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PROJECTS IMPLEMENTED​

OTD increase in order to be Suppier "A" Mannesmann Precicion Tubes

Feb 2016-Nov 2016

Planning

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Problem to be eliminate
 OTD of the company which was at 75% maximum,  payments for penalties of hundreds of thousands of dollars had been the constant.

 

Description and Goals of the project

  1. As a goal becoming us a supplier "A"  with all our Tier 1 customers.

     

Planning Steps:

      A) Demand Revisions (all customers)

      B) EDI finctionality_SAP (all customers)

      C) Demands Frozen zone verification (all customers)

      D) Evaluation of our collaborators in the On Time Delivery commitment & accomplishment

      E) Verification of how we make the monitoring of the comply in the shipping area against OTD

      F) Elaboration of PDCA of the issues detected in order to have the corrective actions and their monitoring

      G) Corrective actions implementation and execution monitoring to reach the defined results of the OTD

 

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A) Demand Revisions (all customers)

  1. Planning department ensure to have all the information of how each customer evalue us at detail contacting them

  2. The waterfall of Forecast demands charged was revised in order to determine the percentage accuracy that They had

  3. The time line of the demands in firmed was verified to see how long vision they  give us

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B) EDI finctionality_SAP (all customers)

  1. We made a comparison of the demands transmitted by EDI with their files They uploaded in SAP in order to ensure that We have the correct demands charged in our SAP

 

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C) Demands Frozen zone verification (all customers)

  1. Main meetings were initiated with the purchasing and planning areas of the clients to implement work tables for forecasting and firm demand analysis 

 

D) Evaluation of our collaborators in the On Time Delivery commitment & accomplishment

  1. Our process of shipments preparation and knowledge of our shipment collaborators was revised to see if We had been attend at 100% the daily customer shipping orders

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E) Verification of how we make the monitoring of the comply in the shipping area against OTD

  1. In the shipment department was revised the way that We had been monitoring the daily OTD comply.

 

F) Elaboration of PDCA of the issues detected in order to have the corrective actions and their monitoring

 

G) Corrective actions implementation and execution monitoring to reach the defined results of the OTD

  1.  The master of planning of key inventories of process and warehouses (KSP) was implemented

  2.  The use of the RCCP was implemented

  3.  Implementation of the MPS taking into account the real capacity demonstrated

  4.  Implementation of the TOC and the definition of critical routes of the processes

  5.  Installation of follow-up boards for production plans for review twice a day along with production, quality, engineering, maintenance and production control teams to follow-up on compliance with demand immediately, securing at the end of the day to fulfill what was planned.

  6.  Meetings in the production floor with the core team to make decisions that ensure compliance with production plans.

  7.  Daily calls at the end of the day with customers to review possible or already applicable compliance or demand changes.

  8.  Implementation of optimal buffers in times, quantities and materials that ensure coverage in time and to protect the entrags against unforeseen events or unplanned production stoppages.

  9.  Daily evaluation of compliance with production plans

  10.  Rolling of plans daily

  11.  Implementation of KPIs and OKRs to monitor compliance with OTD

  12.  Control of daily inventories in production floor and warehouses

  13.  100% alignment with clients weekly reviews to review inventories, fulfillments and demands and forecast.

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These and other complementary actions led Mannesmann to reach 99% in November 2016 on average with all customers and then remain between 98.2 and 98.5% of OTD. So We reached the qualification of Supplier "A" in all aor customers

ProyectoVeracidad de Inventarios Voit Automotive

Problem to be eliminate

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Description and Goals of the project

Increase in the veracity of inventory in all warehouses above 98.1%, thus achieving maximum use of plant resources, improvement in inventory levels, purchases and increase in cash flow, zero stoppages of machines due to lack of inventories.
 

Planning Steps:

   A) Accomodation of all Warehouses_   Raw Material, MRO, TOOL ROOM, DIE SPARE PARTS, FINISHED GOODS

   B) Verification of the operative process in each Warehouse  Entries, Inventories administration & Outputs

   C) TAKE OF INVENTORIES

   D) Root Causes analysis about differences founded in the inventories

   E) PDCA elaboration to monitoring the implementation of the corrective actions

   F) Inventory adjustments

   G) Execution of the corrective and preventive actions in all warehouses

   H) Implementation of a permanent methods of inventories, control, monitoring and continuous improvements

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- Warehouses involved
Raw material warehouse
Dies Spare Parts Warehouse
MRO Warehouse
Warehouses of materials in process
Incoming stores
Finished product warehouses
Consignment stores with suppliers
Consignment warehouses in house
- Review of warehouse operations (ticket controls, administration and inventory exits)
- Analysis of inventory levels to meet demands
- Service check and line stoppage due to lack of materials as well as excess inventory and materials and obsolete parts)
Developing:
- Inventory survey in all stores to obtain real accuracy (Work with the finance department)
- Separation of obsolete materials for confinement
- Arrangement of materials and assignment of locations
Improvement actions:
- Implementation of master inventory program with annual vision and with involvement of administrative and financial areas
- Implementation of daily cyclic, periodic, random and rotating counts.
- Administration of adjustments (according to provisioning)
- Constant audits by finance area
It resulted in a high increase in inventory vergence, a sense of responsibility and commitment of the different work teams of the warehouses to maintain the veracity of inventory and with daily monitoring controls with different KPIs and OKRs (Operation Key Reports)

OEE increase in Voit Automotive

feb. de 2013 – mar. de 2014

 

Descripción del proyecto

OEE Increased 12% until We had 75%
Start of the project:
-Generation of core team for the implementation and monitoring of OEE compliance
-Implementation of OEE measurement system
Project development:
-Daily results reviews
-Detection of problems that generated low OEE indicator
-Generation of core team for follow-up in the operations floor with measurements hour by hour to adjust processes
- Meetings of operations 3 times a day to detect problems affecting the indicator and solve all problems detected
Actions to improve indicators:
- Implementation of the ANDON to detect and attack the problems in real time by the core team
- Implementation of GEMBA routes to improve processes
- The release of materials (Quality) was implemented in each process exit and the OBA was eliminated
- They were started by each KAIZEN production supervisor of their processes
-The plant is divided into 7 business units to distribute more detail to those responsible for equipment
- Implementation of KPIs and OKRs that would help improve results by business unit (daily publication for review)
- Areas that affected processes such as purchases, materials and warehouses were integrated
- Change of layouts to eliminate waste (Lean)
-Replacements in TPMs and maintenance programs
- Cotrol of critical spare parts (Master spare parts) to eliminate downtime
- Analysis of TOC to redefine Buffers in processes and warehouses

The implementation of these and related activities by department were increasing in the first 5% almost immediately and then reached within 9 months the 12% increase.

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