esi&valueengineering - aalto€¦ · 40 inventive principles cause-effect chain analysis trends...

Aalto 25.9.2017

ESI&Value Engineering

KARI TUOMINEN

© 2017 Konecranes. All rights reserved.

COMPANY IN NUMBERS

2

18,000 EMPLOYEES

600LOCATIONS

WORLDWIDE

ACTIVE IN ALMOST

50COUNTRIES

EQUIPMENT IS

60%OF TOTAL SALES

SERVICE IS

40%OF TOTAL SALES

2.0MILLION ANNUAL

SERVICE CALLS

OVER

14,000REMOTE

CONNECTIONS

MAINTENANCE

CONTRACTS

COVERING MORE THAN

740,000EQUIPMENT OF

DIFFERENT MAKES

€3.4 BILLION IN SALES

IN 2015


A GLOBAL COMPANY

3

Region Americas HQ

Springfield, Ohio

Corporate HQ

Region EMEA HQ

Hyvinkää, Finland

Region APAC HQ

Shanghai, China


CUSTOMER INDUSTRIES

4

SHIPYARDS

POWER

CONTAINER HANDLING

PETROLEUM AND GAS

MININGGENERAL MANUFACTURING

AUTOMOTIVEPAPER AND FORESTWASTE TO ENERGY AND BIOMASS

METALS PRODUCTION

© 2017 Konecranes. All rights reserved.5

OVERHEAD CRANES

STRADDLE CARRIERS

FORKLIFT TRUCKS COMPREHENSIVE SERVICE

INDUSTRY APPLICATIONS

SHIP-TO-SHORECRANES

NUCLEAR CRANES

GOLIATH SHIPYARD CRANES

WORKSTATION LIFTING SYSTEMS

YARD CRANES

REACH STACKERS

OUR PRODUCTS AND SERVICES

© 2010 Konecranes. All rights reserved. Kari Tuominen6

EARLY SUPPLIER INVOLVEMENT

ROLE

Konecranes

Suppliers

ESIProduct

Development

Product Process

Product & Service lifecycle

Delivery Process

Konecranes Supplier Base

Customer

Deliveries

&

Service


Extent to which spec. is fixedCost to make technical changesProcurement impact on spend

ESI (Early Supplier Involvement)

EPI (Early Purchasing Involvement)

Cost

High

Low

Product-

design

Production

planningProduction

TimeSpecification

Early Procurement Involvement Offers Big Savings Potential


EARLY SUPPLIER

INVOLVEMENT

Advantages

• Shorter project developmentlead times

• Improved perceived productquality

• Savings in project costs

• Better manufacturability

• Shared knowledge and learning

• Improved R&D efficiency andeffectiveness

• Accessibility to suppliers‘ technical capabilities

02/20/2012 DGS presentation / Kari Tuominen8


STRATEGY – IDENTIFY MAIN ACTIVITIES

PRIMARY SOURCING TOOLBOXX. CATEGORY

Exploit Buying Power Create an Advantage

Consolidate number of

suppliers

Pool volume/variants across

units

Redistribute volume among

suppliers

Combine volume from different

commodity groups

Compare “total” costs

Model “should-costs”

Renegotiate prices

Unbundle pricing

Expand geographic supply base

Develop new suppliers

Profit from global supply/demand imbalances

Establish/develop key suppliers

Employ strategic alliances/partnering

Examine strategic make-versus-buy

Develop integrated supply chain

Reengineer joint processes

Share productivity gains

Integrate logistics

Support supplier operations improvement

Conduct product value analysis and engineering

Substitute materials

Buy standard materials

Optimize life cycle costs

Global

Sourcing

Best Price

Evaluation

Volume

Concentration

Product

Specification

Improvement

Joint Process

Improvement

Relationship

Restructuring

StrategicSourcing

B

V

J

R

P

G

Fill the square before those tools that you believe

will be most important within your category

(right mouse-click on field: fill & borders)

9 2011-03-07 Konecranes Academy


Collaboration

idea.konecranes.com

BU 1/Q

Research

Agents 1/Q

INNOVATION MANAGEMENT

Local

processes

Research

process

Product

process

Idea

development

processes

Ideasfrom

employees

Ideasfrom

suppliers

Innovation culture

- Innovation contest- Communication

- Rewarding

Steering- Lead challenges

Customer studies

NeedsfromBU´s

NeedsFromfield

Volunteer based ~1% of working time

Innovation agent netw

ork

Decision

making

Innovation

ProductsServicesProcessesImprovementsNumber of ideas

annually: ~350

Number of comments: ~900

Number of contributors: ~500

Supplier Innovationaward

NEA 6SEAP

6AME

15IMEA 8

EUR 17

Tot. 52Ideation and innovation is everyone’s ”job” and idea.konecranes.com is a tool for managing the ideas.

Please, continue building positive innovation culture – everyone can share their ideas!


Prescreened ideas

9/6/2017 Supplier Innovation Award 2010 / Tuomas Rekola11


Q4

KONECRANES SUPPLIER INNOVATION AWARD 10/11

9/6/2017 Konecranes Supplier Innovation Award 10/1112

Konecranes

Supplier Day

2010

Konecranes

Supplier Day

2011

Konecranes Supplier Innovation Award 10/11

Generating

ideas, finding

alternatives

Analyzing

the

results

Evaluating,

selecting and

implementing

ideas

2010 2011

Q3 Q1 - Q2 Q3

Common cross-

functional

meeting

Host-driven process to get

ideas evaluated and

implemented


ACTIVITY BY CATEGORIES

Category (No. of suppliers) Everything OK Some activity No activity

Electrical components (11) 6 4 1

Indirect materials (11) 6 5 0

Logistics (11) 4 6 1

Mechanical components

(12)

11 1 0

Parts subcontracting (10) 7 3 0

Steel (13) 11 2 0

TOTAL 45 21 2

Konecranes Supplier Innovation Award 10/119/6/2017 13


GENERATED IDEAS

9/6/2017 14

EXAMPLES

• Embossed symbols in pendant

• Recycling of scrap material

• Annual supplier satisfaction surveys

• Start/stop -function for engine

• Using remote radio controllers in big port cranes

• User identification

• Administration of packaging material for outgoing goods

• Using preassembled parts

Categories (No. of

suppliers)

Generated ideas

Electrical

components (11)

~ 15

Indirect materials

(11)

~ 25

Logistics (11) ~ 5

Mechanical

components (12)

~ 60

Parts

subcontracting (10)

~ 30

Steel (13) ~ 50

TOTAL > 185

Konecranes Supplier Innovation Award 10/11


POURING CAST ROTORS

REPLACED WITH THE

DIE-CASTED ROTORS

9/6/2017 15 Konecranes Supplier Innovation Award 10/11

•Replacing the pouring cast rotors with the die-casted rotors that are made in two pieces

IDEA DESCRIPTIONIDEA DESCRIPTION

•Manufacturing pouring casted rotors is time-consuming and requires a lot of work. On the other hand, manufacturing large die-casted rotors in one piece is expensive.

•The die-casted rotors can be manufactured with a reasonable price in two pieces

BEFORE AND AFTERBEFORE AND AFTER

•Higher quality and time-savings by using die-casting

•Utilization of existing instruments

•Avoiding the high costs of manufacturing die-casted rotors in one piece

BENEFITSBENEFITS


•Purchasing subassemblies of the reach stacker frame abroad in container-sized units and doing the final welding in Sweden


•Before the manufacturing was done in Europe with high costs

•Now the subassemblies are purchased in large sets abroad with lower costs


•Savings: 10-15%

BENEFITSBENEFITS

PURCHASING SUB-

ASSEMBLIES FOR

REACH STACKER



CANOPY FOR

STRADDLE POWER UNIT


•To replace the complex cover of the straddle power unit with a sliding canopy


•The current multi-hatch cover is complex and assembled from many pieces

•In the new concept the canopy is made from two main pieces that can be slid open

•Larger access hatches make serviceeasier


•Easier to maintenance

•Gives cover and protection

BENEFITSBENEFITS


STRIPTEASE PROJECTS

© 2016 Konecranes. All rights reserved.© 2016 Konecranes. All rights reserved.

TRIZ


TRIZ:(TEORIYA RESHENIYA IZOBRETATELSKIKH ZADACH)

THEORY OF INVENTIVE PROBLEM-SOLVING

It doesn’t matter how many resources you

have. If you don’t know how to use them, it will

never be enough.

Theory

Paradigm

Approach


WRONG PROBLEM SET UP

• Logically if we are solving a wrong problem, it won’t lead us to a goodsolution.

• We need to have a proper way to analyze the problem.

“If I had only an hour to save the world, I would spend fifty-five minutes defining the problem, and only five

minutes finding the solution.”– Albert Einstein


Overall Approach:

Somebody, someplace, has already solved your problem or one similar to it. Creativity means finding that solution and adapting it to the current problem.

Overall Approach:

Somebody, someplace, has already solved your problem or one similar to it. Creativity means finding that solution and adapting it to the current problem.

FINDINGS

Remove contradictions

Take advantage of hidden and idle resources

Gets closer to ideal solution

Good ideas

Trends of engineering system evolution stay constant


TRIZ has shared in the success of hundreds of

companies and individuals worldwide.

INDUSTRY TRIZ USERS

http://www.envisage-consultancy.com/clients.htm A.Kynin Examples MLCC-100831


SET OF TOOLS

Component Analysis

Interaction Matrix Function Modeling Trimming

Function-Oriented Search (FOS)

Ideal Final Result Contradictions Triz Matrix

40 InventivePrinciples

Cause-Effect Chain Analysis

Trends of Engineering

System Evolution(TESE)

9 Windows

Small Little People

76 Standard Solutions

Substance FieldAnalysis

…and somemore…

Set of tools have been created

5T TROLLEYSUBASSEMBLY

by Kari Tuominen and Adeyinka Abass

17.11.2016

© 2015 Konecranes Plc. All rights reserved.© 2015 Konecranes Plc. All rights reserved.

1.3 FUNCTION MODELING

Motor

Pulley

Support Beam

Trolley Frame

Beam

BracketsWheels

Covers

BuffersShafts

Support

Beams

Drive Shaft

Connection Rod

Holds Holds Holds

Holds

Holds

Holds

Rotates

Rotates

Covers bearing and gearsHelps in assemblying and maintaining right distanceHold the pulley/sheave assembly


5.1 RADICAL TRIMMING

Motor

Pulley

Support Beam

Trolley Frame

Beam

BracketsWheels

Covers

BuffersShafts

Support

Beams

Drive Shaft

Connection Rod

Holds Holds Holds

Holds

Holds

Holds

Rotates

Rotates

Hold the pulley/sheave assemblyCovers bearing and gears Helps in assemblying and maintaining right distance

Plates


5.1 RADICAL TRIMMING

Motors

Wheels BuffersShafts

Support

Beams

Holds Holds Holds

Holds

Holds

RotatesHold the pulley/sheave assembly

Covers bearing and gears

Helps in assemblying and maintaining right distance

Plates

Covers

Covers bearing and gears


NANB new trolley

idea

In new idea we plan to use side plates to

replace load beams and RHS

31

© 2010 Konecranes. All rights reserved. Kari Tuominen32

SHIFTING FROM COMMODITY TO

VALUE SOURCING

PAST

• Commodity experts

• Components

• Multiple tactical suppliers

• Stable raw material markets

• Fragmented supply chains

• Supplier delivery

• Price driven

• Tactical people competencies

TODAY-FUTURE

• Business relationship experts

• Modules / Systems

• More strategic suppliers

• Highly volatile markets

• Supply clusters

• Supplier value / ESI

• Total cost of ownership

• Increased focus on leadershipand project management


THE BEST-OF-BEST SUPPLIER CAN IMPROVE OUR

VALUE PROPOSITION

• Own long-term strategic plan with a clear

desire of position in the value chain

• Understand Konecranes’ customer and

development needs

• Passionate attitude across supplier company

to build and deliver customer satisfaction

• Strives for long-term business relationships

• Proactively delivering / suggesting business

improvements and can challenge

Konecranes

• Takes full accountability for own supply

chain‘s development and performance

• Supplier‘s customer portfolio, <50 % with

one customer. Risk management and low

dependency



WE ARE ENTERING THE SERIES OF LEGS OF

OUR PROCUREMENT CHANGE JOURNEY

From doing things …

… the yesterday's way … more efficiently … to doing them differently


esi&valueengineering - aalto€¦ · 40 inventive principles cause-effect chain analysis trends...

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