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AIRBUS Case Study - SupplyChainExpo

AIRBUS case StudyParis5 May 20105th May 2010 AIRBUS case Studyp. 2 AIRBUS Work-sharingWingsHorizontal Tail planeNosefuselagePylonCentre fuselageBelly fairingAftFuselageVertical TailplaneForward FuselageVertical TailplaneXXXXXXOut of scopeXScope of work = 2 final assembly lines, 11 design & manufacturing facilities in Europe80 warehouses & +/- 20 major suppliers (>1mio )2007 May 2010 AIRBUS case StudyProduct & Logistics segmentationFlow chartInitiative Portfolio DevelopmentIdeal scenario identification and calculationCost calculation & Gap analysis As is scenario identification calculationBusiness case on Ideal and realistic scenarioRealistic scenario identification and calculationImplementation planConstraint AssessmentProduct & Logistics segmentationFlow chartInitiative Portfolio DevelopmentIdeal scenario identification and calculationCost calculation & Gap analysis As is scenario identification calculationBusiness case on Ideal and realistic scenarioRealistic scenario identification and calculationImplementation planConstraint AssessmentPhase 1 Stabilization Phase 1 Stabilization Phase 2 Transition Phase 2 Transition Phase 3 Preferred Solution (Continuous Improvement)Phase 3 Preferred Solution (Continuous Improvement)

AIRBUS Case Study 5th May 2010 Kuehne + Nagel mirror AIRBUS supply chain organization Steering Committee Central Team LLP Control Tower Stakeholders • …

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Transcription of AIRBUS Case Study - SupplyChainExpo

1 AIRBUS case StudyParis5 May 20105th May 2010 AIRBUS case Studyp. 2 AIRBUS Work-sharingWingsHorizontal Tail planeNosefuselagePylonCentre fuselageBelly fairingAftFuselageVertical TailplaneForward FuselageVertical TailplaneXXXXXXOut of scopeXScope of work = 2 final assembly lines, 11 design & manufacturing facilities in Europe80 warehouses & +/- 20 major suppliers (>1mio )2007 May 2010 AIRBUS case StudyProduct & Logistics segmentationFlow chartInitiative Portfolio DevelopmentIdeal scenario identification and calculationCost calculation & Gap analysis As is scenario identification calculationBusiness case on Ideal and realistic scenarioRealistic scenario identification and calculationImplementation planConstraint AssessmentProduct & Logistics segmentationFlow chartInitiative Portfolio DevelopmentIdeal scenario identification and calculationCost calculation & Gap analysis As is scenario identification calculationBusiness case on Ideal and realistic scenarioRealistic scenario identification and calculationImplementation planConstraint AssessmentPhase 1 Stabilization Phase 1 Stabilization Phase 2 Transition Phase 2 Transition Phase 3 Preferred Solution (Continuous Improvement)Phase 3 Preferred Solution (Continuous Improvement)

2 KN Business Migration MethodologyThe bottom-up KN Value Proposition 5th May 2010 AIRBUS case StudyKey Value Drivers of the Kuehne + Nagel SolutionDeployment of a single WMS system to reduce complexity, cost and enable standardization of processesLeverage outsourcing opportunities for non-core services in a standard blueprint across all sitesIntroduction of standardized processes based on best practicesConsolidation of Logistics Operations into 6 Regional Hubs in D, F, ES, UKConsolidation of Service Providers / Implementation of a single Lead Logistics Provider5th May 2010 AIRBUS case StudyIntegrated Project Team taken from existing KN organizationLocal teams-Local surveys-As is flow design-Local scenario teams-Scenario build-up-To be scenario costing-Value proposal design-Road mappingCentral team (plateau)5th May 2010 AIRBUS case Studyp. 6 AIRBUS Work-sharingWingsHorizontal Tail planeNosefuselagePylonCentre fuselageBelly fairingAftFuselageVertical TailplaneForward FuselageVertical TailplaneXXXXXXOut of scopeX6 Regional hubs in sqm / 1500 + Nagel transformation vision5th May 2010 AIRBUS case Studyp.

3 7 Kuehne + Nagel scope of work for AIRBUSH&F Ordering +Stock managementReception & Quality controlStorageKitting & Order PreparationCut to Size &Sealant mixingDelivery to Point Of UseSection HandlingDelivery to FALD elivery Center5th May 2010 AIRBUS case StudyKuehne + Nagel mirror AIRBUS supply chain organizationSteeringCommitteeCentral TeamLLP Control TowerStakeholders Broughton Nantes St. Nazaire Toulouse FAL St. Eloi Getafe Illescas Puerto Real Bremen Hamburg Hamburg FALO perations UK Hub Northern France Hub Southern France Hub Madrid Hub Southern Spain Hub German HubCentral Level Direction Monitoring DecisionsLocal Level Requirements Execution5th May 2010 AIRBUS case StudySteeringCommitteeIndividual Implementation & Re-engineering ProjectsIndividual Implementation & Re-engineering ProjectsOperational SteeringCommitteeEngineering / IT / MethodLocal Steering CommitteesSouth FranceWest FranceBroughtonHamburg/BremenCentral SpainSouth SpainAIRBUS / Kuehne + Nagel Governance Model 5th May 2010 AIRBUS case StudyTransition Phase Gradual Transition fromCommercial team to Go-Live Commercial team still in charge of AIRBUS Key AccountManagement & Operational steeringCommercial TeamHRReview with IncumbentGo-LiveOperational TeamImplementationTransition phase from project team to operational team with a single target.

4 Secure the operation5th May 2010 AIRBUS case StudySeptember 2008 BLAGNACJLLST ELOISEORTITCLEMENT ADERL. BREGUET ATHOSHARDWARE & FASTENERS7P2 BOOKING EUROCENTRED ecember 2009 BLAGNACJLLST ELOISEORTITCLEMENT ADERL. BREGUET ATHOSHARDWARE& FASTENERS7P2 BOOKINGEUROCENTREp. 11 Transformation Plan during implementation ( Toulouse) Take over of over 360 employees (providers & AIRBUS ) in one year with 4 different collectives agreement and 5 different HR policies Smooth transition with 0 day of work stoppage5th May 2010 AIRBUS case StudyTransformation Plan during implementation ( Nantes & St Nazaire) One to One to Many Tier1 AIRBUS SNZAIRBUS Prod NTE/SNZLog SuppliersLogSuppliersTruckersAIRBUS ProcurementAIRBUS NTEAIRBUS NTE/SNZS upply ChainTeamTier1 Sharing best in class processes & reapplying projects Strategies and Processes are standardized Quick Return On Investment is proven Centralization allows to create a central know-how repository (best practices, methodologies, statistics, ) Many to Many 5th May 2010 AIRBUS case Studyp.

5 13 Logistics Hub construction for line feeding in Nantes & St Nazaire : sqmTotal sqm(3 x sqm)Total sqmFinal ProjectGroundMezzanine5th May 2010 AIRBUS case StudyLi nda Gascoi n - Lean Logi stic project - SNZ Pa ge 1 0 AIRB US All rights r eserved. Co nfi dential and proprietary do acro-planningMise en KB de p i c esTh m ePlanningAMJJASONDR orga nisa tion K B CM SDiv ersN ouveaux besoins?9 8 k /a nGains1 1 k /a nn. cCo tsn. cA32 0 P O LAR ISLean Logistics Projects Central Coordination, supported by KN and FreelogLi nda Gascoi n - Lean Logi stic project - SNZ Page 1 AIRB US . All rights r eserved. Co nfidential and proprietary do de bord Lean Logistique 6 JUILLET 2009 722A320P# actionsncncncA340P572A320C326A340 CnananaA380C151110 GLOBALG ains------------RetardEn coursFini esLi nda Gascoi n - Lean Logi stic project - SNZ Page 2 AIRBUS . Al l rights r eserved. Co nfidential and proprietary do sentations: 8h00-9h00-TMT-logistique- lignes : qui paie q uoi?

6 -Projet Hub + des actions en-cours: 9h00-10h00-Revue pa r programme)-Actions coordinatio n-Actions identifi es lors du Lean Day n 1-Le xique-A teli er d am liorati on de la g estio n de s m ises jou r de c on tena nt (US ) se: : 10h30-12h00-Flux seco ndaires (peut- tre in t ressant seulemen t pour Com te) tapes et conclusion: jeuner On going weekly flash report follow upLi nda Gascoi n - Lean Logi stic project - SNZ Page 4 AIRBUS All rights r eserved. Co nfidential and proprietary do cument. PA : Formation la modification des adressages kanbans Partialisation des gammes par la pr pa Pavillon : D ploiement des mallettes visserie : 3eme vague de 4 op rations Modifications des kanban pi ces du poste 1361 li aux travaux d installation des portes sur le poste 1391 Remise jour des panoplies CMS D coupage des gammes par kit avec les TPFlash Report A340 PolarisPoints en suspens et difficult sActions plani fi es sur la semaine suivanteR sultats de la semaine coul eResponsableNC / JO6/07/2009 DateNouveaux sujets identifi s A int grer PA : Pr paration des kits au MSN 90%, reste la partialisation des gammes R alisation du plan de r implantation des kanbans par op rat ion Pavillon : D ploiement des mallettes visserie.

7 Nombreux dysfonctionnements, corrections des mallettes Aide la pr paration des mallettes Lancement de l tude sur le circuit des ferrures de hissages et transport 1391 Pr sentation des axes du projet 13918125# actionsAvancement g n ralMallettes CMS PA/ PAV Kits pi ces K anban Fl ux secondaires Passage des pi ces en USM en Kanban Livraison des mallett es visserie poste 1381 Steering committee management : Planning validation Cross fertilization Savings tracking set upLean Day within Logistics organisation with 2 workshops : Bypass flew management Hub project impact5th May 2010 AIRBUS case StudySt Eloi Production Moving LineAIRBUS & KN joined work to set-up the MOVING LINE project for pylons Optimization of logistics flow : From 11 static lines to 1 moving line MDUs optimizations Replenishment process based on tact times Reduction of missed item at line level Optimization of workers productivity Bring correct parts at correct place and correct time -Merci beaucoup Thank you Vielen Dank Muchas Gracias спасибо


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