Productos Tubulares - Demand Driven World

Transcription

PRODUCTOS TUBULARES
DBR IMPLEMENTATION
2016 Award Winner
JON BIKANDI
PT Production Manager
Who We Are and What We Do
PRODUCTOS TUBULARES
– DBR IMPLEMENTATION
PRODUCTOS TUBULARES
– DBR IMPLEMENTATION
From Efficiency Driven to Demand Driven
PRODUCTOS TUBULARES (PT), owned by holding GRUPO TUBOS REUNIDOS (TR), is a
manufacturer of Hot Finished Seamless Steel Pipes and Tubes.
Located near Bilbao seaport
PRODUCTOS TUBULARES – DBR IMPLEMENTATION
•
•
•
•
2015 in numbers for Productos Tubulares
the Turnover was $114 million US Dollars
EBITDA of $4.55 million
Production reached 47,155 tons of steel pipes
Sold in 70 different countries around the world.
All materials and contents copyright © 2016 Productos Tubulares & CMG Consultores. All rights reserved.
We are an Integral Manufacturer of Seamless Steel Pipes
•
Outside Diameter from 190 mm to 635 mm (7 1⁄2 - 25 ")
•
Walls up to 125 mm (5")
Market scenario and PT status. Making the change
Before the World Economic Crisis (2007) steel pipe market was flooded with demand and
manufacturers.
•
•
•
Standard products.
Processing large batches.
Purchased by intermediaries. Stock positioned close to end of the supply chain.
By the end of 2008, this scenario vanished.
•
•
•
Intermediaries got rid of their inventory and became more concerned about service level.
Construction companies of hydraulically fractured oil & gas wells became a more important
customer.
Customized products.
Was it possible for Manufacturers to compete in this New Scenario with the same
vision, business rules and technology that led to great results in the past?
When – Who – What – How
When?
In November 2014, PRODUCTOS TUBULARES Board took the decision of
implementing DBR concepts to improve the Operations Supply Chain.
Who?
The Managing Director assigned this project leadership to PT´s Production
Manager, who contacted CMG Consultores to develop a solution.
What?
The GOAL of the project was:
To improve the flow of materials and information to deliver a better service level.
How?
DBR rules and tools were implemented in three key areas, Planning, Execution and
Control.
Policies to change
Old Policy 1 : Rolled Tons (Ton/Month) is the main productivity metric.
Associated Behaviors
•
•
•
•
Increase “rolling loads” per Matrix Diameter.
Customer Orders rolled ahead of time to Optimize setups and batch sizes
Pipes with low finishing work load are pushed to production ahead of time.
Delay smaller diameters as much as possible
Negative Effects
•
•
•
•
WIP Inventory increases.
Temporary bottlenecks in finishing resources.
It seems finishing resources capacity is scarce
Low Customer Service Levels.
Policies to change
Old Policy 2 : Monthly customer due date batching
• Monthly batching rolling loads
• End-of-Month syndrome: all work orders are expedited too late
• Delays of 1 month or multiple
Negative Effects
• WIP Inventory increases.
• It becomes very difficult to prioritize orders.
• Low Customer Service Levels.
New Policies For The New Scenario
New Policy 1 : The main productivity metric should be monthly cashflow.
•
•
•
•
KPI: On time Orders in items and euros.
Delays are measured in Gross Margin Euros that cannot be invoiced on time.
Objective criteria to prioritize orders.
Rolled Tons metric is ERRADICATED- Invoiced /Shipped TONS, new main metric.
Associated Effects
• The whole system is subordinated to customer’s demand: Service Level improve.
Manufacturing Process
CUSTOMERS’ DEMAND PER EACH MATRIX
ORDER BOOK
DELIVERY PLAN
CAPACITY FOR EACH RESOURCE
3 MONTHS
SMOOTHED-OUT LOAD FOR CRITICAL
RESOURCES
ROLLING
PLANNING
PROCESS
Mouth
Finishing
Furnace
TT
Straightening
+
Cut
RC
RC
RC
GR. INT
Stamping
FINAL
CUT
Hydraulic
Test
Side
CALIPER
GR. EXT
Paint
OFFICIAL
INSPECTION
SALEM
EXT GR
QC
US / PM / INSP. GR
STEEL
MILL
CALIPER
INT. GR
PRESS
+
DRILL
+
PILGER (x2)
SHIPPING WAREHOUSE
DRUM
Planning Criteria to Improve Flow
A- Each Matrix has to enter production more frequently
Goal
Increase the rolling frequency of each pipe type to stagger the work load for the
resources downstream.
B- A Uniform work load for each critical resource downstream has to be delivered from
Rolling, according to the order book
Goal
Delay o bring forward work orders’ start dates onlyy for those pipes
p p that allow
ce work load to be staggered and avoid flow obstructions.
critical resource
New Planning Policies
New Policy 2 : Minimum of 5 rolling loads per week to improve flow.
• Rolling Plan has to consider downstream critical resource load: Heat Treatments,
Grindings, Straightening.
• Rolling Plan must assure a minimum work load for critical resources.
• Orders can only be pushed to production ahead of time to achieve the minimum
work load for the critical resources.
Associated Effects
• Material input plan is stable.
• No artificial bottlenecks are generated downstream
• Hidden capacity emerges
• WIP inventory reduced
• Less overtime hours are required in downstream resources
New Policy 3 : Daily due dates for managing shop floor priorities.
• Weekly batching in Rolling Plan, instead of monthly batches.
• Lead times are managed according to 6 different product families.
• A Shipping Buffer is assigned to Each Rolling Order to obtain and End-ofProduction due date.
Associated Effects
•
•
•
•
WIP inventory reduced
Customer Service Level increases
It becomes easier to prioritized between orders.
Material moves faster and in a more organized manner.
New Policy 4 : Due Dates are tracked thru Shipping Buffers.
• The Rolling Plan is synchronized taking to account each pipe Shipping Buffer.
• Resource production schedules execution is controlled by managing priorities in
critical resources according to Shipping Buffer Status.
Associated Effects
•
•
•
•
Less data, more information
Less schedule modifications.
Stable execution priorities.
Early warnings if due dates are in risk.
Execution Process
Prioritization, Preparation & Location of RED PIPES is Key for FLOW
PRIORITY LIST PER
RESOURCE
PREPARE RED PIPES TO BE
PROCESSED
LOCATE PROCESSED PIPES
SEND TO PIPE LOCKER OR
MOBILE PLATFORM
PROCESS PIPE AND
REPORT IT IN ERP
Prioritization System: Buffer Consumption
Rolling date
TODAY
End-of-Production
X Weeks
Process Control - KPIs
A - Planning Criteria-Downstream Critical Resource Pipe %
% ROLLED PIPES VS ORDER BOOK CRITERIA
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
-42 -43 -44 -45 -46 -47 -48 -49 -50 -51
E25
2
3
4
6
7
8
9
10
11
14
15
Order book crit.
B - Rolling due date delay
70%
Rolling due date fulfillment
60%
50%
40%
30%
20%
10%
0%
1234567910112015 2015 2015 2015 2015 2015 2015 2015 2015 2015
C - Daily Production Control
250
Internal Grinding Processed
Pipes
200
150
100
50
R
A
0
D - Critical Resource Queue Trend.
21
19
17
15
11
9
7
5
3
-51
-49
-47
-45
-43
V
Internal Grinding QUEUE (days)
6
5
4
3
2
1R
A
21
19
17
15
11
9
7
5
3
-51
-49
-47
-45
-43
0V
F - Service Level
100,0%
CUSTOMER SERVICE
90,0%
900
800
80,0%
700
70,0%
600
60,0%
500
50,0%
400
40,0%
300
30,0%
200
20,0%
10,0%
100
0,0%
0
1-2015
12-2014
11-2014
10-2014
8y9-2014
7-2014
6-2014
5-2014
4-2014
3-2014
2-2014
1-2014
12-2013
11-2013
10-2013
8y9-2013
7-2013
6-2013
5-2013
4-2013
Technology Applied To Internal Logistics
9One of the most important challenges in terms of
Execution Control was the lack of technology applied
to internal flow.
9An Android APP for tablets was developed by
PT IT Department for better flow control
Technology Applied To Internal Logistics
9ERP was also modified to generate daily priority list for each resource
Print
Sales Order Management
9It is possible to estimate the End of Production Date. Adding total queue days
ahead of the critical resources in the items route.
We can estimated a real delivery date
• Good Customer information
• Less Sales Dpmt. noise
Week Delivery
25
26
6
2
11
2
4
PurchaseOrder
PIPE CODE
681 171 167 1
9708
9709
9710
28
2
4
DBR IMPLEMENTATION RESULTS
DBR policies Go Live date was January 2015, achieving results before the end of Q1 2015
Work In Process reduction
•
•
3500
Rolling stopped for 1 week in March2015
After that the WIP remained stable with a
30% inventory reduction
Lead Time reduction
•
•
Dramatically reduced after DBR policies.
Dropping from 35 to 14 days on average.
40,00
WIP (Nº PIPES)
3000
35,00
2500
30,00
2000
25,00
1500
20,00
1000
15,00
500
10,00
0
27/10/2015
21/09/2015
07/09/2015
20/07/2015
14/07/2015
08/07/2015
02/07/2015
25/06/2015
22/06/2015
17/06/2015
12/06/2015
08/06/2015
22/05/2015
19/05/2015
11/05/2015
05/05/2015
27/04/2015
21/04/2015
13/04/2015
30/03/2015
25/03/2015
18/03/2015
11/03/2015
04/03/2015
27/02/2015
24/02/2015
18/02/2015
13/02/2015
09/02/2015
5,00
0,00
12-2014
TOTAL
R
Y
G
1-2015
2-2015
3-2015
4-2015
5-2015
6-2015
7-2015
PromPlazo
9-2015
10-2015
AFTER
IMPLEMENTATION
DBR
IMPLEMENTATION
RESULTS
BEFORE IMPLEMENTATION
AFTER IMPLEMENTATION
Customer Service Level
% of full orders shipped on time to the customer
• Before DBR implementation CLS oscillated between 30-50%.
• After ONLY 3 MONTHS of planning, executing and controlling according DBR policies,
80%+ was achieved.
CUSTOMER SERVICE LEVEL
100,0%
90,0%
80,0%
70,0%
60,0%
50,0%
40,0%
30,0%
20,0%
10,0%
0,0%
11-2015
10-2015
8y9-2015
7-2015
6-2015
5-2015
4-2015
3-2015
2-2015
1-2015
12-2014
11-2014
10-2014
8y9-2014
7-2014
ECONOMIC conclusion
• PT Top Management was very concerned about the impact inventory reduction would
have in the balance sheet.
• However, Turnover improved (+60%) with less Rolled Tons (-7%) and just a slight
increase in Finished Tons (+8%).
The right Customer Orders were being manufactured to be shipped and invoiced on
time, increasing the Turnover and improving the balance sheet despite the inventory
reduction

Productos Tubulares - Demand Driven World

Transcription

Similar documents

Certificado IFS Espuña Olot

I`m helping to end MS by participating in the 2016 Jayman BUILT MS

The Board of Directors of Qatar Fuel (WOQOD) is pleased to invite

5 `S` Training Program at ABV-IIITM, Gwalior on 21.07.2016

4 star ALOE HOTEL, PAPHOS

Certificado BRC Espuña Olot

2016 MW Alliance Raffle - Manitowish Waters Alliance LTD

HERE - Perfect Shots Photography

2016 Sponsorship Prospectus

Annonce S1

Get it now

Seguridad de dispositivos médicos y armonización mundial