Airbus case study SCM version

AIRBUS Case Study
Paris
5 May 2010
2007
Constraints…
Airbus
Work-sharing
Scope of work = 2 final assembly lines, 11 design & manufacturing
facilities in Europe
80 warehouses & +/- 20 major suppliers (>1mio €)
X
Forward
Fuselage
Vertical
Tailplane
Out of scope
X
Wings
XXX
Aft
Fuselage
Vertical
Tailplane
X
X
Nose
fuselage
Horizont
al Tail
plane
Belly
fairing
AIRBUS Case Study
Centre
fuselage
Pylon
5th May 2010
p. 2
The bottom-up KN Value Proposition
Product & Logistics
segmentation
Flow chart
Initiative Portfolio Development
Ideal scenario identification
and calculation
Constraint
Assessment
As is scenario identification
calculation
Realistic scenario identification
and calculation
Cost calculation & Gap
analysis
Business case on Ideal and
realistic scenario
Implementation plan
KN Business Migration Methodology
Phase
Phase
Phase
Phase33
Phase11
Phase22
“Preferred
“Stabilization”
“Stabilization” “Transition”
“Transition” “Preferred
Solution”
Solution”
(Continuous
(Continuous
Improvement)
Improvement)
AIRBUS Case Study
5th May 2010
Key Value Drivers of the Kuehne + Nagel Solution
Consolidation of Logistics
Operations into
6 Regional Hubs in D, F, ES, UK
Deployment of a single WMS
system to reduce complexity,
cost and enable standardization
of processes
AIRBUS Case Study
Consolidation of Service Providers /
Implementation of a single Lead Logistics
Provider
Introduction of standardized processes
based on best practices
Leverage outsourcing
opportunities for non-core
services in a standard blueprint
across all sites
5th May 2010
Integrated Project Team taken from existing KN organization
Central team (plateau)
Local teams
- Local surveys
- As is flow design
- Local scenario costing
- Etc..
AIRBUS Case Study
Re-engineering teams
- Scenario build-up
- To be scenario costing
- Value proposal design
- Road mapping
5th May 2010
…Kuehne
+ Nagel transformation vision
Airbus
Work-sharing
6 Regional hubs in Europe
120.000 sqm / 1500 FTEs
X
Out of scope
Forward
Fuselage
Vertical
Tailplane
X
Wings
XXX
Aft
Fuselage
Vertical
Tailplane
X
X
Nose
fuselage
Horizont
al Tail
plane
Belly
fairing
AIRBUS Case Study
Centre
fuselage
Pylon
5th May 2010
p. 6
Kuehne + Nagel scope of work for AIRBUS
Section Handling
Delivery to FAL
Delivery to Point Of Use
Kitting & Order Preparation
H&F Ordering +
Stock management
Reception & Quality control
AIRBUS Case Study
Delivery Center
Cut to Size &
Sealant mixing
Storage
5th May 2010
p. 7
Kuehne + Nagel mirror AIRBUS supply chain organization
Steering
Committee
Central Level
• Direction
• Monitoring
• Decisions
Local Level
• Requirements
• Execution
AIRBUS Case Study
Central Team
Stakeholders
• Broughton
• Nantes
• St. Nazaire
• Toulouse FAL
• St. Eloi
• Getafe
• Illescas
• Puerto Real
• Bremen
• Hamburg
• Hamburg FAL
LLP Control
Tower
Operations
•UK Hub
•Northern France
Hub
•Southern France
Hub
•Madrid Hub
•Southern Spain
Hub
•German Hub
5th May 2010
AIRBUS / Kuehne + Nagel Governance Model
Steering
Committee
Operational Steering
Committee
Engineering / IT / Method
Local Steering Committees
South France
West France
Broughton
Hamburg/Bremen
Central Spain
South Spain
Individual Implementation & Re-engineering Projects
AIRBUS Case Study
5th May 2010
Transition phase from project team to operational team with a single
target : Secure the operation
Transition Phase
• Gradual Transition from
Commercial team to Go-Live
• Commercial team still in
charge of AIRBUS Key Account
Management & Operational
steering
HR
Review with Incumbent
Go-Live
Operational Team
Implementation
Commercial Team
AIRBUS Case Study
5th May 2010
Transformation Plan during implementation (i.e Toulouse)
September 2008
December 2009
BLAGNAC
BLAGNAC
JLL
JLL
ST ELOI
ST ELOI
SEOR
SEOR
TIT
TIT
CLEMENT ADER
CLEMENT ADER
L. BREGUET ATHOS
L. BREGUET ATHOS
HARDWARE
& FASTENERS
HARDWARE
& FASTENERS
7P2 BOOKING
7P2 BOOKING
EUROCENTRE
EUROCENTRE
• 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 stoppage
AIRBUS Case Study
5th May 2010
p. 11
Transformation Plan during implementation (i.e Nantes & St Nazaire)
« Many to Many »
AIRBUS SNZ
Log
Suppliers
« One to One to Many »
Truckers
AIRBUS
NTE/SNZ
Supply Chain
Team
AIRBUS NTE
AIRBUS
Procurement
Tier1
AIRBUS
Prod NTE/SNZ
Tier1
Log
Suppliers
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,
KPIs..)
AIRBUS Case Study
5th May 2010
Logistics Hub construction for line feeding in Nantes & St Nazaire :
18.000 sqm
Final Project
Total surface
18.000 sqm
(3 x 6.000 sqm)
Total surface
AIRBUS Case Study
Ground
Mezzanine
18.000 sqm
1.800 sqm
5th May 2010
p. 13
Lean Logistics Projects Central Coordination, supported by KN and
Freelog
A32 0 P O LAR IS
Macro-planning
Steering committee management :
Planning validation
Cross fertilization
Savings tracking set up
Gains
Coûts
Planning
A
Mise en KB de
p ièces
9 8 k€ /a n
n. c
Réorga nisa tion
K B CM S
1 1 k€ /a n
n. c
M
J
J
A
S
O
N
D
Divers
©AIRB US S.A.S. All rights r eserved. Co nfidentialand proprietary do cument.
Lean Day within Logistics organisation
with 2 workshops :
Bypass flew management
Hub project impact
Thème
N ouveaux besoins?
On going weekly flash report follow up
Li nda Gascoi n - Lean Logi stic project - SNZ
Pa ge 1 0
Tableau de bord Lean Logistique 6 JUILLET 2009
Flash Report A340 Polaris
Retard
# actions
En cours
Finies
A320P
2
2
7
A340P
nc
nc
nc
A320C
2
7
5
Agenda
TMT-logistique-lignes : qui paie q uoi?
Projet Hub + questions
Avancement des actions en-cours
Revue pa r programme)
Actions coordinatio n
Actions identifiées lors du Lean Day n°1
-
Le xique
-
A telier d ’am élioration de la g estio n de s m ises à jou r de con tena nt (USM…)
©AIRBUS S.A.S . All rights r eserved. Co nfidentialand proprietary do cument.
5.
6.
: 10h00-10h30
: 10h30-12h00
Flux seco ndaires (peut-être intéressant seulement pour Comète)
Prochaines étapes et conclusion
: 12h00-12h30
Déjeuner
Li nda Gascoi n - Lean Logi stic project - SNZ
AIRBUS Case Study
Page 2
©AIRB US S.A.S . All rights r eserved. Co nfidentialand proprietary do cument.
: 9h00-10h00
3. Pau se
4. Atelier
-
Mallettes
CMS
PA/PAV
: 8h00-9h00
-
2.
-
A340C
6
2
3
A380C
na
na
na
GLOBAL
10
11
15
Linda Gascoin - Lean Logistic project - SNZ
©AIRBUS S.A.S. All rights r eserved. Co nfidential and proprietary do cument.
1. Présentations
Gains
Responsable
NC / JO
Date
-
-
6/07/2009
# actions
5
12
8
Avancement général
Kits pièces
Résultats de la semaine écoulée
PA :
Préparation des kits au MSN à 90%, reste la partialisation
des
gammes
Réalisatio n du plan de réimplantation des kanbans par
opératio n
Pavillo n :
Déploiement des mallettes
visserie: nombreux
dysfonctionnements, corrections des mallettes
Aid e à la préparation des mallettes
Lancement de l’étude sur le circuit des ferrures de hissages
-et transport
1391
Présentation des axes du projet 1391
Points en suspens et difficultés
K anban
Flux
secondaires
Actions planifiées sur la semaine suivante
PA :
Formation à la modification des adressages kanbans
Partialisation des gammes par la prépa
Pavillon :
Déploiement des mallettes visserie : 3eme vague de 4
opérations
Modifications des kanban pièces du poste 1361 lié aux
travaux d’installation des portes sur le poste
1391
Remise à jour des panoplies CMS
Découpage des gammes par kit avec les TP
Nouveaux sujets identifiés – A intégrer
Passage des pièces en USM en Kanban
Livraison des mallettes visserie poste 1381
Page 1
Linda Gascoin- Lean Logistic project - SNZ
Page 4
5th May 2010
St Eloi Production Moving Line
AIRBUS & 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 -
AIRBUS Case Study
5th May 2010
Merci beaucoup – Thank you – Vielen Dank – Muchas Gracias – спасибо – 谢谢