Value Sourcing, samenwerking in de toeleverketen
Jan Retera / Fred Westerveld Supply Chain dept. KMWE
Creating Smart Solutions
KMWE
Overview KMWE
Turnover 2010:
~ € 40 M
Competences:
• KMWE Precision Components:
€ 15 M
• High mix, low volume production
• KMWE Precision Systems:
€ 20 M
• High complex and critical products
• KMWE Malaysia:
€ 4M
• Highly automated, 5 axis CNC machining
• Coşkunöz Turkey:
€ 1M
• Clean & Clean room assembly • Functional tested products
Employees 2010:
290
• KMWE Precision Components:
135
• KMWE Precision Systems:
75
• KMWE Malaysia:
40
• Coşkunöz Turkey:
40
Head Quarters; NL
Precision Systems; NL
• Value engineering support • Global Supply Chain Management • Global presence
Precision Components; NL
KMWE Malaysia
KMWE Turkey
KMWE
Precision Systems - Netherlands
Scope: • Assembly of Mechatronics Modules and or Systems • Large mechanical, machining content • Annual volumes of 50 to 500 • Ready to install, functional tested • Support from engineering phase till repeatable production Capabilities: • Repeatable quality – reliable processes • Clean room (Class 100.000; 10.000; 1000; 500) • Functional testing • Cleaning/Qualification • Bonding
KMWE
Market & Products
•
Aerospace & Defence
•
Semicon (Front End & Back End)
•
Medical & Analytical
•
Science & Industry
KMWE
Market Facts & Figures KMWE NL
Klanten Eisen op Quality
AS 9100 ISO 13485
Value Sourcing
ISO 9000
KMWE
One Page Strategy
Account team approach
KMWE Account Manager
Vertalen naar
Supply Chain
KMWE
KMWE
Required cost Roadmap from End Customers
Small investment in the development phase will reduce the cost for long term LC: Volume ESI.
€
t
Decline
Growth
Maturity
Original Cost
Introduction
Development
Value engineering .
KMWE
Value engineering
Voorbeeld van Value Engineering vanuit de eindklant Before, 51 subassemblies 610 parts
After, 32 subassemblies 470 parts
Result, 140 Items eliminated, > 25 % cost reduction * * Based on 40 to 50 systems per year
Hoe wordt dit vertaald in de Supply Chain? 1. MENS
Verbeterde werkmethodes
2. PRODUKT Verbeterde (bewerkings)processen
KMWE
Value Sourcing in de Supply Chain
Waarom Value Sourcing binnen KMWE? I.
Leveranciers zijn bepalend voor succes van KMWE.
(Inkoopwaarde bij Precision Systems (PS) bedraagt ~ 80% van de totale omzet en bij Precision Components (PC) ~ 20% van de totale omzet )
II. Klanten van KMWE stellen hogere eisen aan de supply chain van KMWE; a. b. c. d. e.
Doorvertaling van de klant eisen in de gehele keten (OEM 1st Tier 2nd Tier etc). Risico mngt. in de KMWE supply chain. Trend naar verdere uitbesteding van ontwikkelwerkzaamheden in de keten. Aantoonbare beheersbaarheid van product- en processontwikkeling in de gehele keten. Toeleverancier dient specifieke competenties verder te ontwikkelen omdat eindklant dit niet meer doet.
KMWE
The Main Drivers of Value Sourcing
VALUE SOURCING
Sourcing Segmentation Strategy
Supplier Performance Management
Cross Functional Teamwork
(Kraljic matrix)
MARKET REQUIREMENTS
(adapted) Source: ASML Netherlands
Confidential
Supplier Profile
Cross Functional Teamwork
van de Elsen
Supplier number
Revision date
205009
06-01-11
1
2
3
4
5
Order yield - Q1
Status RED
Version control and archiving - Q2 Complaint handling - Q3 Proposal process - Q4
Quality
Agreed corrective actions / audit findings - Q5 Process control of the production process - Q6 Responsible business conduct - Q7 Quality performance of the supply chain - Q8 Supplier selection criteria throughout the supply chain - Q9 FSD's exclusive DOA’s / DOI’s - Q10 DOA and DOI parts at end-customers - Q11 Customer focus and craftsmanship - Q12 - Q13 Delivery reliability (2nd CLIP) - L1
RED
Order fulfilment flexibility (RLIP) - L2
RED
Delivery reliability (1st CLIP) - L3
Logistics
Order time - L4 Order confirmation - L5 Intrinsic lead time - L6 Cycle time reduction - L7 Repair cycle time - L8 Process control ERP system - L9 Logistics performance of the supply chain - L10 Flexibility requirement - L11 Customer focus and craftsmanship - L12 - L13 Engineering change management - T1
KMWE
Execute Operational
Introduction of new products - T3 Production process structure - T4 Technology knowledge - T5 Investments on technology competence development - T6
Technology
Realisatie Strategic Level Define door Samenwerking Tactical Level Plan & Check
Engineering / early supplier involvement- T2
Technology roadmap alignment - T7 Product design structure - T8 Product design process - T9 Continuous engineering improvement - T10 Process engineering - T11 Contamination control - T12 Technical support - T13 Technology performance of the supply chain - T14 Proto flexibility - T15 Customer focus and craftsmanship - T16 - T17 Market conformity - C1 Open costing - C2
Total Cost
KMWE
Supplier name
Cost reduction programs - C3 Customer portfolio - C4 Market portfolio - C5 Lean maturity level - C6 Total cost performance of the supply chain - C7 Customer focus and craftsmanship - C8 - C9 Actual
95%
87,5%
A
B
Overall Vendor Rating
Logistics
Leverancier
Source: ASML Netherlands
50%
< 50%
C
D
E
B D
Technology Total Cost
Wish
75%
C
Quality
B A
KMWE
Documenten voor Value Sourcing
1. Value Sourcing Performance Indicators
2. Company Profile
KMWE
Documenten voor Value Sourcing Confidential
3) Supplier Profile
Supplier Profile Supplier name
Supplier number
Revision date
abc
?????
01-01-11
1 Order yield - Q1 Version control and archiving - Q2 Complaint handling - Q3
3
4
5
Status RED YELLOW GREEN BLUE
Agreed corrective actions / audit findings - Q5 Process control of the production process - Q6 Responsible business conduct - Q7 Quality performance of the supply chain - Q8 Supplier selection criteria throughout the supply chain - Q9 FSD's exclusive DOA’s / DOI’s - Q10 DOA and DOI parts at end-customers - Q11 Customer focus and craftsmanship - Q12 - Q13 Delivery reliability (2nd CLIP) - L1 Order fulfilment flexibility (RLIP) - L2
GREEN YELLOW
Delivery reliability (1st CLIP) - L3 Order time - L4
Logistics
Version 2.0 – November 2010
Quality
Value Sourcing Performance Indicators
Proposal process - Q4
2
Order confirmation - L5 Intrinsic lead time - L6 Cycle time reduction - L7 Repair cycle time - L8 Process control ERP system - L9 Logistics performance of the supply chain - L10 Flexibility requirement - L11 Customer focus and craftsmanship - L12 - L13
RED
KMWE
Documenten voor Value Sourcing
4. Smart Action Plan Plan geeft de weg aan om van “Actual” naar “Wish” te komen
Stappen plan voor het invoeren van Value Sourcing Q-deel (geldt ook voor L, T en C) Bepalen van de “WISH” score door KMWE Systems
in
samenspraak tussen SCM en SQA
Bepalen van de “ACTUAL” score vlgs KMWE Systems (Klant) actie SCM en SQA
Leverancier bepaalt eigen “ACTUAL” score
actie Leverancier
Meeting tussen KMWE Systems (Klant) en leverancier •
Overeenstemming realiseren van de “WISH” scores
•
Overeenstemming realiseren van de “ACTUAL” scores
•
Opstellen en overeenkomen van het actieplan
•
Voortgang meten op de actieplannen
Stappen plan voor het invoeren van Value Sourcing Q-deel (geldt ook voor L, T en C) Focus verlegging: 1. Van Quality Control naar
Quality Assurance
2. Consequenties van QC naar QA: •
Controleren
€
•
Analyseren
•
Correctieve maatregelen
€
•
Preventieve maatregelen
€
=
€
3. Maandelijkse terugkoppeling van operationele performance met als doel om structurele verbetering te realiseren
Wat betekent dit voor de leverancier ? Objectieve communicatie tussen leverancier en KMWE . op basis van QLTC. Meetmethodiek die door meerdere OEM’ers gebruikt . wordt leidt tot eenduidigheid van de gevraagde eisen.
Verhoogde zichtbaarheid binnen de KMWE organisatie Werkt als spiegel voor de deelnemende partijen.
Lessons Learned binnen KMWE ! Communicatie wordt naar ander niveau verplaatst wat leidt tot betere begripsvorming van de belangen. Eigen processen kunnen beter uitgerold worden in de supply chain.
Bepaalde toeleveranciers hebben meer competenties dan zichtbaar was binnen KMWE. Subjectieve (interne) meningen moeten nu onderbouwd worden
