation process, resulting in many efforts made by engineers to balance production may be futile. Therefore, more important than the minution-by-minute workstation balance is to reserve a good buffer of working hours on the basis of the appropriate workstation balance (such as reserving about 20% protective capacity for some stations that often have interference), set up a good inventory as a buffer, and manage (reduce) interference and variation. To maximize the output of the production line as a whole (not per position). For the logistics “production line”, in order to maximize the effective output of the whole “production line”, it is necessary to optimize the overall efficiency through planning coordination, line planning, buffer deployment and other measures.
4. Develop professional capacity
Establish logistics management organization and develop professional capability. Logistics is an end-to-end thinking, production is a “precision strike” thinking, therefore, production personnel are generally not good at managing logistics. In the factory, a separate logistics management organization should be established to define professional logistics management positions, and particular attention should be paid to the training and job construction of personnel in logistics planning, logistics process, inventory management, logistics standardization, logistics automation, digitalization, and intelligence.
5. Logistics technology and facility application
Although the logistics system is complex, it needs to meet the requirements such as large and small pieces, integrated and integrated into and out, sorting out warehouses and direct distribution posts, materials and product units of various sizes and specifications, but after the standardized design of material packaging and the standardized design of logistics operation process, The key equipment, core components, control systems and logistics related information systems in different industries, different enterprises and different products logistics systems will have strong universality; Even if the design of the non-standard system is only the difference in appearance size, its core action is still “conveying, steering, entering and leaving, picking, grasping, stacking, positioning, reading” and so on. Because of this, relevant technologies and facilities are becoming more and more mature in the process of continuous application, which creates excellent conditions for the realization of logistics intelligence in factories.
On the other hand, to promote the intelligent transformation of logistics in existing factories, it is not necessary to invest all at once, but can follow the steps of “planning once and implementing step by step”. Horizontally, it can be replicated after the pilot to minimize the investment risk. Vertically, it can be developed from one link, several links in turn or synchronously. As long as the logic of the logistics system planning is correct, the rhythm of the adjustment can be fully combined with the actual situation of the enterprise and the pilot situation, and the risk can be controlled at a low level.
6. Logistics digitalization
Logistics digitization is the inevitable process of logistics intelligent transformation, logistics intelligence needs to be built on the basis of logistics digitization. The basic manifestation of logistics digitization is that all logistics processes are “online”, paperless, automatic data collection and transmission, automatic data analysis, automatic risk and anomaly warning, visualization, etc. In essence, logistics digitization is the process of solidifying the logic, experience and knowledge of factory logistics management into the information system. The premise of logistics digitization is the “element line”, through the application of RFID or bar code technology, to achieve the digitization of materials and related equipment and personnel, such as sensor material labels, equipment labels, bill labels and personnel labels, to achieve people, machines, materials all have dynamic data automatic collection and two-way communication conditions. The foundation of logistics digitization includes the digitization of materials, storage locations, paths, facilities, personnel and so on.
Third, the benefits of logistics transformation and upgrading
1. Logistics optimization of existing factories, and gradually to digital, intelligent direction, combined with the experience and achievements of many logistics transformation enterprises, in the long run, will create benefits for enterprises in the following aspects:
2. In the dimension of value chain, it can realize the synergy between physical flow and information flow, open up the “two veins” of enterprise operation, improve the capital turnover rate, and reshape the core competitive advantage of enterprise supply chain.
3. Create another channel for sustainable development in addition to production, continuously improve the operation efficiency of the enterprise, and continuously improve the operation indicators of the factory with the improvement of logistics capacity;
4. With the continuous optimization of the supply-chain logistics system, it is gradually moving towards coordination, stability and balance, and the ability of enterprises to cope with risks and demand changes will become stronger and stronger.
5. To change the dilemma of the past (high inventory, high cost, low profit, etc.), when the enterprise is faced with huge opportunities, risks and crises, the enterprise can have a faster response speed than the competitors, which may become the watershed of the success of the enterprise in the fierce competition environment;
6. After the improvement, transformation and experience accumulation of existing factories, enterprises have a higher starting point in the future when building new factories or smart factories, regardless of ideology, ability and technology.
Factory improvement is always a continuous process, and if it is already on the way, it can have a visible future. In the short term, after 1 to 2 years of greater improvement, the following indicators can generally be achieved:
(1) Synchronous optimization of logistics and production, which can achieve more than 30% increase in factory planning capacity;
(2) Overall inventory turnover increased by more than 50%;
(3) Reduce the number of direct logistics personnel by more than 50%;
(4) Increase per capita output by more than 30%;
(5) The delivery cycle is reduced by more than 30%;
(6) Comprehensive operating costs reduced by more than 20%.
Fourth, constraints on logistics transformation and upgrading
Fourth, constraints on logistics transformation and upgrading
The logistics upgrading of the existing factory is urgent and can obtain huge benefits, but compared with the construction of the new factory, the old factory does have more constraints, making the transformation process difficult.
The first is a paradigm shift. From isolated management to end-to-end collaborative management, from heavy production to “big logistics and small production”, from heavy hardware to heavy logic, the factory starts from the top, in the inertia of thinking and emotion will be greatly constrained, to change the traditional factory management thinking, based on the author’s past experience, this change is often easy to stay in the mouth. They are unable to form effective directions that really affect action.
The second is the lack of logistics talents. In the traditional factory operation environment, it is impossible to train talents to meet the needs of logistics development, but the application of any technology requires professional talents to plan, design and continuous improvement, which is one of the reasons why many factory logistics development is slow.
The third is the existing layout and architectural constraints. The construction time of the old factory is relatively early, and the construction of the factory in the past is “build first and then use”, and the construction of the standard factory after the unified land is built, and the advance planning is rarely combined with the production needs. Moreover, after years of development, the factory may have changed to a certain extent in terms of product, output, process, technology, etc., so there may be some “hard” constraints in terms of construction, large equipment, overall layout, etc. For example, the material flow line is difficult to adjust completely, the plant size and size design is unreasonable, the plant floor and height design is unreasonable, and the layout of the plant function area is unreasonable. For these constraints, comprehensive analysis and judgment need to be carried out. Some changes should be adopted as far as possible with large investment and low benefit, and this is a fixed condition for planning. Even if the investment is relatively large, it will greatly help to improve the efficiency of the entire factory, or it is an inevitable move for the transformation and upgrading of the factory logistics, which depends on the determination and confidence of the enterprise manager.
The fourth is the supplier’s comprehensive ability constraints. The transformation of smart factory and smart logistics is not a simple matter of a factory, but a comprehensive optimization of all links of the entire value chain, and suppliers are undoubtedly a crucial part of the value chain. A large part of the suppliers of manufacturing enterprises belong to small and medium-sized enterprises, whose management level, material packaging, hardware foundation and information conditions are relatively poor compared with large enterprises, so it will form constraints in the process of factory (Oems) transformation.
Digital Transformation network Lighthouse intelligence project
The Digital transformation network lighthouse intelligent manufacturing special activities will cover the lighthouse factory, black light factory, future factory, smart factory, etc., from design planning to the whole process of landing practice. It integrates technologies and concepts such as artificial intelligence, digital transformation, intelligent manufacturing, robotics and automation to help Chinese manufacturing enterprises open the whole process from customer order to production, and achieve the world-class beacon. The Digital Transformation Network Lighthouse Smart Building thematic event includes the following contents:
1. Lighthouse intelligent manufacturing external brain support: through the power of the platform external brain, so that decision-makers have more than 100 intelligent manufacturing experts, more than 1,000 intelligent manufacturing hardware and software technology companies, more than 10,000 learning materials, to provide enterprises with strong intelligent manufacturing external brain support, help enterprises to build smart factories, lighthouse factories. Digital Transformation Network (www.szhzxw.cn)
2. Lighthouse Intelligent Manufacturing Learning Club: Study with the top elites in manufacturing! Digital Transformation Network has established a research and learning community dedicated to discussing intelligent manufacturing, lighthouse factory and other related technologies, and grow together with all students!
3. Lighthouse Intelligent Forum: Intelligent wave! Lead the future! The intelligent forum created by the digital transformation network aims to promote the industry to establish a correct concept through high-end dialogue, reduce industry noise, clean up the original source, and help the development of the industry!
4. Lighthouse factory visit and study: Currently there are 153 lighthouse factories in the world, and 62 lighthouse factories in China. The Digital transformation network plans to organize students from the lighthouse Study club to visit Schneider, Haier, Bosch, Midea, Sany Heavy Industry, Ningde Times, Unilever, Procter & Gamble, Tsingtao Beer, etc., as well as to visit lighthouse factories in the world abroad.
5. Lighthouse benchmarking case study: In addition to the lighthouse factory, the digital transformation network is still concerned about driving the digital transformation of the entire manufacturing industry, intelligent manufacturing in the manufacturing industry, and digital innovation technology. We will pay attention to every “lighthouse benchmarking” case that has achieved great achievements in details with the spirit of “no steps or even thousands of miles”, and organize members of the lighthouse Study club to learn industry benchmarking!
More lighthouse factory, black light factory, future factory, intelligent manufacturing and other related content can be scanned to join the digital transformation network light tower intelligent manufacturing research club
