supply chain co-op

SPRING SUPPLY CHAIN CO-OP SUB-ZERO WOLF

Robert Granger

University of Wisconsin, Madison

AGENDA

Returnable Packaging Project Counts and labeling

Improved forecasting

RFID

Documentation and sustainability

Supplier Scorecard

Department Dashboard

CMII Gantt Chart

CRP level loading

Phoenix Drawer Tub Analysis

OEE Report Breakdown

Brake Press Root Cause Analysis

Safety Stock Update Tracking

Fab Schedule Adherence Tracker

RETURNABLE PACKAGING Developments since January 2016

COUNTS, TL9 CREATION, AND LABELS

Created 25 new TL9 systems

TL9: Same dimensions, dunnage, vendor

Worked with vendors to performed bin counts

Nearly 100% of all bins now counted and documented

73 TL9 Systems

10,000 bins

Over $5 million in value

90% of all TL9 bins now properly labeled

BIN NEED CALCULATOR

Redesigned Bin Need Calculator

All packaging data populated into XA’s planning tab

3-5 second updates (previously, 3-5 minutes)

Pop-up

Short-term bin need

Automatic error detection

Safety stock calculator

An example pop-up form in the Bin Need Calculator

RFID IMPLEMENTATION

Scanners at dock doors

1200 bins tagged

Populated SQL database

Developed in/out logic and associated software

Reports (aging, turns, shortage)

RFID Portable ScannerVBA/SQL to Handle Processing

Basics of RFID

Dock Door Scanners

SUPPLIER SCORECARD Making informed, unbiased

comparisons of our suppliers

SUPPLIER’S ARE RANKED ON:

Quality Material Acceptance (PPM report)

Responsiveness/Ease of business (Planner/Buyer Ranking)

Cost and Service Price Competitiveness and Value Added (Buyer Ranking)

On-Time Delivery (Late PO report)

Lead Time & Cycle Time (Lead time query table)

Order Confirmation (Vendor Confirm Report)

Accuracy and Timeliness of Paperwork (Discrepancies Query)

Capability Production Capability (Buyer Ranking)

Infrastructure (Buyer Ranking) A buyer’s view of his/her suppliers’ rankings

DEPARTMENT DASHBOARDEncouraging inter-warehouse

competition with accurate weekly

reports and analysis

VISIBILITY AND COMPETITION

Warehouse dashboard

Percent Manufacturing Orders On Time

Total Fabrication Backlog Tracking

Percent Overall Equipment Effectiveness

Inventory Turns

Vendor Dashboard

Planning Availability

Phase Outs

Percent of Vendor Confirmation

Percent On Time Purchase Orders

CMII GANTT CHART Microsoft Project for half the price

CREATING PREDECESSOR TASK FUNCTIONALITY

A buyer’s view of his/her suppliers’ rankings

CRP LEVEL LOADINGBalancing production levels

across FFT1 (Laser), FFT2 (Turret

Cluster), and FFT4 (Fiber Laser)

to reduce backlog

BACKLOG AND UNEVEN LOADING

Significant amount of backlog on FFT1, FFT2, and FFT4. All perform similar functions.

Highly variable loading due to bi-weekly manufacturing orders

MOVE PARTS TO DIFFERENT MACHINES TO REDUCE THIS BACKLOG/UNEVEN LOADING

Move 12 parts to a different machine

Consolidate 11 part families made on multiple machines to just one machine

OEE REPORTBreaking down minutes

completed by Fab, Shift, and

Operator over time

MINUTES COMPLETED BY SHIFT, OPERATOR

BENEFITS AND ROOM FOR EXPANSION

Benefits:

Competition within and between shifts

Improved accuracy compared to Operation’s Efficiency Calculator

Applying minutes to 3rd shift

Relative set up times

Faster awareness of rising/falling productivity

Reports sent out daily

Can be applied to any machines

Room for expansion:

Compensation adjustments

Visibility for operators

SLOW BRAKE PRESSES - ROOT CAUSE ANALYSIS

Why are some brake presses

performing less effectively than

others?

CONCLUSIONS

Large differences between operators on different shifts Inefficiency caused by operators Identified 4 machines where this is the case; notified

management

Small differences between operators on different shifts, low average minutes, and a high percentage of ‘slow’ parts Inefficiency caused by slow parts

Identified 2 machines where this is the case; notified management

Majority of the inefficiencies due to differences in operators

0

100

200

300

400

500

600

1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 1 2 3 1 3 1 2 3 1 2 3 1 2 3

FAB51 FAB52 FAB53 FAB54 FAB55 FAB56 FAB57 FAB58 FAB59 FAB60FAB61FAB62FAB63FAB64 FAB65 FAB67

Average Daily Minutes by Shift, Machine

SAFETY STOCK UPDATE TRACKINGMaking it simple for managers to

validate safety stock updates

and planner adherence to days

of safety stock targets

ENSURING PLANNERS UPDATE SAFETY STOCK

Ensuring Recommended Safety Stock Days is followed Pulled both into monthly inventory report

Added a percent error field; automatically flags differences

Tracking Safety Stock updates

Created SS_LAST_UPDATED field in XA

Automatically updates when a part’s safety stock is changed

PHOENIX DRAWER TUB ANALYSISCan we consolidate similar

drawer tub designs to reduce the

cost of large orders?

CONSOLIDATING DRAWER TUB DESIGNS

Compared CAD drawings of 36 upper/lower ref/fre drawers

Sensitivity Analysis:

Potential to reduce cost by purchasing fewer tub variations

Most consolidations were approved by design engineering;

however, the tub supplier did not reduce the cost enough to justify

the changes

7024457 - 16.561x22.694x5.454

7024458 - 17.084x22.694x5.454

16.561”

17.084”

An example drawer tub consolidation

FAB SCHEDULE ADHERENCE TRACKERCreating and analyzing

adherence to the schedule over

time

MEASURING HOW WELL OPERATORS FOLLOW THE SCHEDULE OF MANUFACTURING ORDERS

A number of problems are created by deviation from Planning’s MO schedule

Shortages of parts we need

Excess of parts we don’t need

Slowed production

Created a report which:

Stores a machine’s schedule in order

Pulls in the date/time of MO’s actually run

Currently in the process of making these comparisons relative

THANK YOU FOR A GREAT CO-OP EXPERIENCE!