Tecniplast S.p.A. is an Italian company founded in 1949 and located close to Varese. The firm produces goods and related equipment for biomedical research on animals. Tecniplast strategy is focused on continuous innovation and customization of its products, which have increased a lot the number of components and finished goods in the last years. Moreover, also the huge number of Suppliers and the high service level required by customers is increasing a lot the complexity of movement of materials in the internal flows. In this scenario, the company is facing several difficulties in providing materials to internal production departments with the required level of service. This Master Thesis work has the objective to analyse current performances of Tecniplast in the internal movement of materials, search for the causes of the inefficiencies and identify countermeasures in order to increase service level provided to internal production departments. In order to structure the work, A3 methodology has been adopted, which is a method useful for complex problem setting and solving. The first section of the methodology is about the analysis of the current situation, in which the problem to be solved is better clarified. After that, problem breakdown section starts, which is about the detailed analysis of Tecniplast current performances. In particular, we focused our effort on Central warehouse to job shops flow (most relevant in terms of volumes and criticalities), and, thanks to VSM, we discovered that the low service level provided to customers was mainly due to three inefficiencies: high picking time, high number of Noncompliance situations between what provided to departments and what was required, and high number of inventory adjustments. Then, a root causes analysis has been performed in order to find all the determinants of the three sources of inefficiency (causing the low service level). Most of the root causes has been solved during our previous work in Tecniplast (Industrial Management Lab project), since they were fixable in the short term with incremental solutions. Remaining determinants to be faced with Master Thesis work are: high number of small size items to be counted and managed, high number of transactions from Central warehouse to Job shops. Going to deeper level, both causes have been identified to be determined by the management of the picking by production needs. Due to highest percentage of inefficiencies when managing small size articles (which represents almost half of total transactions) we identified a solution tailored for that specific category of items. In particular, the solution is about not moving anymore pieces on the basis of production needs, but to deliver a certain amount of material with a certain frequency and to store it into a Job Shops warehouse. In this way, materials don’t need to be delivered in the exact quantity required by production, but can be sent by entire boxes, and operator doesn’t need to count items anymore when performing picking into Central Warehouse. The countermeasure brought a picking time reduction of 41%, a Noncompliance situations reduction equal to 69%, and an Inventory adjustments reduction of 40%. Considering physical locations of Job shops, three different Modula would be needed: one for Assembly job shops (all placed into same building), one for Moulding job shop and one for Shelves assembly job shop. After costs calculation, return on investment for the Modula installed in Assembly job shop has been estimated to be 1 year, for Moulding job shop Modula 3 years, and for Shelves assembly more than 5 years (due to small number of small size articles to be stored).
Tecniplast S.p.A è un’azienda italiana fondata nel 1949, situata nei pressi di Varese. Il core business di Tecniplast è la produzione di prodotti per lo stabulario e i relativi strumenti per la ricerca biomedica sugli animali. La strategia dell’azienda è focalizzata sulla continua innovazione e personalizzazione dei propri prodotti che ha aumentato in modo esponenziale il numero di componenti e prodotti finiti negli ultimi anni. Inoltre, l’alto numero di fornitori e l’alto livello di servizio richiesto dai clienti sta aumentando notevolmente la complessità della movimentazione dei materiali nei flussi interni. In questo scenario, Tecniplast sta affrontando diverse complicazioni nel fornire materia prima e componenti ai suoi reparti produttivi. Il lavoro di questa tesi ha come obiettivo l’analisi delle attuali performance di Tecniplast nella movimentazione interna dei materiali, la ricerca delle cause di inefficienza e l’identificazione di contromisure adatte ad aumentare il livello di servizi ai reparti produttivi. Il lavoro è sviluppato seguendo la metodologia A3, che è uno strumento guida utile ad impostare l’analisi e la soluzione di un problema complesso. La prima sezione riguarda l’analisi della situazione attuale, in cui il problema da risolvere è definito in ogni suo aspetto. Dopodiché segue la sezione del problem breakdown, in cui è effettuata una valutazione dettagliata delle attuali performance di Tecniplast. In particolare, data la sua rilevanza in termini di volume e criticità, abbiamo focalizzato la nostra analisi sul flusso che parte dal magazzino centrale e arriva ai reparti produttivi, scoprendo, grazie alla VSM, che il basso livello di servizio è principalmente dovuto a tre inefficienze: un elevato tempo di picking, un alto numero di situazioni non conformi tra ciò che viene richiesto e ciò che viene effettivamente consegnato e un alto numero di rettifiche di inventario. In seguito, è stata effettuata una root causes analysis per capire le cause alla base delle inefficienze e quindi del basso livello di servizio. La maggior parte di esse è stata risolta nel nostro precedente lavoro in Tecniplast (Industrial Management Lab project), tramite soluzioni incrementali attuabili nel breve periodo. Per quanto riguarda le rimanenti cause da risolvere, esse comprendono: un alto numero di materiali di piccola dimensione da contare e movimentare e un alto numero di transazioni dal magazzino centrale ai reparti produttivi. In particolare, entrambe le cause di inefficienza sono dovute ad una gestione dell’attività di prelievo secondo i fabbisogni produttivi. Tenuto in considerazione che la gran parte delle inefficienze si verificano gestendo gli articoli di piccola dimensione (circa la metà del totale delle transazioni), è stata identificata una soluzione specifica per questa categoria di articoli. In particolare, la soluzione consiste nel muovere tali articoli non più sulla base dei bisogni produttivi, bensì di inviarne, ad intervalli di tempo, un certo quantitativo da stoccare all’interno di un magazzino di reparto. In questo modo, i materiali non devono più essere inviati secondo l’esatta quantità richiesta dalla produzione, ma possono essere inviati in scatole intere, e l’operatore non deve più effettuare il conteggio degli articoli durante l’attività di prelievo in Magazzino centrale. Tale soluzione determina una riduzione del tempo di picking del 41%, una riduzione delle anomalie del 69%, e una riduzione del numero di rettifiche del 40%. Considerando la locazione fisica dei Reparti produttivi, è necessario introdurre 3 diversi Modula: uno per i Reparti assemblaggio (sono posizionati tutti nello stesso edificio), uno per il Reparto stampaggio ed uno per il reparto Monataggio scaffali. Una volta determinati I costi totali, si è stimato il tempo necessario per rientrare dall’investimento effettuato: per il Modula installato nei Reparti assemblaggio è necessario un anno, per quello nel Reparto stampaggio 3 anni, mentre per il reparto Montaggio scaffali circa 5 anni.
Improvement in inbound logistics activities following PDCA approach : a case study in Tecniplast S.p.A.
PICCARDI, NICOLAS;VOLPI, LORENZO
2016/2017
Abstract
Tecniplast S.p.A. is an Italian company founded in 1949 and located close to Varese. The firm produces goods and related equipment for biomedical research on animals. Tecniplast strategy is focused on continuous innovation and customization of its products, which have increased a lot the number of components and finished goods in the last years. Moreover, also the huge number of Suppliers and the high service level required by customers is increasing a lot the complexity of movement of materials in the internal flows. In this scenario, the company is facing several difficulties in providing materials to internal production departments with the required level of service. This Master Thesis work has the objective to analyse current performances of Tecniplast in the internal movement of materials, search for the causes of the inefficiencies and identify countermeasures in order to increase service level provided to internal production departments. In order to structure the work, A3 methodology has been adopted, which is a method useful for complex problem setting and solving. The first section of the methodology is about the analysis of the current situation, in which the problem to be solved is better clarified. After that, problem breakdown section starts, which is about the detailed analysis of Tecniplast current performances. In particular, we focused our effort on Central warehouse to job shops flow (most relevant in terms of volumes and criticalities), and, thanks to VSM, we discovered that the low service level provided to customers was mainly due to three inefficiencies: high picking time, high number of Noncompliance situations between what provided to departments and what was required, and high number of inventory adjustments. Then, a root causes analysis has been performed in order to find all the determinants of the three sources of inefficiency (causing the low service level). Most of the root causes has been solved during our previous work in Tecniplast (Industrial Management Lab project), since they were fixable in the short term with incremental solutions. Remaining determinants to be faced with Master Thesis work are: high number of small size items to be counted and managed, high number of transactions from Central warehouse to Job shops. Going to deeper level, both causes have been identified to be determined by the management of the picking by production needs. Due to highest percentage of inefficiencies when managing small size articles (which represents almost half of total transactions) we identified a solution tailored for that specific category of items. In particular, the solution is about not moving anymore pieces on the basis of production needs, but to deliver a certain amount of material with a certain frequency and to store it into a Job Shops warehouse. In this way, materials don’t need to be delivered in the exact quantity required by production, but can be sent by entire boxes, and operator doesn’t need to count items anymore when performing picking into Central Warehouse. The countermeasure brought a picking time reduction of 41%, a Noncompliance situations reduction equal to 69%, and an Inventory adjustments reduction of 40%. Considering physical locations of Job shops, three different Modula would be needed: one for Assembly job shops (all placed into same building), one for Moulding job shop and one for Shelves assembly job shop. After costs calculation, return on investment for the Modula installed in Assembly job shop has been estimated to be 1 year, for Moulding job shop Modula 3 years, and for Shelves assembly more than 5 years (due to small number of small size articles to be stored).| File | Dimensione | Formato | |
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2017_12_Piccardi_Volpi.pdf
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https://hdl.handle.net/10589/137140