wcm logistics

Download WCM LOGISTICS

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  1. 1. Page 2 WCM World class manufacturing house with 10 pillars 10 Managerial Pillars (divided in 5 clusters) 10 Technical Pillars having 7 seven steps approach Safety Cost Deployment Focused Improvement Autonomous Activities Professional Maintenance Quality Control Logistics Early Equipment Management People Development Environment / Energy Management Commitment Clarity of Objectives Roadmap to WCM Allocation of Highly Qualified People Commitment of Organization Competence of Organization Time & Budget Level of Detail Level of Expansion Motivation of Operators
  2. 2. Page 3 WCM tools for losses identification Manufacturing (WCM), based on the following concepts: Total Quality Control (TQC) Total Productive Maintenance (TPM) Total Industrial Engineering (TIE) Just In Time (JIT) WCM way towards manufacturing excellence!!! Step wise approach
  3. 3. Page 4 World class logistics stepwise approach Step 6 Step 7 Integrate the purchasing departement Adopt a defined time sequence programming Create flow Create a smooth flow Create an accurate flow Create a controlled flow Step 1 REACTIVE Step 2 Step 3 Reengineer assembly to satisfy the customers Reorganize internal logistics Reorganize external logistics Step 1 MODEL AREA A AREA Step 4 Level out production Step 5 Refine internal and external logistics AA AREA Class / Expansion Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Model Area AA A PROACTIVEPREVENTIVE
  4. 4. Page 5 Steps with base as cost deployment factors World Class Manufacturing2 Seven Step Approach Step 1 to 3 Reactive Phase Step 6 to 7 Proactive Phase KPI World Class Logistics3 Step 4 to 5 Preventive Phase Plant & WCL Cost Deployment Introduction1
  5. 5. Page 6 WCL cost deployment LOGISTICS PERIMETER
  6. 6. Page 7 Plant level losses identification
  7. 7. Page 8 Logistics losses identification B/C of each project In E matrix we have detailed list of projects Yearly Potential of Saving Leader of the project to attack Loss Cost incurred to complete the project
  8. 8. Page 9 Losses identification Yard management 80% 85% 90% 95% 100% 105% 0 20 40 60 80 100 Land Cost Power / energy Manpower consumables Value % In case of yard major loss identified is space followed by energy, manpower
  9. 9. Page 10 0 1 2 3 4 5 6 TargetFG inventory AvgFG inventory Noofdays Excess 2 days FG inventory 10.5% 59%19% 11% 9% 2% FG StockThe major share of stock reduction actions Our Sales and operation process reviewed with both customers and agreed with revisions Based on this internal processes also fine tuned Effecting reduction on FG inventory and releasing space Case 1 -Yard Space optimisation
  10. 10. Page 11 Reduction in space requirement by controlling FG inventory As the Space is made available introduction new models was feasible in the same space M1 M4M3M2 M5 A B C D E
  11. 11. Page 12 Automation of process based on Invoicing trend Product A Volume is 59 % of total volume and hence considered for study 59%19% 11% 9% 2% FG Stock 80% 90% 100% 110% 0 50 100
  12. 12. Page 13 Optimised process with reduction in process time SAP INOVICE IDOC IDOC PO TO SO INBOUND DELIVERY + G.R IDOC FIAT SAP DEALERS CUST CRM PO P.O In Excel Sheet P.O Through E - Mail FIAT S.O Creation (Manual) S.O. Processing Invoice Data Information (Excel Sheet) TML GRN Delivery Creation (Manual) CUST CRM Through E-mail INCOMING ORDERS P.O Matching in Sap (Manual) DEALERS CUST CRM CUST SAP CUST WOW CUST SERVE R XI FIAT SERVE R XI Start of Warranty Registratio n PO INCOMING ORDERS Start Warranty Data BeforeAfter
  13. 13. Page 14 Reduction in processing time helped for synchronised invoicing on daily basis and reduction manpower resources 0 500 1000 1500 2000 2500 3000 1 /A u g /1 0 3 /A u g /1 0 5 /A u g /1 0 7 /A u g /1 0 9 /A u g /1 0 1 1 /A u g /1 0 1 3 /A u g /1 0 1 5 /A u g /1 0 1 7 /A u g /1 0 1 9 /A u g /1 0 2 1 /A u g /1 0 2 3 /A u g /1 0 2 5 /A u g /1 0 2 7 /A u g /1 0 2 9 /A u g /1 0 3 1 /A u g /1 0 Invoice Trend M 1 Stock Cu Assignments Cu Invoice 0 500 1000 1500 2000 2500 3000 3500 4000 4500 1 /Jul/1 0 3 /Jul/1 0 5 /Jul/1 0 7 /Jul/1 0 9 /Jul/1 0 11 /Jul/1 0 13 /Jul/1 0 15 /Jul/1 0 17 /Jul/1 0 19 /Jul/1 0 21 /Jul/1 0 23 /Jul/1 0 25 /Jul/1 0 27 /Jul/1 0 29 /Jul/1 0 31 /Jul/1 0 Invoice Trend M4 Stock Cu Assignments Cu Invoice Benefits The sales requirement for product A synchronised - Car invoicing with production on daily basis Sales yard resources utilized uniformly avoiding rush in last few days resulting overall reduction in manpower Service level is improved M1- M6 - AVG 91.2 % M7- M12 - AVG 98.0 % earlier improved Benefit to cost ratio B/C = 5.1
  14. 14. Page 15 Case 2 -Horizontal deployment of improvements through the methodology for optimising the transportation 15 In earlier method one vehicle carries one body only. Body shells are protected through plastic covers only. Truck Traffic very high inside the plant. Truck waiting time high CD 6
  15. 15. Page 16 New method to carry 8 bodies / container AFTER Unloading of Trailer Trai l e r In new method one carrier carries eight bodies/Truck. Body shells are protected due to closed carrier. Action Taken - Formation of Joint Team (TML+FIAL) - Concept finalization - Safety Point - Selection of Supplier - Trials - Negotiations - Implementation
  16. 16. Page 17 Benefits to cost ratio more than 4 CD Losses reduction due to Body not Available Body unloading possible within TAKT time. In plant Traffic management is easier. Fuel saving of 5 liter's/body. Smoke density is reduced by 57 to 56 Hart ridge units per car. Transportation Cost saving of supplier. Documentation paper saving. Quality issues got resolved. Benefits Benefit to cost ratio B/C = 4.65
  17. 17. Page 18 WCL the way we move on Measurement and booking of losses Analysis in terms of cost Deciding priorities of projects based on amount of losses Develop team members in WCL tools Apply WCL tools to resolve the issues Track the results and benefits and get it approved from finance Horizontally deploy the improvements in other areas