manufacturingscenarios, optimizing production vol 2

8/10/2019 ManufacturingScenarios, Optimizing Production Vol 2

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OPTIMIZING SCHEDULING

PRODUCTION FLOW IMPROVEMENTS

INTEGRATED MAINTENANCE

PLANNING

INTEGRATED PROJECT MANAGEMENT

IMPROVING PREVENTATIVE

MAINTENANCE

ENHANCING PROJECT VISIBILITY

OPTIMIZING PRODUCTION

REAL WORLDSCENARIOS

Volume 2Cases 7 - 12

SQUEEZE MORE OUTOF PRODUCTION


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OPTIMIZING PRODUCTIONHaving a comprehensive, easy-to-use and effective suite

of planning tools will significantly improve the operational

performance of a business. Buyers and production

planners need clear visibility of what is required, when it

is required and why it is required. The supply of purchased

materials and manufactured components need to be

closely synchronized with the product assembly schedule

to minimize inventory, optimize productivity and maximize

on-time delivery performance.

Integration of business systems offers many advantages.

It supports the coordinated planning of production with

other functions, such as procurement and maintenance.

It also provides accurate and readily analyzed information

which supports flow optimizations using techniques

such as Lean Manufacturing. Increased visibility improvesresponsiveness to demand changes and enables a more

proactive approach to be taken. This is particularly the

case in project-driven environments where effective risk

management is another key factor in achieving customer

satisfaction.

Plant maintenance plays a key role in minimizing disruption

to production schedules and ensuring quality output. Many

businesses seek to introduce preventative maintenance to

increase machine uptime and minimize lifecycle costs. Real-

time links to shop floor equipment present opportunities

for condition monitoring and predictive maintenance.

These cases studies illustrate how Columbus has helped

various industries optimize production using

the ColumbusManufacturingsolution set based on

Microsoft Dynamics.


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CASE 7:Optimizing Scheduling

Issue

A company making plastic toys needed to optimize the

scheduling of its injection moulding machines at the same

time as coordinating these plans with the assembly lines

which have to be reconfigured for each specific toy.

Problem

The changeover time on the injection moulding machines

and the reconfiguration of the production lines was a

lengthy process. The complete process needed careful

coordination of various critical resources setter, tooling,

operators, components and packaging. The old ERP

system could link the injection moulding schedules to the

assembly line, but other resources had to be managed

manually. This planning took a small army of people and

resulted in constant changes to the schedule which in

turn generated too many assembly line changes and

necessitated larger safety stocks to buffer delays in

production.

Remedy

Using the Microsoft Dynamics features for master

planning and scheduling, all resource constraints are

now considered during the planning process. Resources

are linked through either the product structure (BOM) or

the production routing. As planning is now automated, a

first rough-cut schedule is generated, then subsequent

versions created which can be fine-tuned. Similarly, a

change in demand can be more easily modeled and a

revised schedule published.

Benefits

The ability to model and optimize the plans while

considering all the constraints is now quicker and results

in more effi cient change-over sequencing. The number

of last minute changes to the program is reduced. More

stable planning reduces the need to hold buffer stocks.

Bottom line benefits were:

Better machine utilization

Higher labor productivity Reduced inventory

Improved responsiveness to demand changes

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CASE 8:Production FlowImprovements

Issue

A company making electronic equipment had experienced

rising levels of work in progress inventory due in part

to the need to buffer against the unreliability of key

machines. The company found that the shop floor was

crowded, which aggravated the problem of keeping workmoving and fast-tracking urgent orders. There was also

a desire to implement Lean thinking, but the company

didnt know where to start.

Problem

The existing ERP system gave information on overall

inventory levels and costs of production, but captured no

shop floor timings, so there was no basis for systematic

analysis of what were the real bottlenecks. In addition,

inventory could only be issued to the batch at the

beginning of the job, so there was no easy way to

stage issues or to move to a Kanban approach for

lower value items.

Remedy

Upgrading to Microsoft Dynamics has delivered the

opportunity to record key production data such as

operation start and finish times on the critical machines.

It has also facilitated analyzing this data in a number of

different ways as part of the move to Lean. Additionally,electronic Kanbans have now been introduced so that

inventory is only pulled when needed by production,

retaining the tracking and costing controls needed in

their business.

Benefits

The company has started the Lean journey with these two

initiatives. Capturing more accurate data about the critical

machines is allowing them to identify the bottleneck

machines and start to tackle their reliability. Kanbans are

reducing inventory holdings, but more importantly the

shop floor is less cluttered and problems such as queues

at the bottlenecks are becoming more visible

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CASE 9:Enhancing Project Visibility

Issue

A manufacturing company designs and manufactures

specialist machinery for use in the automotive, aerospace

and defence industries. The company predominantly

manufactures to agreed customer specification, so the

company tends to be project driven. Overall manufacturing

lead times can range from 6 to 18 months.

Problem

With such a variety of special customer requirements

and long lead-times, the company has had two main

issues over the past few years. The first issue has been

ensuring timely delivery of materials. The second has

been scheduling resources both internally and with

subcontractors. The underlying problem has been lack of

visibility in their old account driven system. The impact

has been poor on-time delivery and has led to some loss

of business.

Remedy

Microsoft Dynamics has been implemented with additional

modules to provide greater project-specific functionality.

Columbus Advanced Project Management and Columbus

Visual Project Planning allow them to schedule resources

across the factory more easily. The Gantt chart format

makes reviewing the progress of a specific customer

project more visual this includes Red/Amber alerts

to highlight potential late deliveries of purchased or

manufactured items. The fully integrated system is able

to provide a complete picture of an order from its design,

procurement and production, to dispatch and installation.

Benefits

The key benefit is improved visibility of orders going

through the shop floor resulting in:

Easier progress tracking of projects

Greater ability to react to changes in a timely and

orderly manner

More effi cient scheduling of resources both

internally and externally

Reduced stock levels

Improved on-time delivery performance

Ultimately these improvements have led to increased

business with customers.

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CASE 10:Integrated Project Management

Issue

A project-based design and development company

had historically managed projects using traditional

stand-alone project management software that was

independent of their accounting system. Each project

was managed independently, leading to resource

conflicts across the portfolio of live projects. Cost control

and financial reporting were diffi cult to calculate. Project

overruns on both time and cost were typical.

Problem

Managing projects independently of the financial system

gave rise to a number of issues. Cost estimation and

budgeting were diffi cult, especially when there were

changes. Rescheduling of projects and calculation of

cost to complete were time consuming. Project resource

conflicts across a number of portfolio managers were

diffi cult to identify and resolve, leading to unexpected

delays and added costs. Purchasing was poorly

coordinated with project schedules.

Remedy

Using Columbus Advanced Projects module which

has been implemented in conjunction with Microsoft

Dynamics standard project accounting functionality, all

project management tasks have now been migrated

from the standalone project system. All projects are

established with an initial financial baseline. Any changes

to the project are automatically re-calculated into a new

version of the budget before approval. Resources are

defined across the whole business so that workload can

be balanced. Actual time is now booked through daily

timesheets, with automatic update for completed tasks,

and the ability to flag potential overruns.

Benefits

The integration of project management, procurement,

production and accounting processes within the single

Microsoft Dynamics system results in a much greater

ability to manage the project-based order book. Benefits

include:

Less time wasted re-keying data, so more time

addressing project issues

Material planning better aligned with the up-to-date

project plan

Less disruption and delay due to fewer resource

conflicts Timely management information allowing a more

proactive response to potential problems

?

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7/11

CASE 11:Improving PreventativeMaintenance

Issue

A large manufacturer of bed mattresses wanted to reduce

unplanned production stoppages due to equipment

breakdowns. With production volumes increasing,

there was greater pressure on equipment uptime. They

also sought to improve equipment life by performing

preventative maintenance on a more systematic basis.

Problem

Maintenance was mainly performed on an as-needed

basis and record keeping was poor as it tended to be an

afterthought. As the maintenance records were poor,

it was not easy to obtain meaningful data on machine

performance or maintenance costs.

Remedy

The company has introduced Columbus Enterprise

Asset Maintenance along with Microsoft Dynamics. All

significant production equipment is now registered andpreventative maintenance policies established for each

type of equipment. The forward schedule of planned

maintenance work is now visible to production planners

and can be confirmed or changed nearer the time to

ensure urgent production work is not disrupted. The

status of current maintenance jobs is up-to-date and

visible. All maintenance costs whether labor hours,

spare parts or third party work is booked to the specific

equipment.

Benefits

Benefits to date include:

More maintenance being performed on a planned basis

Accurate maintenance records giving better

information on equipment performance and costs

Statistics on maintenance labor performance and

response times

Better planning for production asset refurbishment

and replacement

Fewer breakdowns and less disruption

?

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8/11

CASE 12:Integrated MaintenancePlanning

Issue

A high-volume manufacturer of automotive parts has

sophisticated computer-controlled production equipment.

This equipment requires good preventative maintenance

to maintain uptime and effi ciency. The computer controls

generated alerts on the status of the equipment, but this

was not being used.

Problem

The company had historically managed their own

manufacturing equipment using stand-alone plant

maintenance software that was independent of their

ERP system. This resulted in the duplicate purchasing

of spares and consumables. In addition, production had

limited visibility of planned preventative maintenance

work causing friction with the Maintenance Department.

Remedy

The Columbus Enterprise Asset Management modulehas been implemented alongside Microsoft Dynamics.

Maintenance policies are now set for each machine

and new business processes introduced to schedule

maintenance work in coordination with the production

plans. Interfaces to machine controls are now written to

record machine usage data, a key driver for preventative

maintenance, and to capture any machine maintenance

alerts. Loading of historic data from the old maintenance

system has been prioritized for the key machines but

generally only summary history was loaded into the

new system as the records were of variable quality. New

machines are now purchased in Microsoft Dynamics so

accurate data is logged throughout their life in the one

integrated system..

Benefits

Tight integration within Microsoft Dynamics eliminated

duplicate effort, improved visibility and helped ensure the

right parts were on hand to service the equipment when

needed. Overall benefits included:

Better planning of maintenance department workload

resulting in greater effi ciency

Successful introduction of preventative maintenance

disciplines

Move towards predictive maintenance using real-time

condition monitoring dataImproved on-time delivery performance

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ColumbusManufacturingThe issues and challenges presented here and manymore are addressed by ColumbusManufacturing.

ColumbusManufacturing is an integrated business solution

tailored for discrete manufacturers. It includes a combination

of our award winning advanced discrete manufacturing

software, our industry templates and implementation

methodology all built onto the flexible and reliable Microsoft

Dynamics platform.

ColumbusManufacturingstarts in the supply chain,

though warehousing, inventory, production planning,

manufacturing, sales, service, equipment maintenance,

delivery routing, engineering, shop floor control, sub contract

management and project planning and tracking. It is widely

known for delivering improved effi ciency and reduced costs

by integrating all supply chain processes while providing

accurate business metrics for improved decision making.

ColumbusManufacturingallows you to utilize the solutions

and functionality you need. To learn more about the various

components, visit www.columbusglobal.com

> Microsoft Dynamics AX or Dynamics NAV

> Columbus ADM (Advanced Discrete Manufacturing)

> Columbus SCS (Supply Chain Solution)

> Columbus BIS (Business Integration Software)

> Columbus RapidValue

> Columbus SureStep+

> Microsoft Dynamics CRM

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10/11

Introducing ColumbusRapidValueRapidValuehas been designed and developed by Columbus

to help organizations implement best practice business

processes alongside their ERP implementation.

RapidValueis a Business Process Modeling solution

that is fully integrated into Microsoft Dynamics AX, the

foundational platform of ColumbusManufacturing

> Streamline business processes for

efficiency and speed

> Adopt best practices when appropriate

to the business

> Standardize business processes across

the organization

RapidValueenables customers to translate business

process models into solutions while working directly in

Microsoft Dynamics AX. RapidValueis designed to meet

80% of your industry requirements out of the box.

> Business processes

> User procedures

> Application functionality

> User roles and profiles

> System set-up and base data

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For more information on Columbus, our clients experiences

and our solutions, please visit www.columbusglobal.com

Thanks to the ColumbusManufacturing Team for sharing their Real World Scenarios: Dave Ward, Deborah

Vermillion. David McKenna, Niraj Nanda, David Raaphorst, Antony Prabhath, Bo Prychidnyj, Jeevan Anthony Louis, Les

Shippen and Clyde Bennett.

INTEGRATING PRODUCT LIFECYCLE

MANAGEMENT PLM

CONFIGURING PRODUCTS

TO ORDER

REUSING COMPONENTS

FACILITATING PRODUCT

PERSONALIZATION

IMPROVING VERSION CONTROL

AND TRACEABILITY

MANAGING ENGINEERING CHANGES

MANAGING PRODUCT

COMPLEXITY

REALWORLDSCENARIOS

Volume 1

Cases 1- 6

GETTINGTHERIGHT MIX

OPTIMIZING SCHEDULING

PRODUCTION FLOW IMPROVEMENTS

INTEGRATED MAINTENANCE

PLANNING

INTEGRATED PROJECT MANAGEMENT

IMPROVING PREVENTATIVE

MAINTENANCE

ENHANCING PROJECT VISIBILITY

OPTIMIZING PRODUCTION

REALWORLD

SCENARIOSVolume 2

Cases 7- 12

SQUEEZEMOREOUTOFPRODUCTION

MANAGINGCOMPLAINTS ANDTHEIR

ASSOCIATEDCOSTS

CONTROLLINGWARRANTY CLAIMS

ADDINGASERVICEBUSINESS

OPPORTUNITY

MANAGING CUSTOMERREQUIREMENTS

REALWORLDSCENARIOS

Volume 3

Cases 13- 15

KEEPDELIVERING

UTILIZINGBESTPRACTICEPROCESSES

EXPANDINGBUSINESSOPERATIONS

BUSINESSPROCESSSTANDARDIZATION

REALWORLDSCENARIOS

Volume 4

Cases 16 - 18

ENSURING BEST PRACTICE...STREAMLINEYOUR

BUSINESSPROCESSES.

The ColumbusManufacturtingReal World Scenario Series

Volume 1Cases 1 through 6




ABOUT COLUMBUS:

Columbus currently employs over 1,000 dedicated professionals working out of

41 offi ces in 21 countries. With more than 20 years experience and 6,000 successful

implementations, Microsoft recognizes Columbus as a top global partner and has

presented the company with virtually every award and certification available.

manufacturingscenarios, optimizing production vol 2

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