Diapositiva 1 - Fabbrica Futuro

Fabbrica Futuro
Marco Cesari
Operations Manager Bonfiglioli Riduttori
Mobile and Wind Solutions Business Unit
Bologna, 19.03.2014
Agenda
• Bonfiglioli Riduttori overview
• Mobile and Wind Solutions production sites and product lines
• Proud of our Customers
• Headquarters Shopfloor (Forli)
• P&L trend
• How did we do
• P&L main contribution
• What’s next
2
Company Overview
The Bonfiglioli Group has been working
according to Business Unit logics for years in order
to develop the best service and innovation and to
offer the most suitable products and business
models of the supported areas.
Today the Company consists of 3 Business Units
and 2 Division.
3
Business Unit Mobile & Wind
Solutions
4
Business Unit Mobile & Wind Solutions
Headquarters of the BUMWS
Manufacturing Site/Engineering
FORLÌ
Site Area
Real estate:85.000 m2
Building: 36.000 m2
Total No. of employees
620
White collar: 164
Blue collar: 456
(upd. Dec. 2013)
5
Local for Local: India
BONFIGLIOLI TRANSMISSION PVT LTD.
MANUFACTURING SITE/ENGINEERING
CHENNAI – INDIA
Site Area
Real estate:26.820 m2
Building: 16.150 m2
Total No. of employees
415
White collar: 219
Blue collar: 196
(upd. Dec. 2013)
6
Local for Local: China
BONFIGLIOLI DRIVES CO., LTD.
MANUFACTURING SITE
QINGPU – CHINA
Site Area: 10.000 m2
Completed the purchase of land
for new building with BUINS –
Project for 22.000 sqm building
Total No. of employees
77
White collar: 49
Blue collar: 28
(upd. Dec. 2013)
7
Product lines
300 series
Multipurpose
planetary
drives
500 series
Concrete
mixer
drives
700C series
Track and road
roller drives
700CK series
Excavators
track drives
600 series
700T series
Wheel
drives
Slew
drives
800 series
700TK series
Winch
drives
Excavators
Slew drives
8
Concrete Mixers
9
Agriculture, Forestry & Snow Equipment
10
Road Construction
11
Skid Steer Loaders, forklifts and more
12
Aerial Platforms, Scissors Lifts, Telescopic elevators
13
Excavators
14
Miniexcavators
15
Crawler Undercarriages
Caterpillar Industrial Products, Inc. Belgium
A Titan Europe Plc Company
16
Mobile crushers, screeners and shredders
17
Soil Drilling
18
Soil Drilling
19
Tower Cranes, Mast climbing platforms
20
Mobile Cranes
21
Marine equipments, Cranes, Winches and Hoisting
22
Marine equipments, Cranes, Winches and Hoisting
CONCRANE
23
Wind Turbines
24
Wind Turbines
25
Shopfloor
Walking through Trasmital – Gear cutting
PLANETARY GEAR PRODUCTION
27
Walking through Trasmital – Heat treatment
INDUCTION
HARDENING
TREATMENT
BEARING OUTER
RACES
HARDENING
28
Walking through Trasmital – Machining Area
KLINK BROACHING
MACHINE FOR
RING GEAR AND
HOUSING GEAR
MANUFACTURING
RING GEAR
BROACHING
29
Walking through Trasmital – Gearboxes assembly
700C – 700CK SERIES
30
Walking through Trasmital – Automatic Warehouse
31
BT Turnover
M€
350
300
250
200
150
100
50
0
2004
2005
2006
2007
2008
2009
2010
2011
2012
32
BT Investments
20,0
17,5
15,0
12,5
10,0
7,5
5,0
2,5
0,0
2004 ACT
2005 ACT
2006 ACT
2007 ACT
2008 ACT
2009 ACT
2010 ACT
2011 ACT
2012 ACT
33
2008: results
2008: EBITDA and Inventory
Inventory (K€)
Turnover (K€)
2008
Inventory
Turnover
35
P&L Trend
BT Financial performances 2008-2012 – FICOS –
K€
8,0%
6,0%
300.000
4,0%
2,0%
200.000
0,0%
-2,0%
-4,0%
100.000
-6,0%
-8,0%
-10,0%
0
2008
2009
Ebitda
2010
consumi
costi ind.li
2011
altri costi
2012
sales
*misurazioni Vs 2008
37
How did we do?
Scope
PLANT
SCM
ACQ
39
PLANT
Plant reenginering
SCM
RIM 2
K04
G02-G04
Painting
K01
B
G05
R05
U07
G06
TS19
Test
Lab
U04
TT07
U06
TS16
U08
FPS
TT06
TC25
O10
TT09
TS03
TC23
TC20
I
WH
TT02
L05
H04
I
TT11 TC22
TC19
TC16
TC11N
TC18
RMKK
RIM 1
40
ACQ
PLANT
i.e. TC 23 assembly workshop
SCM
606W SERIES
Before workshop
After workshop
41
ACQ
PLANT
Main KPI’s
SCM
MACHINING
ASSY
OEE (%)
Efficiency (%)
100
90
80
70
60
50
40
30
20
10
0
2010
2011
ACQ
2012
2013
86
84
82
80
78
76
74
72
70
68
66
2010
Cycle Time x Qty: Overall reduction (hours)
2011
2012
2013
Cycle Time x Qty: Overall reduction (hours)
5.000
14.000
12.000
4.000
10.000
3.000
8.000
2.000
6.000
4.000
1.000
2.000
0
0
2010
2011
2012
2013
2010
2011
2012
2013
42
PLANT
Plant KPI’s
SCM
ACQ
Operations KPI: Production Dept and Accidents at work
Manufacturing Performances
Assy Efficiency/OEE
id
description
Cycle Time Reduction 1 OEE LM
3
Safety Indicators
AREA PRODUZIONE
color code
base algorithm
EFFICIENCY LM
unit TGT 2012 range 1
range 2
ytd
actual
OK IF
ytd
actual
W
Nr. Hours of routing x quantity produced/available machine hours
%
74%
1%
5%
73,5%
73,0%
+
1
1
W
Nr. Hours of routing x quantity produced/available direct workers hours
%
112%
1%
5%
105,8%
113,4%
+
0
1
83,7%
+
1
1
-
2
0
Operations KPI-2012:
Quality Control
5
EFFICIENCY MTG
W
Nr. Hours of routing x quantity produced/available direct workers hours
%
79%
1%
5%
79,8%
7a
ABSENTEISM MACHINING
M
Not presence hours assy (escluso ferie)
%
8%
1%
3%
10,7%
13,3%
AREA CONTROLLO QUALITA'
7b
ABSENTEISM ASSY
10
1 FREE PASS
ASSY TIME CYCLE REDUCTION
11
MACHINING TIME CYCLE REDUCTION
17
Controlli Accettazione
Forniture
Efficienza
Collaudo
Accettazione
M
2
SKIP
M
3
CAMPIONATURE [controlli lenti]
M
4
COLLAUDARE [controlli veloci]
M
5
EFF TOT Collaudo Accettazione
M
NUMBER OF DAYS OF ABSCENCE FOR ACCIDENTS
Efficacia Montaggi
8
BUONI AL PRIMO COLPO
unit
range%
1
1% hrs
6%
-3200
7,24
1%
5%6,35
1%
-1700
6%
71,19
5%
10,00
1%reliability
6%
Equipment
14,22
14,80
(S
S
)
(S
S
)
75,00
FREQUENCY INDEX
SEVERITY INDEX
9a
color code OK IF = ±
1%
-
1%
5%
101,01%
110,49%
+
1
unit TGT 2012 range 1
1%
5%
gg
1%
365
5%
gg
0
hrs
0,50
1%
6%
FTE (FULL TIME EQUIVALENT)
Mrobot
N. -addetti
fuori= lineaT MachinesDow ntime / Number
# of dow ntimes
0,51
2d
Turning w ithout
MTTR equivalenti impiegati per riparazioni
M MTTR
ON REPAIR
1%
6%
S
M
S
Nr. Infortuni nel periodo considerato / Nr. Lavoratori anno*1000
30,00
S T MachinesWorking / Numberminof dow ntimes
M - MTBF
Tempo medio di esecuzione del benestare
Working centers
M d'officina
MTBF =
11a
3b
Working centers
M - MTTR
N.° totale benestare d'officina mese M
MTTR =
BENESTARE D'OFFICINA
S
nr
nr
1%
0
# of dow ntimes
T MachinesDow ntime / Number
S
11b
Gear cutting cells
MTBF medio di esecuzione del benestare
M d'officina
M - Tempo
min
50,00
MTBF = bloccante
T MachinesWorking / Number
of dow ntimes
11c
4b
Gear cutting cells
MTTR
M MTTR =
M - N.°
totale benestari d'officina mese bloccanti
S
T MachinesDow ntime / Number
# of dow ntimes
-
14
5a
Grinding machines - MTBFupdated EO Feb
MTBF =
S
T MachinesWorking / Number#of dow ntimes
35
5%
15%
5b
Grinding machines - MTTRgood if actual >= TGT-range
M 1 MTTR =
W N.° 8D PENDENTI IN CARICO PRODUZIONE
B6
S
T MachinesDow ntime / Number
# of dow ntimes
14
5%
15%
6a
Pinion toothing machines - MTBF
S
T MachinesWorking / Numberggof dow ntimes
80
5%
15%
6b
Pinion toothing machines - MTTR
5%
15%
8D PENDING
14a
15
LT 8D
W
M
M
N.° 8D PENDENTI A CARICO DEL PLANT
M
MTBF =
Tempogood
medioifdiactual
chiusura
8D a carico
<=degli
TGT+range
1 del Plant
S
1%
hrs
hrs
25,0
91,21
0,9
0,51
85,0
1,110,9
5%
-R2
0,22
3
708
0,6
1
6
+
1
OK IF
ytd
1
OK IF
1
22,8
20,5
+ 1,3
1,1
708
actual
color code
1
ytd42 actual
+
0
-
act
1
0
ytd
2
1
1
2
1
0
- 30,6 1
-
+
-
-
1
-
00
0
1
2
- 88,90,78
-0
+
11
1
hrs 0,600,9
0,85
0,3
0,6
-
-0
-
00
0
hrs 28,68
25,0
25,95
3
6
-1
+
11
1
hrs 3.264
0,8
0,3
226
0,6
1,3
-
-
0
2
hrs 34,74
165,0
3
27,02
6
59,5
-1
+
11
0
hrs 8230,8
0,3
62
0,6
2,6
-
-
0
0
YTD
6
+R1 36,3+R2
26,1
2
+
0
0
0
1,6
1,1
1
-
2
1
0
63,9
-
+
1
0
1,5
-
-
0
0
0,3
37,56
hrs -R158,0
43
hrs
hrs
ACT
3
37
0,8
0,3
0,6
117,0
3
6
0,7
0,3
0,6
15
110
MTTR =
S
T MachinesDow ntime / Number of dow ntimes
hrs
0,9
7c
Induction hardening w ithout robot - MTBF
M
MTBF =
S
T MachinesWorking / Number of dow ntimes
hrs
7d
Induction hardening w ithout robot - MTTR
M
MTTR =
S
T MachinesDow ntime / Number of dow ntimes
8a
Hobbing machines - MTBF
M
MTBF =
S
8b
Hobbing machines - MTTR
M
MTTR =
S
N.° Avvisi con addebito 160 € per scarto a fornitore
88,95
0,3
6
+
actual
6
0,83
M
M
3
1
color code
0,89
3
Induction hardening w ith robot - MTTR
MTTR =
108,27%
0
hrs 0,32
85,0
7b
16 EURO 160
M
Tempo medio di chiusura degli 8D in carico Produzione B6
121,57% range
range
42
1
2
2
27,88
0,6
7a
M
ytd
0
0,21
T MachinesDow ntime / Number of dow ntimes
gg
80
good if TGT-range 1=< actual <= TGT+range 1
Induction hardening w ith robot - MTBF
M MTBF = S T MachinesWorking / Number of dow ntimes
15a
range 2
0
5%
4a
updated W17
2012
100,75%
hrs
5%0
MTBF =
T MachinesWorking
/ Number of dow ntimes
Nr. Infortuni nel periodo considerato*1000000
/ H. effettive lavorate
5%
101,52%
TGT
unit
1% nr
T MachinesWorking / Number of dow ntimes
3a
0
100%
S
11
±
1
T MachinesDow ntime / Number of dow ntimes
min
1
-
S
S
-85
2,97
FTE (FULL TIME EQUIVALENT)
M N.MTTR
addetti
impiegati per
in linea
#
0,51
Nr. equivalenti
Giorno persi*1000
/ H.rilavorazioni
effettive
lavorate
2b
Turning w ith robot -M
M MTTR
REWORK IN LINEA
=
T MachinesDow ntime / Number of dow ntimes
MTBF =
+
7,34
5%2
M
±
11
6%
S
Tempo
di fermo for
isole
del MTG dovuto
a Riparazioni in isola MTG, Materiale
M Number
corrective
actions
Turning w ith robot -Difettoso,
MTBF
Ripetizione Collaudo
+
1
1%
1% gg
MTTR =
-287
avg
0
YTD
-326
9,00
0,50
M
M
75,87
-3591
0
min
weekly data (base = W)
color code OK IF = -
YTD
1%
M
INDICE DI INCIDENZA
color code OK IF = +
Number of abscence for accidents
Broaching machines - MTTR
10 RIPARAZIONI FUORI
Mrobot
Tempo
impiegato per Riparazioni riduttori
2c LINEA
Turning w ithout
- MTBF
M scartati
10a
monthly data (base = M)
M
Riduttori buoni al primo collaudo finale
avg
1%
100
2a
M
hrs
range
8%
2
3%
actual 14,2%
OK IF17,1% actual-
TGT
2012
6,00
Suddivisione per tipo di controllo delle Entrate Materiale
%
M
TCi NEW Controllo)
TCi OLD * Q.ty produced
% Free Pass (Nessun
Suddivisione per tipo di controllo delle Entrate Materiale
%
M Stock QTC
TCi OLD * Q.ty produced
%
Skipi NEW Suddivisione per tipo di controllo delle Entrate Materiale
%
Operations KPI: Production
% Stock Q Controlli Lenti
Suddivisione per tipo di controllo delle Entrate Materiale
%
% Stock Q Controlli Veloci
AREA SICUREZZA
Efficienza avanzamento del totale Entrate Materiale Stock Q escluso Skip
%
(lenti +algorithm
veloci): numero di lotti entrati da avanzare per ora di MOInd impiegata
base
%
1b
NUMBER OF DAYS FOR CORRECTIVE
ACTIONS
9 RILAVORAZIONI
IN LINEA
Quality Control
Maintenance Indicators: 13
14
Machines MTBF
15
Machines MTTR
16
M Not presence hours assy (escluso ferie)
base Description
Acronym
MAINTENANCE AREA
EFF V Collaudo Accettazione
6
M Efficienza avanzamento delle Entrate Materiale Stock Q Controlli Veloci
%
100%
(sottoinsieme controlli
veloci)
id
description
base algorithm
NUMBER OF DAYS WITHOUT ACCIDENTS
M Number of days without accidents
EFF L Collaudo Accettazione
7
M Efficienza avanzamento delle Entrate Materiale Stock Q Controlli Lenti
%
100%
(sottoinsieme controlli
lenti)
1a
Broaching machines - MTBF
M MTBF =
T MachinesWorking / Number of dow ntimes
Efficienza Sala
Metrologica
12
description
Capacità di Reazione
ai CLAIM Cliente
id
id
Avvi
si
160
Quality Control:
Incoming Checks KPI
Process Control KPI
8D Customers KPI
color code
hrs
82
12
91
93
1,50,00
1,9
0,00
- 32,6
-
-
2
0
0
1
6
13,5
31,3
+
0
0
0,3
0,6
1,2
1,1
-
1
2
50,0
3
6
39,1
77,9
+
1
0
hrs
0,9
0,3
0,6
1,2
0,0
-
1
2
T MachinesWorking / Number of dow ntimes
hrs
215,0
3
6
164,2
-
+
1
0
T MachinesDow ntime / Number of dow ntimes
hrs
1,0
0,3
0,6
1,1
-
-
0
1
#
hrs
-
50,0
732
3
29
43
PLANT
Planning method management
SCM
Estrazione dati W41
Analizzati Item con Fabbisogni + consumi sul 2009
Item a costanza e costo elevati:
-N° item: 373 (5%)
Item a basso costo:
-N° item: 1629 (24%)
Item a bassa costanza ed elevato
costo:
-N° item: 953 (14%)
Item a bassa costanza:
-N° item: 3925 (57%)
44
ACQ
PLANT
Suppliers orders management
Politiche di approvvigionamento 2009
% a valore
CA - ordine chiuso
76%
CA - Ordine aperto
24%
N° item gestiti in CLF/CLP
Politiche di approvvigionamento 2011
% a valore
CA - ordine chiuso
39%
CA - Ordine aperto
61%
N° item gestiti in CLF/CLP
SCM
LT medio pesato (gg/ lav)
20,92
3.804
LT medio pesato (gg/ lav)
14,41
3.325
Delta politiche 2011 vs 2009
CA - ordine chiuso
CA - Ordine aperto
N° item gestiti in CLF/CLP
% a valore
-37%
37%
LT medio pesato
-31%
-13%
Ex: 2T706T3191A01 da 13 a 9 settimane
Ex: 2T255608241A da 14 a 11 settimane (606 BOMAG)
45
ACQ
UNIT VALUE
LT Deployment – 715C –
(2012 Vs 2008)
PLANT
SCM
2012
2008
-25 % vs 2008
46
ACQ
PLANT
The
evolution
Capacity Dashboard
SCM
ACQ
YEAR
AREA
WC
U.M
2009
Plant
No detail
Euro/d
2010
Assy
Assy WC
Pcs/d
Today
Assy/Machining
Assy + Machining WC
h/d
Tomorrow
ALL
Supplier + Assy +
Machining WC
h/d
Details
Requirement
Capability
Dissaturation
Oversaturation
47
Levelling process: from weekly to daily bucket scheduling
PLANT
SCM
48
ACQ
Assembly line refilling: Routes summary
Projects
PLANT
SCM
ACQ
1 2 3
CL1
CL1
3 standard different
runs have been
developed to supply
several
supermarkets of
assembly lines.The
refilling is done by a
tractor and two
trailers.
49
PLANT
SCM KPI’s
SCM
PLANNING
Sales Planning
Order Management
Turnover
BUMWS Stock
Service Level.
id
name
unit
TGT
2013
range
1
range
2
avg last
25ww
actual
OK IF
color
code
13
ITEMS ON DELIVERY
PLAN
W
# items on delivery plan vs items planned, for direct customers (BRT excluded)
%
18%
5%
10%
21%
22%
+
1
25
ITEMS PLANNED
%
% items = last 20% of the volumes
%
77%
2,5%
5%
83%
84%
-
0
id
name
unit
OK IF
color
code
1
ORDER INTAKE
W
Sell-In value order intake (BUMWS)
2
ORDER
id
name
CANCELLATIONS
W
23
PORTFOLIO GROWTH
W
3
4
22
5
id
14
-Inbound OTD
-LT
-Lot Size
Plant Stock monitor
Automatic Warehouse
base
TGT
2012
range
1
range
2
avg last
25ww
actual
PLANNING
M€
5,0
1,00
2,0
3,8
4,9
Sell-In value orders cancelled
base(BUMWS)
description
M€
0,0
0,13
unit
TGT
0,25
2012
range
0,1
1
range
-0,8
2
open orders B6 current week vs last week
M€
0,0
-0,50
-1,00
-0,4
0,2
description
10
0
OK IF
color
code
M
see document "APO customization in B6_v4"
%
0%
0,5%
2,0%
29%
39%
-
0
M
see document "APO customization in B6_v4"
%
20%
1,0%
3,0%
34%
30%
-
0
12
MAPE MASTER PLAN 7-9
M
see document "APO customization in B6_v4"
20% avg
2,5%
range
last
2
25ww
5,0%
28% color
48%
-
0
M
see document "APO customization in B6_v4"
38%
-
0
±
0
100%
100%
1
-0,7
±
+
2
5,0%
100%
+
1
100%
+
1
85%
+
name
base
TURNOVER
description
MAPE MASTER PLAN
unit
WEEKLY SELL-IN
W
Sell-In turnover finished goods (B6)
»»»»»» rif = BDG
M€
TURNOVER
24
PLANT REACTIVITY 1-4
M
see document "APO customization in B6_v4"
MONTHLY SELL-IN
M
Sell-In turnover vs BDG finished goods (B6)
M€
TURNOVER VS BDG
25
PLANT
REACTIVITY
5-6
M
see
document
"APO
customization
in
B6_v4"
MONTHLY SELL-OUT
M
Sell-Out turnover vs BDG finished goods (BUMWS)
M€
TURNOVER VS BDG
26
PLANT REACTIVITY 7-9
M
see document "APO customization in B6_v4"
TURNOVER
M
MEDIAmese [(max-media)/media of weekly turnover B6]
%
STABILITY
TGT
2012
%
range
1
%
5,0
0,0
20%
Procurement
0,50
100%
0,50
%
0,0
7%
0,25
Supply Chain KPI%
1,00
100%
3,00
5,00
%
100%
5%
10%
0,5%
3,3
5,0%
-18,8
2,5%
-27,3
2,5%
32%
M
see document "APO customization in B6_v4"
%
100%
2,5%
27
PLANT REACTIVITY
id
description
M
see document
customization in B6_v4"
STOCK
base "APO
algorithm
%
100%
2,5%
unit
38
name
RESPECT OF
FLEXIBILITY
base
description1-4
M
see document "APO customization in B6_v4"unit
range
%
1
range avg last
100%
2,5%
2
25ww
39
RESPECT OF FLEXIBILITY 5-6
%
100%
100%
0,12
2,5%
9,6
1
M
Stability Procurement Plan (Closed Order)
stock B6 vs BDG EOY
M
W
N° Fixed Codes* / n° Total Code (forecast + 6 w vs +3 w)
see document "APO customization in B6_v4"
M€
49,0
0,63
1,25
%
2,5%
40,5
OK IF
2,0%
3,5
PLANT REACTIVITY M10
TGT
2012
actual
2,5%
23
code
30%
±
-1,2
5,0%
98%
-
56%
5,0%
100%
4,4
%
0,06
37
RESPECT OFMFLEXIBILITY
M10 vs BDG M
stock subsidiaries
EOY see document "APO customization in B6_v4"M€
43,4
%
0,63
100%
1,25
2,5%
57,4
96,8
1,31
%
2,6
100%
107,5
2,5%
4,0
0,25
0,5
%
95%
Inbound (Range Delay )
W "APO
Rangecustomization
% Weekly Purchase
in delay (Open Order%
+ Closed Order+
see document
in order
B6_v4"
95%
CLP)
SERVICE
2,7
2,5%
3,7
5,0%
%
2,5%
5,0%
See
40%
2,5%
5,0%
41%
3.1
Supplier Delay
days of stock after paintingW
(weekly
seeaverage)
document "APO customization in B6_v4"gg
43
STABILITY 3.2
10%
W
44
STABILITY 20%
W
see document "APO customization in B6_v4"
%
95%
%
M€
0
TGT
range 99%
range Avg.
5,0%
91% actual
+
2012 1
2 color
YTD
5,0% OK73%
68%
actual
IF
+
code
100% 6% 10% 52%
20%
5,0%
88%
91%
+
40,5
1
-
RESPECT OFMFLEXIBILITY
7-9
M
see document "APO customization in B6_v4"M€
stock
BTPL
vs BDG EOY
2
Stability
Procurement
Plan (Open
Order)
W N° Fixed codes * / n° Total codes
Inbound ( Trend in Value )
W
see document "APO
customization
B6_v4"M€
Value purchase
orders inindelay
100%
1
40
STOCK
STOCK AFTER
W
42
STABILITY 5%
PAINTING
17
18
+
MAPE MASTER PLAN 5-6
STOCK
BUMWS STOCK vs BDG M
41 VS BDG
RESPECT OFMFLEXIBILITY
9
21
1
1
actual
MAPE MASTER PLAN 1-4
19
7
8
±
avg
last
25ww
11
15
id
»»»»»» rif = BDG
10
13
Procurement
description
ORDER MANAGEMENT
id
APO Planning rules monitor
APO Order Management
base
5,0%
9,6
base
4.1
description
4.5
M
PORTFOLIO DEPTH
49
NOT CONFIRMED ORDERS
0
-0
0
DETAIL
35%
+
0
35%
+
0
2,00
0,50 -80%
1,0
107,5
5,0%
-40%
2,3
0
0
1
Q
(qty shipped in Wn with confirmed date Wn or Wn+1)/(qty on order in Wn+qty
47 DELIVERY
PLAN DECREASE
INSIDE CUT-OFF
W
see document "APO customization in B6_v4" %
ON TIME
W
shipped with confirmed date Wn+1)
48
+
+
0 94%
TGT
range range avg last
color
N° Codes with needs / Total codes with
unitneeds ( based on the type of
actual OK IF
2012
1
2
25ww
Seecode
DETAIL
%
supply)
W
delay of finished goods without commercial block(value)ORDER MANAGEMENT
M€
1,0
0,25
0,5
6,4
5,1
0
Value codes with needs / Total Value codes with needs (based on the
DELAY
avg See DETAIL
4.2W delay of finished goods with commercial block(value)
Q
% range
M€
0,0
0,13
0,25
4,4
3,0
0
TGT
range
type of supply)
id
name
base description
unit
last
actual OK IF
2012
1
2
#
25ww
W
# orders rows in delay not blocked
50 based10
25 of 100,8
57
1
Lead time weighted average (Supplyrighe
average time
on the value
COMPONENTS DELAY 4.3
Supply Method
Q "APO customization in B6_v4"
gg
30100 5 29010
23,3
45
CUT-OFF
W
see document
PC
50
297
the codes with needs)
W
value in delay (orders not blocked)
M€
0,4
0,1
0,2
0,2
0,1
1
52
CUT-OFF % on
ALERT
W
see document "APO
in B6_v4"
0%
5%
10%
20% 0 22%
Cover customization
Bath weigh (N° Cover
day average
on the%
value
code 903,1
W
MAX(distance between today and oldest open order)
gg based49
7 of the14
994
4.4
Q
gg
5
2
5
7,2
DAYS OF DELAY
with
needs)
distance
today and
date document
in which the"APO
cumulative
volume in delay
46
PLAN INCREASE
INSIDE between
CUT-OFF
W the see
customization
in B6_v4"gg
PC7
10
W
14
14
84,6
6320
0
-147 1.057
= 95%
name
0
1 34%
-99%
6% - 10%
5,0%
57,4
+0
0 75%
73%
0 82%
color code
0
+
78%
+
2,0
+
92%
100%
0
OK IF0
W
5
Leveling Incoming Material
6
N° codes for each Planner
W
Cover index in day (warehouse turnover ratio)95%
PC
2,5%
Incoming Material Value ( real) / Weighted average days# to fulfill
W
purchase
order backlog on
W of competence
see document "APO
customization
in B6_v4"
PC
see document "APO customization in B6_v4"
Q
N° codes with needs/ N° planners (only GEM)
5%
gg
10
31%
17
-
5
100%
5%
#
1000
100
50
100
1
0
2
-
0
-0
2
10% 101%
+
135%
-
±0
0
150
657
-
0
13
%
-0
41,3
-
20 5% ±148
36
10%
34%
3
color
code
269
38,5
0 588
12
198
0
Capacity Dashboard
50
ACQ
Purchasing Dept. main developed projects and activities
PLANT
SCM
• Savings Yearly Project
• Direct Materials
• By committing business to Suppliers
• By negotiating materials through Value Analysis
• By negotiating prices with base material prices
• Indirect Materials
• By reducing Suppliers base and defining rebate agreements
based on business volume
• SCM collaboration
• Lead Time reduction*
• Flexibility increase
• Supplier OTD increase
• Working capital reduction*
• Frame contracts with Strategic Suppliers at BU level
51
ACQ
PLANT
Purchasing KPI’s
SCM
PURCHASE KPI
unit
TGT range range
color
avg YTD actual OK IF
2013
1
2
code
PPM
5000
1,0%
1,0%
5925
6.004
-
0
PPM
1000
1,0%
1,0%
2252
2.376
-
0
PPM
200
1,0%
1,0%
253
352
-
0
PPM
1000
1,0%
1,0%
845
899
-
1
No of PO raw delivered on time/ No PO raws
%
98%
0%
0%
70%
69%
+
0
monthly
PPV= ∑(Current Price -STD price ) X QTY /Supplier spend
%
-1,7%
0,0%
0,0%
-2,54%
-2,75%
-
1
SUPPLIER OVER ALL RATING
monthly
SOR= PPVX30% + OTD X30% + PPM x40 %
%
100%
35%
0%
80%
80%
+
1
9
CONQ (month)
monthly
∑ Suppl. CONQ (month)
k€
100
1,0%
1,0%
50
70
-
1
10
CONQ YTD
monthly
∑ Months CONQ
k€
1000
1,0%
1,0%
208
208
-
1
11
% CONQ
monthly
CONQ_YTD / SUPPLIER SPEND_YTD
%
1,0%
0,0%
0,0%
0,49%
0,59%
-
1
12
RCONQ
monthly
Reinvoiced CONQ / CONQ ( updated N-3 months)
%
90,0%
0,0%
0,0%
80,4%
80,4%
+
0
15
%NVSS
monthly
∑ subcontracting parts spend / ∑ supplier spend
%
4%
0%
0%
5,3%
5,82%
-
0
18
Payment terms
six months WAPT-Weighted Average Payment Terms (days)
gg
110
0
0
105
105
+
0
id
description
base
1
PPM raw parts
monthly
2
PPM finished parts
monthly
3
PPM commercial parts
monthly
4
Total PPM
monthly
5
OTD
monthly
6
PPV
7
algorithm
(No of scraps/ No of parts delivered)x 1000K - 6 months
rolling
(No of scraps/ No of parts delivered)x 1000K - 6 months
rolling
(No of scraps/ No of parts delivered)x 1000K - 6 months
rolling
(No of scraps/ No of parts delivered)x 1000K - 6 months
rolling
52
ACQ
P&L main contributions
Project savings: 2011-2012 breakdown
€ 5.000.000
€ 4.500.000
€ 4.000.000
€ 3.500.000
€ 3.000.000
€ 2.500.000
€ 2.000.000
€ 1.500.000
€ 1.000.000
€ 500.000
€0
gen-11
mar-11
mag-11
lug-11
set-11
nov-11
gen-12
mar-12
mag-12
lug-12
set-12
nov-12
Quality control
gen- feb- mar- apr- mag- giu- lug- ago- set- ott- nov- dic- gen- feb- mar- apr- mag- giu- lug- ago- set- ott- nov- dic11 11 11 11 11 11 11 11 11 11 11 11 12 12 12 12 12 12 12 12 12 12 12 12
€ 0 € 0 € 0 € 0 € 0 € 0 € 15. € 20. € 36. € 50. € 63. € 70. € 82. € 92.€ 110€ 121€ 132€ 143€ 155€ 157€ 167€ 176€ 184€ 184
Indirect purchase
€ 0 € 0 € 0 € 0 € 0 € 0 € 5.7 € 9.8 € 20. € 32. € 44. € 63. € 90.€ 121€ 164€ 198€ 248€ 295€ 342€ 357€ 387€ 420€ 452€ 476
Logistics
€ 0 € 0 € 0 € 0 € 0 € 0 € 24. € 43. € 73. € 92.€ 117€ 155€ 189€ 221€ 242€ 276€ 302€ 332€ 366€ 423€ 462€ 493€ 538€ 591
OEE Machining
€ 0 € 0 € 0 € 6 € 0 € 21. € 35. € 43. € 63. € 82.€ 100€ 108€ 126€ 133€ 151€ 167€ 189€ 209€ 224€ 229€ 241€ 252€ 261€ 265
Equipment/Manpower € 0 € 0 € 0 € 1.3 € 7.5 € 13. € 18. € 21. € 38. € 52. € 74. € 97.€ 122€ 150€ 190€ 238€ 296€ 345€ 397€ 410€ 446€ 482€ 508€ 526
Assy
€ 39. € 93.€ 160€ 214€ 270€ 293€ 357€ 391€ 512€ 620€ 753€ 859€ 948€ 1.0 € 1.1 € 1.3 € 1.4 € 1.6 € 1.7 € 1.7 € 1.9 € 2.0 € 2.1 € 2.1
Lean& Green
€ 4.1 € 13. € 26. € 32. € 49. € 66. € 78. € 95.€ 110€ 130€ 150€ 164€ 177€ 200€ 206€ 224€ 237€ 253€ 268€ 289€ 305€ 325€ 341€ 363
GRAND TOTAL
€ 43.€ 106€ 187€ 248€ 328€ 394€ 535€ 625€ 856€ 1.0 € 1.3 € 1.5 € 1.7 € 1.9 € 2.2 € 2.5 € 2.9 € 3.1 € 3.4 € 3.6 € 3.9 € 4.1 € 4.4 € 4.6
54
Productivity Trend
Pz /ora lav.ta
0,80
0,75
0,70
0,65
0,60
0,55
0,50
0,45
0,40
0,35
0,30
I° TRIM II° TRIM III° TRIM IV° TRIM I° TRIM II° TRIM III° TRIM IV° TRIM I° TRIM II° TRIM III° TRIM IV° TRIM I° TRIM II° TRIM III° TRIM IV° TRIM I° TRIM II° TRIM III° TRIM IV° TRIM
2008
2008
2008
2008
2009
2009
2009
2009
2010
2010
2010
2010
2011
2011
2011
2011
2012
2012
2012
2012
€* /ora lav.ta
€ 900
€ 800
€ 700
€ 600
€ 500
€ 400
I° TRIM II° TRIM III° TRIM IV° TRIM I° TRIM II° TRIM III° TRIM IV° TRIM I° TRIM II° TRIM III° TRIM IV° TRIM I° TRIM II° TRIM III° TRIM IV° TRIM I° TRIM II° TRIM III° TRIM IV° TRIM
2008
2008
2008
2008
2009
2009
2009
2009
2010
2010
2010
2010
2011
2011
2011
2011
2012
2012
2012
2012
55
Direct Material Saving YOY*
%
100,00
99,50
99,00
98,50
98,00
97,50
97,00
96,50
96,00
95,50
2010
2011
2012
* On average yearly cost
56
PLANT
BT Inventory vs Turnover
K€
2008
2009
SCM
2010
2011
2012
Turnover
35.000
90.000
80.000
ACQ
Turnover
Inventory
30.000
70.000
25.000
60.000
50.000
40.000
20.000
15.000
30.000
10.000
20.000
5.000
10.000
0
0
57
57
What’s next?
INSANITY:
doing the same thing
over and over again
and expecting different results
Albert Einstein
THANK YOU!

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