同步上料旋轉(zhuǎn)升降系統(tǒng)設(shè)計(jì)含9張CAD圖,同步,旋轉(zhuǎn),升降,系統(tǒng),設(shè)計(jì),cad Agile manufacturing 1.1 Introduction Rapid, severe, and uncertain and uncertain change is the most unsettling market reality that companies and people must cope with today. New products, even whole markets, appear, mutate, and disappear within shorter and shorter periods of time. The pace of innovation continues to quicken, and the direction of innovation is often unpredictable, product variety has proliferated to a bewildering degree (Seiko markets 3000 different watches; Philips sells more than 800 color TV models). Agility is a comprehensive response to the challenges posed by a business environment dominated by change and uncertainty. For a company, to be agile is to be capable of operating profitably in a competitive environment of continually, and unpredictable, changing customer opportunities. For an individual, to be agile is to be capable of contributing to the bottom line of a company that is constantly reorganizing its human and technological resources in response to unpredictably changing customer opportunities. But marketplace change is only one dimension of the competitive pressures that company and people are experiencing today. At a deeper level, we are changing from a competitive environment in which mass-market products and services were standardized, long-lived, information poor and exchanged in one-time transactions to an environment in which companies compete globally with niche market products and services that are individualized, short-lived, information rich, and exchanged on an ongoing basis with customers. Only those companies that respond to the deeper structural changes taking place in the commercial competition will be able to make sense of and profit from--the superficially chaotic changes occurring at the level of the marketplace. A more complete definition of agility, then, is that it is a comprehensive response to the business challenges of profiting from rapidly changing, continually fragmenting, global markets for high quality, high performance, customer configured goods and services. Agility is, in the end, about making money in and from a turbulent, intensely competitive business environment. 1.2 AM-a new manufacturing strategy 1.2.1 Tactical and Strategic Reform Reforms introduced by companies since the early 1980s to improve their competitiveness; just-in-time logistics, the quality movement and “l(fā)ean manufacturing”, have been tactical responses to marketplace pressures. These reforms aim to improve how companies are doing what they are already doing. Although these efforts are appropriate and valuable, they reflect an acceptance of the status quo, rather than a recognition of the need to confront a new competitive reality, one that challenges what companies ought to be doing, not just how they can do a better job of what they are already doing. As a matter of fact, most companies have adopted a succession of tactical initiatives without anchoring the rationale for their implementation in new ends that mandate fundamental changes, true paradigm shifts in how those companies operate. The result is that, in company after company, disillusionment with the “alphabet soup” of managerial reforms has invariably set in. the disillusionment is not truly a reflection of the failure of the failure of the reforms to deliver on their promises, however. Innovative tactics will always be short-lived unless they are embedded in comprehensive organizational change that is in turn anchored in new strategic goals. Agility challenges the prevailing modes of organization, management, production, and competitiveness. It is explicitly strategic rather than tactical, taking no established practices for granted. Agile competition demands that the processes that support the creation, production, and distribution of goods and services be centered on the customer-perceived value of products. This is very different from building a customer-centered company. Enhancing the satisfaction that a customer experiences in dealing with a company adds value and can improve focus and even efficiency. But customer-centering a company on product lines that enrich customers----it means that the prices of the products are determined by the value customers perceive those products to have for them----moves beyond the traditional mass production system. Successful agile companies, therefore, know a great deal about individual customers and interact with them routinely and intensively. Neither knowledge of individual customers nor interaction on this level was relevant to mass-production-era competitors. As suppliers of standardized, uniform goods and services, mass-production-era competitors relied on market surveys that created an abstraction: the “average” or “typical” customer. However, individuality could not be accommodated in a mass production competitive environment. By contrast, offering individualized products----not a bewildering list of options and models but a choice of ordering a product configured by the vendor to the particular requirements of individual customers----is the feature of agile competition. Success lies in formulating customer value-based business strategies for competing in the highest-value-added markets, that is, in the most profitable, and the most competitive markets of today. 1. 2. 2 Beyond the Customer-Centered Company The production operations of a successful agile company, its organizational structure, management philosophy, personnel requirements, and technology investments, are all “pulled” by these customer-opportunity-centered business strategies. In an agile competitive environment, there is no one right way to organize and operate a company. Management can adopt the mix of multiple, concurrent strategies that will be most profitable for that company, given the variety of customers it serves and the various changing markets in which it competes. No one strategy, no one mode of organization or operation, will be successful for long. Nor will any strategy be optimal for all customers or all markets. The life expectancy of decisions that work for a company at any particular time will depend on the rate of change in the markets in which that company competes, but it will always by far shorter than companies are used to nowadays. In order to succeed in such an environment, a company must be able to routinely and profitably exploit both short-and long-term market opportunities for knowledge-based, customer-configured goods and services. To do this, a company must have the right core competencies to create new customer opportunities and to respond to customer opportunities that present themselves----often unpredictably. A company must be able to move from “concept to cash flow” n a small fraction of the time that it takes to do so now. it must be able to develop, and to sell at a profit, products in a wide range of models with short model lifetimes while simultaneously cultivating long-lived product families. What is required to accomplish this goes beyond flexible manufacturing, operational efficiency, or rapid response time. To succeed, an agile company mut operate in a way that allows it to synthesize from the human and physical resources that are internal to the company but are distributed among its various departments or divisions and at a number of locations. It is increasingly advantageous, however, to develop new products and services cooperatively with other companies, including with direct competitors. For reasons of cost, speed, and access to expertise, facilities, or markets, new business capabilities may best be synthesized by forming alliances with other companies that already possess the resources required. In addition to participating in traditional alliances such as partnerships and joint ventures, companies are exploiting a dynamic type of alliance called a virtual company. In such a company, complementary resources existing in a number of cooperating companies are not just left in place, but are integrated to support a particular product effort for as long as it is economically justifiable to do so. The virtual company alliance minimizes investment in personal and facilities dedicated to the new project. It minimizes, as well, the disruptive impact of new projects on existing operations. Resources are selectively allocated to the virtual company if they are underutilized, or if they can be more profitably utilized there than in the “home” company. 1.2.3 A Next Generation Paradigm Agility redefines the terms of industrial competition and thus requires a new mind-set for the organization and operation of commercial enterprises. It also requires the invention of new criteria appropriate for assessing the performance of companies operating in an agile mode. Efficiency, cost of production, direct and indirect costs, return on capital, assets and investments all remain relevant measures of company operations, but they must be redefined to fit the new mode of operation. In addition, the investment to companies of implementing the changes necessitated by becoming agile must be weighed against the cost of being unable to compete in lucrative markets that are accessible only to agile competitors. At the outset, we defined agility as the ability to thrive in a competitive environment of continually and unpredictably changing market opportunities. Like the evolution of lean manufacturing out of the competitive necessities that confronted Japanese industry in the 1960s, the evolution of agile competition is rooted in what is increasingly acknowledged as a new marketplace reality, one that promises to determine the conditions under which companies and people will have to function for a long time to come. That reality is the “post-mass production paradigm”, as is referred to as by Hans-Jurgen Warnecke, president of Germany’s Fraunhofer Organization and author of “The Fractal Company”. 1.3 AM is a production mode of the 21st century Without consciously intending to render the mass-production system obsolete, producers and consumers have fundamentally altered the processes by means of which goods and services are currently being defined, created, distributed, and consumed. As the context of commercial competition changes dramatically, the conduct of business changes correspondingly. Either new terms must be invented to describe that conduct, or, at the risk of confusion, the old terms can be used; but we must recognize that they have acquired new meanings in the form of marketplace forces that are “pulling” responses from growing numbers of companies threatened by these forces: (1) market fragmentation (2) production to order n arbitrary lot sizes (3) information capacity to treat masses of customers as individuals (4) shrinking product lifetimes (5) convergence of physical products and services (6) global production networks (7) simultaneous inter-company cooperation and competition (8) distribution infrastructures for mass customization (9) corporate reorganization frenzy (10) Pressure to internalize prevailing social values 1.3.1 Market Fragmentation (1) Markets of all kinds are fragmenting at what seems like an accelerating pace. Magazines, beer, soft drinks, and snack foods; radio stations and cable TV channels; audio and video equipment; cameras, fax machines and copiers, printers, and scanners; appliances, clothing, and financial, shopping, and business services all come in a bewildering array. (2) Mompanies are “sneakerizing” their products, transforming them from relatively low-priced commodities to relatively high-priced specialty items. Sneakers used to be general-purpose, inexpensive mass-market commodities. But sneakers are ,as they say, history----and thus candidates for resurrection as higher-priced, nostalgia products n a niche market! Sneakers have been replaced by “sport shoes”----special-purpose, expensive, occupying niche markets and yet produced in large volume. Supported by aggressive and bold advertising appealing t the emotions , what had been an inexpensive, practical, low-margin commodity has been transformed into a specialty product, associated with “image” and produced in large volume for numerous niche markets, the selling price determined by the extent to which the individual customer feels enriched by the purchase. Because manufacturing and information technologies are marking it possible to diversify both products and services at little additional cost over mass production, the profitability of customer-enrichment pricing strategies can be very high----for a while. At the same time, however, and fro the same reasons, imitation of highly successful products and services is inevitable, because the technologies for designing, producing, and delivering goods and services are almost universally available. And with the imitation comes great downward pressure on prices and profits precisely because of the wide gap between production costs and selling price. When Motorola’s Micro Tac cellular telephone was introduced in 1989, it carried a retail price of $2500. in mid-1990 it was readily available for little more than $100, and cellular telephone companies frequently offered it offered to new subscribers, reflecting a shift in value from physical products to services. The lesson is clear. In the emerging agile competitive environment, sustained success goes to companies that are capable of continually adding new value to existing products and services, as well as creating a steady stream of new ones. (3) Companies are segmenting markets according to function, exploiting economies of scope made possible primarily by the popularization of microelectronics technologies. In a sense, the extraordinary range of computer chip-based consumer, commercial, and industrial products is an expression of the package ability of this technology. Increasingly, workstations, desktop computers, portables, laptops, and notebook and sub-notebook even palmtop computers utilize not only the same underlying technology but the very same processing chips, for example, the Intel 383, 486 and Pentium CPUs, and the power PC chips created jointly by IBM, Motorola, and Apple. Pagers and beepers have evolved into a broad range of lightweight, wireless personal communication devices with constantly expanding computing and information exchange and display capabilities, ranging from sending and receiving faxes to uploading and downloading data remotely to and from on-line data services that literally span the globe. 1.3.2 Production to Order n Arbitrary Lot Sizes It is already possible for each of the many products made on a high volume production line to be made differently from each of the others with little or no increase in production costs. This capability, which resulted from the collapse of traditional information costs, has revolutionary marketing costs, has revolutionary marketing consequences. Individualized production increases competition in existing markets, opens new markets, and creates competitive advantages by offering to mass-market customers individualized goods and services at as close to mass-production prices as a company chooses to price them. In addition, more and more companies are discovering that they can produce customer-configured products to order instead of to forecast. Doing so generates benefits far beyond savings from the elimination of inventories. The knowledge, as every product is made, that it has already been sold to, and thus is being made for a particular customer can have a dramatic impact on company operations. It certainly transforms the mature of sales, from pushing inventory to puling production. Finally, production equipment innovations continue to provide greater and greater functionality at smaller scales and at significantly lower costs. For large and medium-size businesses, this development makes it easier and more cost-effective to target niche markets, producing goods and services efficiently for smaller clusters of customers. At the same time, it is also causing a “democratization” of production opportunities by making entry into niche markets for low-volume, individualized products accessible t businesses of all sizes. Just a few illustrations of this democratization are desktop publishing hardware and software; digital video, audio. And audio-video studio-quality production equipment; print copying, graphics, and digital image reproduction and manipulation services, information searching and packaging services, electronic music playing and recording with increasingly sophisticated synthesizer, ovens that make mini bakery and mini restaurant operations practical as both stand-alone businesses and within larger enterprise, for example, department stores and supermarkets. Traditionally, economic order quantity (EOQ) calculations determined the smallest lot size that could be profitably produced. These calculations involve a mix of technology-dependent variables and accounting and financial metrics in which assignment of labor, materials, and setup costs plays a major role. In a competitive environment characterized by pricing based on customer enrichment, and driven by a demand for customizable products that increasing numbers of companies are already are already capable of satisfying, the concept of EOQ needs to be reexamined. With the spread of individualizable production equipment. The EOQ should be whatever the customer wants. The important figure becomes the ratio of lead time to customer tolerance time. If the ratio is less than 1, a company can produce to order; if it is greater than 1, a company can only build to forecast while reducing its production lead time to below its customers’ tolerance time----if it wants to keep its customers! The ability to produce to order n arbitrary lot sizes many or may not be a function of the use of advanced technologies. At its St. Louis aircraft manufacturing facility, McDonnell-Douglas reduced its EOQ by linking its 100 individual computer numerical control (CNC) machine tool cells to a single production-scheduling computer in order to activate direct numerical control (DNC) of machining operations. Motorola’s Boynton Beach, Florida, plant serves as an evolving test-bed for manufacturing customer-configured products to order. Cellular pagers are assembled, tested, packaged, and shipped, all by computer-controlled machinery, within hours of remotely entered orders. Universal instruments of Binghamton, New York, a manufacturer of capital goods for the electronics industry, discovered that building to order rather than to forecast was for it more a matter of mind-set than of technology. Setting aside the old practices and analyzing its production lead times and costs would be very nearly the same if it built to order and that inventory costs and customer lead time would go down. Once the transition to this new system was made, the company discovered that product development time become much shorter as a result of the active customer involvement that building to order encouraged. Interacting more intensively with customers, in turn, revealed new, cost-free ways of adding value for the customer. For example, installation and changeover time for new equipment was significantly reduced through an improved understanding by both parties of the requirements for installation upon delivery. 1.3.3 Information Capacity to Treat masses of Customers as Individuals Agile competition goes beyond the Japanese marketing strategies known as lean manufacturing by permitting the customer, jointly with the vendor or provider, to determine what the product will be. The Japanese utilized the efficiency and flexibility created by their product process innovations to expand model variety. The proliferation of types of motorcycles, cameras, audio equipment, watches, color TVs, and initially, this astonishing variety attracted many new customers. Created new markets, and w