how we changed the planning process… -...
TRANSCRIPT
Welcome
How we changed the planning process…
Supply Chain Conference 2015-09-03
1. Company information
2. Back ground
3. The APS project
4. Q&A
2
Company Information
3
Bucher Industries AG
4
Bucher Hydraulics Kuhn Group Bucher Municipal
Emhart GlassBucher Specials
5
Advanced Glass Forming Machines
Animation process
6
7
Worldwide Presence ...
Elmira NY
Windsor CT
Clearwater FL
Cham (CH)Savona (I)
Sundsvall (S)Örebro (S)
Manchester (UK)
Singapore
Johor, Malaysia
Kawasaki (J)
Moscow (RUS)
Owensville MO
Neuss (D)
8
Worldwide Installed IS Machine Base
• 3374 active IS Lines
• 26030 active Sections
• 1167 Emhart Glass IS Lines
• 9740 Emhart Glass Sections
9
Supply Chain of Bucher Emhart Glass
Örebro
Johor-Bahru
Luxemburg
SundsvallParts
Material
10
Emhart Glass Örebro - Facts
• 135 employees, 100b, 35w
• 80 direct machine operators
• 40 CNC machines, key resources, 3 shift production
• 100 work centers, planned resources
• Production responsibility of 3000 item numbers
• Annually;
– We supplies strategic parts for 50 IS-machines
– We make 1’300’000 kg’s of parts, and sub-assemblies
– We run our machines 120’000 hours
– We introduce 300 new items in production annually
• 98 years of experience from machining production
• Milling, turning, drilling, grinding, honing, heat-treatment,
welding, painting, assembly and testing.
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Back Ground
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How It was…
…a selection of things we used to say
• We only got 1500 hours of past due production in the work
shop now…
– So we are in good shape!
• I’ve got 200 hours to produce in my machine this week, so we
can skip over time this week-end!
– Right…?
• It’s so difficult to make a production plan…
– Especially if has to be a plan for the future.
• This machine has been overloaded for several months now,
maybe we should out-source some production?
– Well, let’s wait for another week or so and see what happens.
• Yes, I can make that re-schedule analyze, but it will take me
almost a week to get it done…
– So let’s say we make the change and hope for the best…
13
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What
can we
do?
ERP system “BPCS” is missing;
- Resource capacity constraints
- Visual interface
- Day by day capacity calendar
- Material availability check
- Etc..
In addition to that...
- We are used of MRP style production plan and we adopted some bad habits
- It’s not just a new system we need it’s also a new mind set
- A wise man said to me once… ”A fool with a tool is still a fool”
Advanced
Planning
Systems can
fix that!
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Constraint Work load Expectation
The APS project
1
Budget and expected savings
– Budget: 2,414 MSEK
– Expected savings
• Efficiency increase due to automated planning process
• Year 1 – 540 KSEK
• Year 2 – 1 080 KSEK
• WIP & Stock reduction due to decreased thru-put times
• 700 KSEK (one time)
• 20% less overtime usage, due to better production plans
• 320 KSEK
• Less shipping costs, reduced air freight
• PBT: 2,3 Years, NPV 4 548 KSEK
2
APS Project Organization
Steering Group
LWAN, CFORMSVE, PSTE
Project Manager APS-Project
MBRI
Procurement
MLIN
Project Leader APS Implementation
Örebro
MSAN
Project TeamAAHN,CULA,HTOI
CSOH,JGUS,MHOO
Implementation Consultants from
Supplier
ITLWAN,ASJO
3
Time Schedule
4
Interface
ready
System
supplier
quotes
evaluation
finalized
Assignment
description
approved
with system
supplier
Design
finished
IT-
infrastructure
installed
Production
plan and
simulation
generated
Test
finished
Investment
approved
Project
sign-off
Go
Live
2015
Jan Feb AprNov DecSep Oct
2014
Apr Jun Jun
As simple as possible
• All reporting done thru ERP system “BPCS” = Nothing changed
for job reporting etc. 90% of the users
• All old KPI’s and reports remains thru “go-live”, will be changed
later, towards Tableau generated reports
• All affected users deeply involved in project = no surprise at
“Go live” day, we all knew what was coming
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Order flow
6
Customers
Central
sales
Cham
Switzerland
Sundsvall
Facility 50
Final
assembly
Johor Barhu
Facility 82
Final
assembly
Örebro
Facility 51
Luxemburg
Facillity 57
Global
spare parts
SuppliersRaw-material,
parts, sub-
assemblies
Örebro
Facility 51Parts
manufacturing
DRP-
Orders
Production process
7
Purchased Raw-
material & parts
Sub-contracted
operations
Assemblies
Parts
Machines Assembly
Visible/noticeable effects
• Production out-put +23%
• Delayed order lines +-0
• Less over time, (planners)
Order release is now 2-3 hours
compared to 8-10 hours per week
• More time is left to think about and
plan strategical, not just executing
MRP proposals
• Planners and supervisors plan
ahead, 2-3 months perspective,
compared to days or weeks in the
past
• Visual interface is really helpful in
getting a overview, material
availability, capacity bottlenecks
etc.
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0
100
200
300
400
500
600
700
800
900
1000
1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9
2014 2015
Hours per day produced
A
P
S
–
G
o
li
v
e
Visible/noticeable effects
• Progress reporting started before ”go live”, since this was
recognized as mandatory information to run the scheduler.
– Each direct operator/fitter reports achived production by end of each
shift.
– This created un-intentional a a competition effect, and significantly
equlized and increased productuion out-put.
9
Visual
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• Production Planning
– Release manufacturing proposals
– Reschedule orders taking constraints into account
– Picking and release to production
• Order Planning
– Release forecast to customer order (DRP)
– Schedule customer order (DRP) according to iPlanner suggested due date
• Operational Purchasing
– Identify most critical shortages. Review POs with delivery issues in iPlanner.
Planning Processes addressed by iPlanner
• Projected service level using 4 different measures
Delay Dashboard
Load Graph – Total Plant
Total load Shop Order Total load Shop Order ProposalsGrid with filtering possibilities
Demand Dashboard
• Demand graph based either on commit or required week
• Double click on bar to drill down and change coloring
• Using finite or infinite plan
• Using daily, weekly or monthly buckets
Bottleneck Report
• Detailed load per resource and time bucket
Capacity Details
• It’s still early days but we see the sun rising
• Thank you Optilon for excellent project support
• Q&A
17
Thank You
Contacts:
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Mattias Brink
Emhart Glass Sweden AB
Skebäcksvägen 44 • PO Box 6063
SE-700 06 Örebro • Sweden
Telephone +46 19 307537 • Mobile +46 730 351021