supply chain management - project package

Project Manager: Ferenc Rakoczy

Updated on 6 March, 2013

Presentation Package

Supply Chain Project summary

Logistics Agreement with automotive customer Valeo

Period: 06/2004 – 09/2004Place: Sanmina-SCI, Tatabánya Plant

Target: Prepare drafted version of Logistics Agreement (materials mgmt parts)

Tasks completed:

- forecasting methods, calls, call frequencies, call methods- order confirmation process details- flexibility corridor, firm periods, safety stocks- transport and delivery frequency, HUB- packaging and labelling requirements

Result: an approved Logistics AgreementFinancially approved saving: n/a

Sanmina-SCI Projects 1/1

WIP inventory optimisation project

Period: 01/2005 – 06/2005Place: ELQ Pécs, Finn Plant OperationsTarget: Reduce WIP inventory value from 4MEUR to 2MEUR

Tasks completed:

Finn Inventory Valuation report review, Consumption-Declaration and Stock-Flow Difference Analyses

Ownership Change in SRO process and continuous kanban level update according to customer requirements

Demand-specific production planning methods (high variance in demand: make to order, low variance in demand: kanban) in order to optimize semi-finished and finished goods buffer in production area

Result: 1,5MEUR (=37%) inventory reduction in production area

Financially approved saving: 140 kEUR

Elcoteq Projects 1/7

Inventory Accuracy improvement projectPeriod: 08/2005 – 05/2006Place: ELQ Pécs, Finn and Cserkut Plant Operations, Product Line 9

Target: Eliminate WIP stock inaccuracy of approx -1MEUR (Q2 2005 stocktake result)

Tasks completed: All events related to material flow were reviewed and poke-yoke processes and systems were established in order to control the real-time transactions in Baan ERP.

- introduced real time SFG / FG reporting for accurate backflushing- eliminate pBOM errors in order to make sure that backflushed qties are equivalent to the physically consumed amounts,- release automatic SMT machinery loss report in order to make attritions visible and transactable,- separate rework and normal flow physically as well as in Baan ERP- daily material review board (MRB) and scrap transactions implemented- checking point between warehouse and production established in order to control material movements

Result: Q2 2006 stocktake result was less than -20kEUR



Inventory Accuracy subprojectsPeriod: 2004 – continuouslyPlace: ELQ Pécs BU, various product linesTarget: Achieve sustainable inventory accuracy in shop-floor related warehouses


Supply Chain

1

Supplier label qty is wrong, physical qty to production not match with Baan ERP qty

Supplier

2

WH

Picking from WH control: Checkpoint established, using Security people

SMT

3

SMT machinery loss booking

4

SMT backflush- Good part number- Good quantity

PTH – HANDASSY (reworks)

5

Handassy component scrap booking, daily MRB meeting

6

SFG – FG scrap booking

7

Separate repair loop SFGs from normal production in Baan ERP

8

Book material consumption during repair-rework processes

9

Avoid double FG backflush

10

FG backflush- Good part number- Good quantity

11

WH

FGs back to production- Separation in Baan

from normal production

- Avoid double backflush

12 BOM controlling: BOM usage quantity must match with physical usage quantity

Kitting project 1 - CNE productionPeriod: 08/2006 – 03/2007Place: ELQ Pécs, Finn Plant Operations, Product Line 11Targets:1. Create WIP inventory replenishment system, where complexity of product mix and variety of

components is high2. Increase productivity in order to switch back from 4-shift model to three,3. 100% control on all material-related events.

Inventory Control Effect –By dedicating a kitting area as a supermarket-warehouse on the shop floor, where all raw materials were going to be stored, production logistics team were easily able to control material flow by preparing kits based on Baan ERP BOMs (BOM accuracy control), using piece picking concept (scrap & special consumption control), and were able to distinguish the materials stored at kitting and the ones allocated on the shop floor (cycle count control)

Through-put-time Effect –Production is now able to focus exclusively on manufacturing activities ie manufacturing team has nothing to do but to assemble the products by consuming the materials released by kitting team. No more need for material hunting, integration of pre-packaging & label printing activity, and FPO process implementation guarantees that production can complete the plan more productively, ie processing lead time is estimated to decrease significantly.

Results: - 43 people saving in blue-collar HC- 160 squaremeter saving in material shelf space- 48kEUR saving in Materials Scrap and Loss



Kitting project 1 - CNE production


General Production Logistics Project – Shenzhen, ChinaPeriod: 09/2007 – 11/2007Place: ELQ Shenzhen Plant, Guangdong, People’s Republic of China

Target: Set up and train production logistics department, introduction of fundamental systems and processes

Tasks completed:

- dedicate material controllers, schedulers reporting to production logistics manager- simplify BOM structures in corporate system (from 5-6 subassy level to 2)- dedicate team to manage backflush and other Baan ERP transactions real-time- introduce kanban system for raw material replenishment between WH and SMT machines- train internal stakeholders about replenishment systems, inventory accuracy subprojects and reporting from system

Result: common understanding about responsibility areas, more effective support for manufacturing and purchasing team

Saving realized: n/a


Kitting project 2 - mobile phone manufacturing

Period: 05/2008 – 07/2008Place: ELQ Pécs, Szilva Plant Operations, Product Line 7Target: same as Kitting Project 1


Warehouse Management System Implementation – Manaus, Brazil

Period: 01/2009 – 04/2009Place: Elcoteq da Amazonia, Manaus, BrazilTarget: implement WMS solution to cover missingfunctions in BaaN ERP 4.0

(1) Slot/Gate management(2) SMC (VMI) concept(3) Unclear Materials Management(4) Incoming Inspection Module(5) Manage Intersite shipments(6) Unique Package Identification, FIFO(7) Packing/Unpacking(8) Check for booking(9) Kitting / Soft production planning(10) Out of BOM inventory management


Logistics process and system improvement in Sri Lanka - 1

CCS Lanka projects 1/1

Period: 01/2010 – 06/2010Place: CCS Lanka Ltd, Kochchikade – Sri LankaTarget: improve service level of Warehouse to at least 95% by implementing paperless operation

through a customized WMS solution – 100% my development

Logistics process and system improvement in Sri Lanka - 2

CCS Lanka projects 1/1

Period: 01/2010 – 06/2010Place: CCS Lanka Ltd, Kochchikade – Sri LankaTarget: improve service level of Warehouse to at least 95% by implementing paperless operation

through a customized WMS solution – 100% my development

Supply Chain Development Projects – NCR Budapest

Period: 07/2010 –Place: NCR Corporation, Budapest, HungaryTarget: strive for operational excellence in supply chain

NCR Projects 1/1

Personal Data

Ferenc Rakoczy MBA

Marital Status: MarriedAge: 35 years

Telephone: +36 30 503 9664

E-mail: [email protected]

Blog: http://supplychain.blog.hu

Studies:

2007-2009 – MBA, University of Szeged

2006 – Six Sigma Green Belt Certification

1996-2002 – MSc in Economics, Budapest University of Economic Sciences

Relevant workplaces:

2010 - NCR Corporation as Manager, Continuous Improvement, Supply Chain

2004 - 2009 ELCOTEQ SE (Hungary & Brazil), various management positions

2003 - 2004 SANMINA-SCI Hungary LTD (Tatabánya, Hungary) as Master Scheduler

Languages: English (fluency), Portuguese, Italian (basic)

mailto:[email protected]

http://supplychain.blog.hu/

supply chain management - project package

Business

production logistics

production area result

inventory control effect

material flow

elcoteq projects

numberbook material

kitting project

time effect production