KIT – University of the State of Baden-Württemberg and National Research
Center of the Helmholtz Association
Mr. Stefan Ruhrmann | General Manager of GAMI / Suzhou SILU Production Engineering Services Co., Ltd.
www.silu.asia
GAMI Global Advanced Manufacturing Institute
Stefan Ruhrmann
13th of May, 2014
31.08.2014 2 © Suzhou SILU Production Engineering Services Co., Ltd.
Prof. Dr.-Ing. G. Lanza, Mr. Stefan Ruhrmann
History of GAMI/SILU-Program wbk is going global since 2005
First projects wbk in China 2005
Number of projects increased 2006
2007
2008
2008
2009/10
2011
2012
Idea of founding an office in China
GAMI Global Advanced Manufacturing Institute was founded
as wbk-office at Linping
2013
Foundation of a wbk-Representative office at Hangzhou
Gaining project partners & growth
Foundation of SILU Production Engineering Services Ltd., Co.
Continue to develop wbk/KIT-China activities
Became KIT-Representative in China
Deliver individual solutions/strategies with the best possible long-term and sustainable benefit for our clients by
researching, training and consulting in close cooperation with KIT and partners with focus on production technology
Vision
31.08.2014 3 © Suzhou SILU Production Engineering Services Co., Ltd.
Prof. Dr.-Ing. G. Lanza, Mr. Stefan Ruhrmann
Location and Facts 2013
Suzhou Wisdom Center, Moon Bay
Employees:
Engineers ~20
Administration ~4
Students ~5
Education/Trainings:
30 Trainings
55 Workshops
3 University Lectures
Research and Industry Projects:
3 Applied Research Projects
31 Industry Projects
General Information
Founded in 2008
Headquarter at Suzhou
GAMI Global Advanced Manufacturing Institute
31.08.2014 4 © Suzhou SILU Production Engineering Services Co., Ltd.
Prof. Dr.-Ing. G. Lanza, Mr. Stefan Ruhrmann
SILU/GAMI Training Services Training and Coaching Programs
Auditing according to ISO 9001:2008
Process Auditing according to VDA 6.3
Quality Management
Six Sigma (Green Belt & Black Belt)
TS 16949
8D Report
Quality Loop/QM-Tools
Lean Production
Lean Process Management
Introduction of 5S
Workplace Organization
Introduction OEE and TPM
Value Stream Mapping (VSM)
Single Minute Exchange of Die (SMED)
Line Balancing
Leveling Production
Pull System
Kanban System
Training with Industry (TWI)
Poka-Yoke
Factory Planning
Warehouse & Inventory Management
Cost Structure Analysis
Problem-Solving Technique
Project Management
High class professional trainings for SCM, Production & Quality Managers.
Specialist for SCM, PM & QM
31.08.2014 5 © Suzhou SILU Production Engineering Services Co., Ltd.
Prof. Dr.-Ing. G. Lanza, Mr. Stefan Ruhrmann
Value Adding Process
Sourcing, Purchasing
& Green SCM
Supplier
Management &
Development
Production
Systems & Lean
Factory Planning
Lean Logistics &
Material-Flow
Planning
Organization
Development
& HR
Management
Starting from Purchasing & Sourcing GAMI/SILU is
developing to a full service provider with a
production engineering background to support your
whole value adding process
2014 2010
SILU Engineering supports in the whole value adding process of your business.
A Service Provider in your Value Chain
SILU/GAMI Engineering Services
2005
31.08.2014 6 © Suzhou SILU Production Engineering Services Co., Ltd.
Prof. Dr.-Ing. G. Lanza, Mr. Stefan Ruhrmann
Value Adding Process
Sourcing, Purchasing
& Green SCM
Supplier
Management &
Development
Production
Systems & Lean
Factory Planning
Lean Logistics &
Material-Flow
Planning
Organization
Development
& HR
Management
SILU Engineering supports the whole value adding process of your business.
SILU/GAMI Engineering Services What we can do for you
Purchasing/
Sourcing Processes
Plastic parts
Molds
Aluminum-, Zinc
Die Casting
PCBs, PCBAs
Turning-, Milling parts
Cables, Electronics
Housings
Railway Components
Relays
Switches
Isolation Materials
….
Quality
Management
Six Sigma
Projects
ISO9001
TS16949
VDA6.3
FQF7
Cost Structure
Analysis
Lean
Management
Quality Assurance
SPC, MSA
…
Lean
Transformation
Projects
Factory Planning
Concept Planning
Rough Planning
Detailed Planning
Project
Management for
Implementation
VSM/VSD
SMED
5S, Labeling…
Lean
Management
Tools
…
Internal Logistics
Planning
External Logistics
Planning
Supplier Milk
Runs
Packaging
Optimization
Packaging costs
calculations
Supplier Park
planning
Returnable
packaging
calculations
…
Introduction Six
Sigma
organizations
Complexity
Management
projects
Customized
training planning
HR-Services like
university
scouting
Project
Management
…
31.08.2014 7 © Suzhou SILU Production Engineering Services Co., Ltd.
Prof. Dr.-Ing. G. Lanza, Mr. Stefan Ruhrmann
Overview about Lean Management Aspects The Lean Company
Lean starts in Manufacturing and develops to other company areas.
Lean
Eliminate waste
Minimize cost
Maximize profit
Research and Development
Short-term to market
Control global cost
Lean Manufacturing
Flow production
Pull system
Lean Administration
Business process
Communication
Lean Supplier Chain
Strategic procurement
Lean logistic
Lean Service
Quick response
Fulfilment stream
Lean Accounting
Application of lean method to company accounting
lean-focused performance measurements
Lean Leadership
Management style
Company culture
Learning organization
Lean Sales
Sale management
Sale Support
31.08.2014 10 © Suzhou SILU Production Engineering Services Co., Ltd.
Prof. Dr.-Ing. G. Lanza, Mr. Stefan Ruhrmann
Sourcing, Purchasing
& Green SCM
Supplier
Management &
Development
Production
Systems & Lean
Factory Planning
Lean Logistics &
Material-Flow
Planning
Organization
Development
& HR
Management
Comprehensive service in logistics topics, in order to minimize wastes and delivery delays
during material transportation
Lean Logistics and Material Flow Planning Project Approach
WP 1
Warehouse
Layout Design
Bin Quantity
Analysis
WP 4
Forklift
Capacity
Analysis
Manpower
Capacity
Analysis
WP 2
Internal Logistic
Concept Analysis
Material
Replenishment
Design
WP 3
Packaging
Optimization
Standard Part
Managment
31.08.2014 11 © Suzhou SILU Production Engineering Services Co., Ltd.
Prof. Dr.-Ing. G. Lanza, Mr. Stefan Ruhrmann
Concept Logistics Planning
Block concepts and functional areas based on capacity estimations and data analysis.
WP 2: Concept Planning of Internal Logistics
8% 0%
2011 2012/2015 2012 2015 2012 2015 2012 2015
Unloading 23.50 Forklift Forklift 1.00 23.50 120% 200% 120% 31.13 56.40 1.00 31.13 56.40
Checking 35.00 Manual Manual 1.00 35.00 120% 200% 120% 46.37 84.00 1.00 46.37 84.00
Loading Heavy Shelves 13.50 Forklift Forklift 1.00 13.50 107% 130% 100% 13.29 17.55 1.00 13.29 17.55
Loading Light Shelves 9.00 Manual Manual 1.00 9.00 107% 130% 200% 17.72 23.40 1.00 17.72 23.40
Unloading Heavy Shelves 16.50 Forklift Forlift 1.00 16.50 107% 130% 100% 16.24 21.45 1.00 16.24 21.45
Unloading Light Shelves 14.00 Manual Manual 2.00 28.00 107% 130% 200% 27.56 36.40 2.00 55.13 72.80
Delivery to P1 from Heavy Shelves 5.00 Forklift Forklift 1.00 5.00 107% 130% 100% 4.92 6.50 1.00 4.92 6.50
Delivery to P1 from Light Shelves 5.00 Pallet Truck Pallet Truck 1.00 5.00 107% 130% 200% 9.84 13.00 1.00 9.84 13.00
Transfer between out WH 1.17 Forklift Forklift 2.00 2.33 107% 130% 20% 0.23 0.30 2.00 0.46 0.61
Lean Lift 7.00 Manual Manual 2.00 14.00 107% 230% 200% 13.78 32.20 2.00 27.56 64.40
Loading Shelves 8.00 Forklift Forklift 3.00 24.00 110% 140% 100% 8.10 11.20 3.00 24.29 33.60
Unloading Shelves 8.00 Forklift Forklift 3.00 24.00 110% 140% 160% 12.95 17.92 3.00 38.86 53.76
Delivery to P2 3.00 Pallet Truck Pallet Truck 1.00 3.00 110% 140% 150% 4.55 6.30 1.00 4.55 6.30
Transfer between out WH 2.67 Forklift Forklift 1.00 2.67 110% 140% 20% 0.54 0.75 1.00 0.54 0.75
Delivery to FG WH 1.85 Forklift Forklift 1.00 1.85 110% 140% 100% 1.87 2.59 1.00 1.87 2.59
Lean Lift 1.50 Manual Manual 1.00 1.50 110% 140% 110% 1.67 2.31 1.00 1.67 2.31
Loading Shelves in WH 5.00 Forklift Forklift 3.00 15.00 115% 150% 100% 5.29 7.50 3.00 15.87 22.50
Loading Shelves P3M 2.00 Forklift Forklift 1.00 2.00 115% 150% 100% 2.12 3.00 1.00 2.12 3.00
Unloading Shelves P3A 9.00 Forklift Forklift 2.00 18.00 115% 150% 180% 17.14 24.30 2.00 34.28 48.60
Unloading Shelves P3W 2.50 Forklift Forklift 2.00 5.00 115% 150% 120% 3.17 4.50 2.00 6.35 9.00
Unloading Shelves P3M 5.00 Forklift Forklift 1.00 5.00 115% 150% 110% 5.82 8.25 1.00 5.82 8.25
Delivery to P3A 3.50 Forklift+Pallet Pallet Truck 2.00 7.00 115% 150% 150% 5.55 7.88 2.00 11.11 15.75
Delivery to P3W 1.00 Forklift+Pallet Pallet Truck 2.00 2.00 115% 150% 120% 1.27 1.80 2.00 2.54 3.60
Delivery to P3M 0.50 Forklift+Pallet Pallet Truck 2.00 1.00 115% 150% 120% 0.63 0.90 2.00 1.27 1.80
Unloading Transfer between out WH 2.25 Forklift Forklift 1.00 2.25 115% 150% 150% 3.57 5.06 1.00 3.57 5.06
Loading Transfer between out WH 2.25 Forklift Forklift 3.00 6.75 115% 150% 150% 3.57 5.06 3.00 10.71 15.19
Unloading Light Shelves 1.50 Manual Manual 1.00 1.50 115% 150% 180% 2.86 4.05 1.00 2.86 4.05
Delivery to P3A for big-sized material 0.50 Forklift Forklift 1.00 0.50 115% 150% 150% 0.79 1.13 1.00 0.79 1.13
Unloading Shelves P3W 2.00 Forklift Forklift 1.00 2.00 115% 150% 120% 2.54 3.60 1.00 2.54 3.60
Forcast
InfluenceWorkloadCurrent
Time
Resource Usage Man-
power
Manpo
wer
Time
Logistic
concept
Influenc
e
Future TimeMan-
power
Manpower
Time
Rough planning at line side
calculate production and logistics
area
Define material flow in the workshop
Define transport and material
replenishment area on line side
Area for Kanban, Supermarket,
Kitting, JIT, Buffer etc.
Target:
Eliminate non-value adding
transportation, material handling
Reduce stock level
Utilize resources and spaces
Labor safety
31.08.2014 12 © Suzhou SILU Production Engineering Services Co., Ltd.
Prof. Dr.-Ing. G. Lanza, Mr. Stefan Ruhrmann
Detailed Logistics Planning at line-side
More detailed and operational detail logistics planning is defined
WP 3: Detailed Planning of Internal Logistics Planning
Milk-Run Concept combined with Kanban and supermarket
Parts and workstations using Kanban
Calculation of Kanban cards and cycles
Definition of stock level in Supermarket
VMI Concept
Kitting Concept
Smart-bin Concept
Ship to line Concept
Combination of different
logistic concepts
Definition of Milk-Run route
Material replenishment schedule
FIFO System
Container
and
packaging
of parts
Transport
dolly
WE
274 qm
Lager
Paletten
Verpackungsmaterial
67 qm
280 qm
Lager EZSet/Smile
56 qm
Geräteabnahme
140 qm
Lager
Baugruppen
aus
Vormontage
59 qm
Klimaraum
667 qm
Zusätzl. Lagerfläche Serviceteile
Servicebüro: Annahme/Bearbeitung
96 qm
Geräte gebraucht, Lagerfläche
139 qm
Vormontage Rechner
53 qm
Vorm
onta
ge B
augru
ppen
97 qm
Material
Vormontage
54 qm
WA
313 qm
Vormontage Spindel
72 qm
Vormontage
Turm
27 qm
Vormontage
Optikträger
27 qm
Standplatz
12 qm
Standplatz
12 qm
Standplatz
12 qm
Standplatz
12 qm
Standplatz
12 qm
Standplatz
12 qm
Standplatz
12 qm
Standplatz
12 qm
Standplatz
12 qm
Standplatz
12 qm
Standplatz
12 qm
Standplatz
12 qm
Wagen für Montage statt Untertisch
28 qm
Spindel
Paternoster
6 qm
Lager G
uss B
lech
teile
49 qm
Material
Linien-
Fertigung
91 qm
Montage komplex
165 qm
Mate
rial L
inie
nm
onta
ge
63 qm
Zubehörabwicklung
111 qm
Messeartikel
Kataloge
93 qm
Paternoster
Rechner
6 qm
Werkstatt, Bearbeitungsmaschinen
94 qm
Material
Spindel
21 qm
Paternoster
Zubehör
6 qm
Paternoster
7-er Lager
6 qm
Material
Stand-
platz
16 qm
Mate
rial L
inie
nfe
rtig
ung
27 qm
Mate
rial L
inie
nfe
rtig
ung
27 qm
Material
Stand-
platz
32 qm
Abwicklung/ Versand
Serviceteile/ Zubehör
26 qm
WE Guss/Blechteile
84 qm
Paternoster
Rechner6 qm
Paternoster
Material
Spindel6 qm
Adapter/Zubehörmontage
81 qm
Bereitstellung Material Zubehör
15 qm
Lager
Guss
/Ble
chte
ile
34 qm
Mate
rial S
tandpla
tzmonta
ge
36 qm
Paternoster
7-er Lager
6 qm
Paternoster
7-er Lager
6 qm
Paternoster
7-er Lager
6 qm
Paternoster
Zubehör
6 qm
Mate
rial S
tandpla
tzmonta
ge
36 qm
31.08.2014 13 © Suzhou SILU Production Engineering Services Co., Ltd.
Prof. Dr.-Ing. G. Lanza, Mr. Stefan Ruhrmann
up
Heater
Office
sm
all
sm
all
sm
all
small
small
Female locker
Cleaning
room
Rest room Rest room
Male
locker
shower
Stair caseElectrical
closet
Rest Room
1.1
0m
1.1
0m
1.7
5m
2.0
0m
0.50m2.00m1.20m
0.40m2.60m
24.0
0m
24.0
0m
7.5
0m
9.90m
10.2
0m
Import
ed
Good
Import
ed
Good
P2
P2
P2
P2
P2
Imported Good
Imported Good
Imported Good
Imported Good
Imported Good
1.50m
2.4
0m
P1
P1
P1
P1
P1
Local
Goods
Local
Goods
Local
Goods
Local
Goods
2.30m
7.50m
P1
/P2 M
ate
rial P
uta
way A
rea
95.4
8 S
qm
2.8
0m
P2 255 Bins
P1/2 459 Bins
P2 459 Bins
P1 459 Bins
P1 459 Bins
P2 459 Bins
P2 459 Bins
P2 459 Bins
1.7
0m
2.7
0m
2.7
0m
1.7
0m
2.0
0m
P1 Multi-tier rack
2.20m
P1/P
2 M
ate
rial P
repara
tion A
rea
86 S
qm
4.20m
Type
081
Type
081
P1 Material
Putaway Area
55.5 Sqm
2.7
0m
1.50m2.65m Type
081
Type
081
Lean Lift Material
Preparation Area
0.70m
up
Bulk
/Handy M
ate
rial
Puta
way A
rea
41.3
Sqm
B&H Material
Preparation Area
85.5 Sqm
P1 270 Bins
P1 270 Bins
P1 270 BinsP1 Kanban Area
B&H 270 BinsP2 189 Bins
1.5
0m
up
P1
Kanba
n Area
LC-014
LC-016
LC-018
OLC-014
OLC-019
Detailed Logistics Planning in Warehouse
Fine planning in warehouse with defined area for different functions.
WP 3: Detailed Planning of Internal Logistics Planning
Kitting Area
Milk-Run Area
Area for
Picking
Material
handling
Transport
Forklifts
VMI Area
Area for Material
shelf
Numbers of
shelves necessary
Location of A.B.C
parts on the shelf
31.08.2014 14 © Suzhou SILU Production Engineering Services Co., Ltd.
Prof. Dr.-Ing. G. Lanza, Mr. Stefan Ruhrmann
Sourcing, Purchasing
& Green SCM
Supplier
Management &
Development
Production
Systems & Lean
Factory Planning
Lean Logistics &
Material-Flow
Planning
Organization
Development
& HR
Management
Based on a process costs analysis all cost drivers in the value creation process are collected
and analyzed.
Cost Structure Analysis of Production Processes Project Approach
Raw Materials Manufacturing Coating Packaging Logistics
Example Production Process:
+ Net Costs + Margin
Start with the Product Value Creation Process; example of a wire
product
31.08.2014 15 © Suzhou SILU Production Engineering Services Co., Ltd.
Prof. Dr.-Ing. G. Lanza, Mr. Stefan Ruhrmann
Cost Saving Opportunities in Detail Example Project
Product Changes
Change Raw Materials
Tolerances in product specification
Coating Powder changed to local
standards
Wire steel changed to local
standards
…
50% cost saving potential in Value
Engineering!
Value Engineering
Process Changes (Manufacturing)
Change transport mode from truck to
ship
Packaging optimization
Labor usage optimization with time
studies and line balancing
Energy saving measures
Technical changes and optimization of
machine hour rates
8% cost saving potential in Process
Optimization!
Process Optimization
31.08.2014 16 © wbk Institute of Production Science
Prof. Dr.-Ing. J. Fleischer, Prof. Dr.-Ing. G. Lanza, Prof. Dr.-Ing. habil. V. Schulze
Kontakt
Karlsruhe Institute of Technology (KIT)
wbk Institute of Production Science
Prof. Dr.-Ing. Gisela Lanza
Kaiserstraße 12
D - 76131 Karlsruhe
Tel. +49 721 608-44017
Fax: +49 721 608-45005
www.wbk.kit.edu
Forschungsschwerpunkte Thank you for your attention!
Suzhou SILU Production Engineering
Services Co., Ltd.
Stefan Ruhrmann General Manager
Room 1101, Building A, Wisdom Center,
No.10 Moon Bay Road, Suzhou Industrial Park,
215123, Suzhou, P. R. China
Phone/电话: +86 512 62967398
Mobile/手机: +86 15250104114
www.silu.asia