当社は、大きな部品の機械加工と機械組立を社内で行っています。
当社の製品に使われるほとんどの機械部品の製作や加工は、外注へ依頼しています。
当社の加工外注先は、約200社あります。
製作品の外注を決める社内の担当者は、部品の種類で分かれています。
各担当者は、部品の完成までの外注加工工程を設定して、発注から完成まで、1人でその部品の加工状況を管理します。
製作品の工程は、1工程が終了するたびに、コンピュータへ入力され、今どこの外注で何番目の工程の作業がされているか確認できます。
On the other hand, we have most components for our products produced and machined externally.
We work with about 200 machining suppliers.
Each part has the person responsible for having products machined externally.
That person manages the status of machining products from order to finish setting up the external machining process.
When each process is completed, it is updated in the system, enabling you to verify the status of the process.
We outsources production and manufacturing of most of machine parts used in our products.
There are about 200 processing subcontracts from which we order.
The person in charge of decision on outsource of product‘s parts are divided by the kinds of the parts.
Each person in charge sets up the process of subcontract processing until the completion of parts and manages the processing situation of the parts by oneself from order to completion.
Every time single process is finished, the process of the product will be inputed into computer and it will show which process is worked in which outsource.
商社などから購入する部品は、修理用の部品担当として、1人の担当者が発注しています。
ここ数年は、会社の生産量が多く、外注先の加工負荷が増加し、納期遅延が多く発生しました。
また、昨年は、外注先社員の高齢化により、会社を継続できなくなり会社を清算したり(閉めたり)、倒産したところが数社ありました。
そのため、代わりとなる外注を探すのに、苦労した時期もあります。
外注した部品納期を早くするためには、発注したたくさんの部品の製作順番を、きちんと外注へ伝えることと、まめな督促が重要です。
These years, the volume of production in my company was huge, resulting in increase in workloads of the subcontractors and in cases of procrastination of deliveries.
Also in the last year, a few companies couldn't continue their businesses due to aging of employees of subcontractors and finally got liquidated (closed) or bankrupt.
Thus, we had difficult times in finding another subcontractor.
It would be important to inform subcontractors correctly of production priorities of a lot of ordered parts and remind them frequently of the priorities in order to shorten the lead time.
In recent years our production has been high and there was an increase in our subcontractors' machining workload, which resulted in a large number of late deliveries.
Also, in the last year there were several subcontractors who could not stay in business due to staff aging and either folded their business up or went bankrupt.
We therefore experienced difficult times finding other subcontractors to replace them.
In order to encourage early delivery it is important to be in close contact with the subcontractors and to tell them clearly in which order the many machine parts we order are to be produced, and to keep making inquiries.