Company X is a branch of a multinational company specialized in Air Handling Units (AHUs). Since its foundation in 2009 it faced a rapid and continuous growth passing from X€ million of revenues in 2009 to 10X€ million in 2020. Besides, a further revenue increase of approximately +127% in 2025 with respect to 2020 is forecasted. This is a problem for the Company as the Production Department saturation would not allow to internally satisfy the foreseen future demand. In fact, since 2019 part of the production has been temporarily outsourced to support the orders, but Company X aims at re-insourcing the entire products. To tackle this problem, the A3 Thinking model has been developed. The analysis and the Value Stream Map of the production process of AHU panels, consisting of 5 stations (A B, C, D, E), led to identifying that the current process bottleneck is the A Station. Furthermore, the computations revealed that A, B and C Stations will not be capable to satisfy the 2025 demand being saturated or oversaturated. To solve the capacity issue, one A3 Proposal for each of the three stations just mentioned has been designed. The results showed the need to add a new production line since the current one, even with some improvements, will never be able to meet all the volumes required in 2025. Regarding D and E Stations, even if in the current condition they are capable to satisfy the 2025 demand, it has been found that the extra-handlings of panels to be managed and the higher distances from the Lines would also make these stations uncapable to satisfy the demand and therefore they had to be duplicated too. Having established how to distribute the workload on the two lines, to guarantee flexibility between them, they have been designed considering that it is extremely important to keep them close to allow an efficient transfer of products and materials when required. At the end, the focus of the project has shifted from the Panels Lines to the whole Plant. It has been defined the required closeness between the different departments and sub-departments through the support of the Relationship Matrix and their required dimensions have been estimated. To conclude, this project will be illustrated at Company X Headquarter for the approval of the investments necessary for its implementation.
L’Azienda X è una filiale di una multinazionale specializzata in unità di trattamento dell'aria (UTA). Sin dalla sua apertura nel 2009, ha affrontato una crescita rapida e continua passando da X€ milioni di ricavi nel 2009 a 10X€ milioni nel 2020. Si prevede inoltre un ulteriore incremento dei ricavi di circa +127% nel 2025 rispetto al 2020. Questo è un problema per l'Azienda in quanto la saturazione del Reparto di Produzione non consentirebbe di soddisfare internamente la domanda futura prevista. Dal 2019, infatti, parte della produzione è stata temporaneamente esternalizzata per supportare gli ordini, ma l'Azienda X punta a re-internalizzare l'intero ciclo di produzione. Per affrontare questo problema, è stato sviluppato il modello A3-Thinking. L'analisi e la Value Stream Map del processo produttivo dei pannelli di UTA, composto da 5 stazioni (A B, C, D, E), ha portato ad individuare che l'attuale collo di bottiglia del processo è la Stazione A. Inoltre, i calcoli hanno rivelato che le stazioni A, B e C non saranno in grado di soddisfare la domanda del 2025 essendo sature o sovra-sature. Per risolvere il gap di capacità, è stato progettato un A3-Proposal per ciascuna delle tre stazioni appena citate. I risultati hanno mostrato la necessità di aggiungere una nuova linea di produzione poiché quella attuale, anche con alcuni miglioramenti, non sarà mai in grado di soddisfare tutti i volumi richiesti nel 2025. Per quanto riguarda le Stazioni D ed E, anche se nelle condizioni attuali sono in grado di soddisfare la domanda del 2025, si è riscontrato che le movimentazioni extra dei pannelli da gestire e le maggiori distanze dalle Linee renderebbero anche queste stazioni incapaci di soddisfare la domanda e quindi anch'esse dovranno essere duplicate. Stabilito come distribuire il carico di lavoro sulle due linee, per garantire flessibilità tra di loro, sono state progettate considerando che è estremamente importante tenerle vicine per consentire un trasferimento efficiente di prodotti e materiali quando richiesto. Infine, il focus del progetto si è spostato dalle Linee Pannelli all'intero Stabilimento. È stata definita la necessaria vicinanza tra i diversi dipartimenti e sotto-dipartimenti attraverso il supporto della Matrice delle Relazioni e ne sono state stimate le dimensioni richieste. Per concludere, questo progetto verrà illustrato presso la sede dell'Azienda X per l'approvazione degli investimenti necessari alla sua realizzazione.
Exploiting A3 models for the design of a new manufacturing line and plant layout
Previtali, Chiara;Olivieri, Sara
2020/2021
Abstract
Company X is a branch of a multinational company specialized in Air Handling Units (AHUs). Since its foundation in 2009 it faced a rapid and continuous growth passing from X€ million of revenues in 2009 to 10X€ million in 2020. Besides, a further revenue increase of approximately +127% in 2025 with respect to 2020 is forecasted. This is a problem for the Company as the Production Department saturation would not allow to internally satisfy the foreseen future demand. In fact, since 2019 part of the production has been temporarily outsourced to support the orders, but Company X aims at re-insourcing the entire products. To tackle this problem, the A3 Thinking model has been developed. The analysis and the Value Stream Map of the production process of AHU panels, consisting of 5 stations (A B, C, D, E), led to identifying that the current process bottleneck is the A Station. Furthermore, the computations revealed that A, B and C Stations will not be capable to satisfy the 2025 demand being saturated or oversaturated. To solve the capacity issue, one A3 Proposal for each of the three stations just mentioned has been designed. The results showed the need to add a new production line since the current one, even with some improvements, will never be able to meet all the volumes required in 2025. Regarding D and E Stations, even if in the current condition they are capable to satisfy the 2025 demand, it has been found that the extra-handlings of panels to be managed and the higher distances from the Lines would also make these stations uncapable to satisfy the demand and therefore they had to be duplicated too. Having established how to distribute the workload on the two lines, to guarantee flexibility between them, they have been designed considering that it is extremely important to keep them close to allow an efficient transfer of products and materials when required. At the end, the focus of the project has shifted from the Panels Lines to the whole Plant. It has been defined the required closeness between the different departments and sub-departments through the support of the Relationship Matrix and their required dimensions have been estimated. To conclude, this project will be illustrated at Company X Headquarter for the approval of the investments necessary for its implementation.| File | Dimensione | Formato | |
|---|---|---|---|
|
2021_10_Olivieri_Previtali.pdf
non accessibile
Descrizione: Thesis text
Dimensione
3.03 MB
Formato
Adobe PDF
|
3.03 MB | Adobe PDF | Visualizza/Apri |
I documenti in POLITesi sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
https://hdl.handle.net/10589/179524