supply chain co-op
TRANSCRIPT
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SPRING SUPPLY CHAIN CO-OP SUB-ZERO WOLF
Robert Granger
University of Wisconsin, Madison
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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
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RETURNABLE PACKAGING Developments since January 2016
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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
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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
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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
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SUPPLIER SCORECARD Making informed, unbiased
comparisons of our suppliers
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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
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DEPARTMENT DASHBOARDEncouraging inter-warehouse
competition with accurate weekly
reports and analysis
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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
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CMII GANTT CHART Microsoft Project for half the price
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CREATING PREDECESSOR TASK FUNCTIONALITY
A buyer’s view of his/her suppliers’ rankings
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CRP LEVEL LOADINGBalancing production levels
across FFT1 (Laser), FFT2 (Turret
Cluster), and FFT4 (Fiber Laser)
to reduce backlog
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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
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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
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OEE REPORTBreaking down minutes
completed by Fab, Shift, and
Operator over time
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MINUTES COMPLETED BY SHIFT, OPERATOR
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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
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SLOW BRAKE PRESSES - ROOT CAUSE ANALYSIS
Why are some brake presses
performing less effectively than
others?
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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
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SAFETY STOCK UPDATE TRACKINGMaking it simple for managers to
validate safety stock updates
and planner adherence to days
of safety stock targets
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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
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PHOENIX DRAWER TUB ANALYSISCan we consolidate similar
drawer tub designs to reduce the
cost of large orders?
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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
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FAB SCHEDULE ADHERENCE TRACKERCreating and analyzing
adherence to the schedule over
time
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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
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THANK YOU FOR A GREAT CO-OP EXPERIENCE!