© institut für fabrikanlagen und logistik 00.000 [quelle] appendix c 1 suggestion workshop target...
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© Institut für Fabrikanlagen und Logistik
Appendix C 1 Suggestion Workshop Target Definition
09:00 Welcoming and target of the workshop (10 min)
Expectations of the participants (10 min)
09:30 Impulse paper (Overview Modern Factories) (45 min)
10:30 Coffee break (15 min)
10:45 Corporate and environmental analysis (60 min)
11:45 Vision Targets and Strategies (60 min)
12:45 Lunch (45 min)
13:30 Aptitude test of the location (120 min)
15:30 Coffee break (30 min)
16:00 Definition of the guidelines and action fields Moderation (60 min)
17:30 Feed bake the participants (30 min)
18:00 End of workshop
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Corporate and Environmental Analysis
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Corporate and environmental analysisMarket, Product, Competition
suppliers
markets
customers
products
competitors
actual future trends
5 6
7 8
11
9 10
1 2
3 4
1. What / Where are your current markets?
2. What / Where are your markets to be in the
future?
3. Who are your present (key) customers?
4. What will be your future customers?
5. What products / services you offer today?
6. What products / services you offer in the future?
7. What are your present competitors?
8. What will be your future competitors?
9. Who are the current suppliers?
10. Who could in future be a supplier?
11. What influences, trends and developments are
important for your current or foreseeable markets/
customers / suppliers and competitors?
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Corporate and environmental analysisMarket, Product, Competition
suppliers
markets
customers
products
competitors
actual future trends
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Corporate and environmental analysis Success Factors of the Products
today future
e3-Q
competition
1 2
3 4
5
1. What distinguishes your products or services today compared to those of your competitors. (Features / Features / Features). Why customers buy from you and not from the competition?2. What will your products or services distinguish in the future compared to those of
your competitors? (characteristics / specials / features) Why should you and future customers do not buy from the competition?3. What distinguishes the products or services compared to your competitors? Why customers buy from the competition?4. What in future could distinguish the products
or services of your competitors over yours so customers buy in the future from the competition?5. What influence can be envisaged, which are
currently or in the future for your products and services important?
(materials, production technologies, customer requirements, quality, production costs, ousourcing etc.)
- Derivation of success factors (the importance of competitive factors for the business position)
- Strategic success factors (these are important for the current success of the company)
- Critical success factors (those correspond with an distinct weakness of the company)
- Balanced competitive factors
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Corporate and environmental analysis Success Factors of the Products
actual future
Your company
competition
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Corporate and environmental analysis Change Driver for production
Change drivers /
triggers
Impact /
measures
in
the
past
product (Product Structure)
quantity
marketing action
technologies
markets (segmentation)
delivery times
in the
future
expected
1 2
3
1. What were the main drivers in the past which led to changes in your
production? How frequently do they appear?2. How did the change drivers affected the
production concept, what measures have been taken?
3. What are the main drivers that will change in the future your production? With what frequency its occurance is expected?
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Corporate and environmental analysis Change Driver for production
change drivers / triggers impact / measures
in
the
past
in the
future
expected
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Vision, Targets und Strategies
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Key Questions
From the brand and corporate vision the following questions are derived:
What is the vision for the site from the perspective of stakeholders (owners, customers, employees, suppliers, investors and the region)?
What are the meta targets for the site? (global, local)
What is the strategy for the site? (global, local)
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Targets and Strategy DefinitionCorporate Vision, Targets and Strategy
1. Vision of brand and corporation ELV
2. Vision for the site
3. Meta targets of theCorporation for the site
4. Corporate Strategy for the site
1. What is the vision of your company? (Leader, definitely overnight, fast followers, best partner in ..., a leading innovator)
2. What are the meta targets of your company? (Sales, return, delivery times, market share, products, productivity, inventory turns, inventory reduction, system capacity, quality, versatility, volume / output, compared with competition, etc.)
3. Which strategy do you follow to achieve these goals? (Cost leadership, pioneering strategy, cooperation strategy, imitation strategy, niche strategy, technology leadership, zero-defect strategy, continuous improvement, process orientation, emergency strategies such as redundancy, scalability in small increments, modularity, cost advantages, production starts)
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Targets and Strategy DefinitionCorporate Vision, Targets and Strategy
Vision of brand and Corporation
Vision for the site
Meta targets of theCorporation for the site
Corporate Strategy for the site
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Planning Frame
The planning framework determines which objects should be treated in the master plan and accordimng to which guidelines this should take place.
On the basis of the defined objects, targets, strategy, strengths and weaknesses are observed and from that future requirements are generated.
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Suitability Analysis Site Sales
Targets
Strategy
Weaknesses of the existingfunctions
Strengths of the existing functions
Requirements for future functions
Restrictions
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Suitability Analysis Site Production
Flexibilität, Prozesssicherheit, Neue Produktionstechnologien, Automatisierungsgrad, Sauberkeit, Wandlungsfähigkeit (alles auf Rädern), Qualität, transparenter Transport, Bestände
Prozessorientierung, Modularisierung, Segmentierung, Automatisierung, Outsourcing, Wandlungsfähigkeit
Maschinen alt/neu; Personalstamm; Technologieeinsatz
Targets
Strategy
Strengths of the existingProduction
Requirements for thefuture production
Restrictions
Weaknesses of the existingProduction
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Suitability Analysis Site Logistics
Control principle, stock strategy, procurement strategy, one-piece-flow, structuring principle, Central / Distributed Storage (good entry, manufacture, shipment)
Procurement, control, shippingmacro-and micro-logistics
Targets
Strategy
Strengths of the existinglogistics
Requirements for thefuture logistics
Restrictions
Weaknesses of the existinglogistics
Delivery time, inventory level (production, storage), inventory turns, cycle time, utilization, delivery reliability, prority rules, no multiple handling, software (yes / no), cranes, forklifts, etc. (yes / no), material flow length, transport routes
Delivery time, inventory level (production, storage), inventory turns, cycle time, utilization, delivery reliability, prority rules, no multiple handling, software (yes / no), cranes, forklifts, etc. (yes / no), material flow length, transport routes
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Suitability Analysis Site Staff
Targets
Strategy
Strengths of the existingfunction
Requirements for thefuture function
Restrictions
Weaknesses of the existingfunction
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Suitability Analysis Site IT
Targets
Strategy
Strengths of the existingfunction
Requirements for thefuture function
Restrictions
Weaknesses of the existingfunction
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Suitability Analysis Site Quality
Targets
Strategy
Strengths of the existingfunction
Requirements for thefuture function
Restrictions
Weaknesses of the existingfunction
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Suitability Analysis Site Buildings, Site und Architecture
Targets
Strategy
Strengths of the existingbuildings/site
Requirements for the futurebuildings/site
Restrictions
Weaknesses of the existingbuildings/site
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1.6 • Guide Lines for Factory Design• Working Packages• Evaluation Criteria
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Guide Lines for the Development of the Site
Here the main guide lines for the development of the site are set.
Examples (without scoring or weighting)
• Appearance adequate to the brand
• Create an attractive working environment
• Sustainable construction
• Minimize energy consumption
• Map the process chain
• Communications fostering structures
• Follow Lean management principles
• Ensure changeability at all levels of the site (work place, cell, segment, building, location)
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Working Packages
• The work packages specify which specific sub-projects must be set up.
• For this purpose, time and cost targets have to be defined.
• From that follows a rough project plan with project organization and responsibilities
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Design Fields Core Processes
• Marketing
• Sales
• Research & Development
• Production
• Logistics
Sub Project Responsible Due DateProcess
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Design Fields Support Processes
• Human Resources
• IT
• Quality Management
• Controlling & Finance
Sub Project Responsible Due DateProcess
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