4. 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
5. 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
6.
7. 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 Scanner
VBA/SQL to Handle Processing
Basics of RFID
Dock Door Scanners
11. 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
19. CRP LEVEL LOADING
Balancing production levels
across FFT1 (Laser), FFT2 (Turret
Cluster), and FFT4 (Fiber Laser)
to reduce backlog
20. 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
21. 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
24. 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
25. SLOW BRAKE PRESSES - ROOT CAUSE
ANALYSIS
Why are some brake presses
performing less effectively than
others?
26. 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
27. SAFETY STOCK UPDATE TRACKING
Making it simple for managers to
validate safety stock updates
and planner adherence to days
of safety stock targets
28. 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
29. PHOENIX DRAWER TUB ANALYSIS
Can we consolidate similar
drawer tub designs to reduce the
cost of large orders?
30. 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
31. FAB SCHEDULE ADHERENCE TRACKER
Creating and analyzing
adherence to the schedule over
time
32. 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
