ＤＴＬＴの近藤です◆ＤＡＩＰＬ 大庭部長、谷口課長 材料リードタイムの

ＤＴＬＴの近藤です

◆ＤＡＩＰＬ 大庭部長、谷口課長

材料リードタイムの回答ですが、サプライヤーがＦ／Ｃ数量をまとめ
て手配するＦ／Ｃ期間をベースに回答したとのことです

注文進捗管理する担当の見方では、１図番毎に、サプライヤーが部材
手配の注文サイクルを変更することはしない＝確定注文の２ヶ月先の
Ｆ／Ｃを使って手配しているという認識とのことです

※ＤＡＩＰＬ殿が、回答として求めておられる、材料リードタイムの考
え方のガイドラインがあればご提示お願いします

近藤も、ＤＴＬＪの業務経験が長い為、過去から何度か『部品毎の調
達リードタイム別設定』を客先とトライしたことがありましたが、客
先側の在庫管理の精度、増減産時の注残の管理、次回手配数量の設定
が難しく（マスタメンテ、日毎の確実な入出庫の入力、不良品等の入
出庫の徹底等ができておらず）実際の在庫と要求数のバランスが崩れ
混乱した後、一律の発注リードタイムに戻すのが常と言って良い結果
でした（取組みに否定的な意見をいうつもりはございません）

トータル在庫削減の取組みには、是非ご協力致したいのですが、取組
みの方向性、目標、用語の定義等、今一度詳しくご説明頂ければ幸い
ですが、何か資料頂ければ、弊社スタッフへも説明致します

以上、よろしくお願いします

ผลลัพธ์ (อังกฤษ) 1:

Is the DTLT Kondo◆ DAIPL OBA Director, Director, TANIGUCHIAnswer material lead time, but together F／C material supplierBased on respondents shall arrange to F／C period isIn order to track progress by the figure 1-per the suppliers of materials.Changing the order cycle arrangements two months does not = confirmed orders whichIs that perception that is arranged with F／C* Material lead time DAIPL, seeking as answer, considerIf there is a way of guidelines presented, pleaseKondo also long experience in the DTLJ for the past several times "harmonic parts perWe lead different settings ' and tourists had tried to customersNote left side inventory accuracy, increase and decrease production time management, the next set of quantityDifficult （ mastemente, definite movements of daily input, the defective products, etc.Not made a thorough inventory, etc. ） balance actual inventory and the number of requestsBut after the mess back to the blanket purchase order lead time and always say good results(Not saying a negative opinion in initiative) wasIn the total inventory reduction efforts, appreciate your matches you want to, but effortsDesired direction, objectives, term definition, once again details can be blessedBut, we will explain to our staff would appreciate any materials,Thank you more

ผลลัพธ์ (อังกฤษ) 2:

Is Kondo DTLT ◆ DAIPL Oba director, Taniguchi manager Although it is answer of material lead time, suppliers summarizes the F / C quantity is of the respondents based on the arrange F / C period are responsible view of to order progress management In, for every number 1 figure, suppliers member 2 months ahead of it and not = firm order it to change the order cycle of arrangements is that of the recognition that has been arranged using the F / C ※ DAIPL dono, doth seeking as answer, material lead time of considered if a picture towards the guidelines please your presentation also Kondo, for work experience of DTLJ is long, tone of each several times from the past "parts set by our lead time "the there was a thing that was customer and try, customer inventory management of accuracy of destination side, management of Note remaining at the time of increase or decrease production, setting the next order quantity difficult (master maintenance, input of reliable loading and unloading of the day , the input of the defective goods etc. not been able to thoroughly such goods issue) balance the number of requests and the actual inventory is lost after the confusion, it is the return to the uniform order lead time as a result of it may be said that always was an (efforts to negative does not have going to tell the opinion) to the efforts of the total inventory reduction is, I want to come I cooperation, efforts Mino direction, goals, definitions, etc. terms, it would be appreciated once again in detail your description but is , if you something material, will be explained also to our staff more, thank you

ผลลัพธ์ (อังกฤษ) 3:

The DTLT Kondo

◆ DAIPL garden is large, the lead time is too Taniguchi materials manager answer, but in the progress made in order to supplier management view is arrange at the C period are F quantity and C F answer based on the No. 1, in Fig. it doesn't change the supplier to arrange the order of members at the cycle of order 2 months ahead of F C - and that is arranged with a

※ DAIPL, seeking answers, asThe study of material lead time; if you are too, please present the Kondo, guidelines for the long DTLJ experience from the past several times in every part of our 'lead time is set to "have a try with the customer, the customer side at the end of inventory management, management of the remaining time of increase production, it is difficult for the next set of quantity (Master of daily maintenance, the input of the input at the exit of the defective products, etc, etc. is not required, the number of lost balance and actual inventoryConfused, can be said the result was at the point of ordering lead time in a uniform approach to (a negative opinion that there is no RI mean total inventory reduction efforts, we want to help you, but efforts at the direction of the target, the definitions of terms such as will be described in detail, and once you are good at something, and you, our staff will be explained to all too well, thank you