AIRBUS Case Study. Paris 5 May 2010

Transcription

1 Paris 5 May 2010

2 Airbus 2007 Constraints Work-sharing Scope of work = 2 final assembly lines, 11 design & manufacturing facilities in Europe 80 warehouses & +/- 20 major suppliers (>1mio ) Out of scope Forward Fuselage Vertical Tailplane Wings Aft Fuselage Vertical Tailplane Horizont al Tail plane Nose fuselage Centre fuselage Belly fairing Pylon p. 2

3 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)

4 Key Value Drivers of the Kuehne + Nagel Solution Consolidation of Logistics Operations into 6 Regional Hubs in D, F, ES, UK Consolidation of Service Providers / Implementation of a single Lead Logistics Provider Deployment of a single WMS system to reduce complexity, cost and enable standardization of processes Introduction of standardized processes based on best practices Leverage outsourcing opportunities for non-core services in a standard blueprint across all sites

5 Integrated Project Team taken from existing KN organization Central team (plateau) Local teams - Local surveys - As is flow design - Local scenario costing - Etc.. Re-engineering teams - Scenario build-up - To be scenario costing - Value proposal design - Road mapping

6 Airbus Work-sharing Kuehne + Nagel transformation vision 6 Regional hubs in Europe sqm / 1500 FTEs Out of scope Forward Fuselage Vertical Tailplane Wings Aft Fuselage Vertical Tailplane Horizont al Tail plane Nose fuselage Centre fuselage Belly fairing Pylon p. 6

7 Kuehne + Nagel scope of work for AIRBUS Section Handling Delivery to FAL Delivery Center Delivery to Point Of Use Kitting & Order Preparation Cut to Size & Sealant mixing H&F Ordering + Stock management Reception & Quality control Storage p. 7

8 Kuehne + Nagel mirror AIRBUS supply chain organization Steering Committee Central Level Direction Monitoring Decisions Central Team LLP Control Tower Local Level Requirements Execution Stakeholders Broughton Nantes St. Nazaire Toulouse FAL St. Eloi Getafe Illescas Puerto Real Bremen Hamburg Hamburg FAL Operations UK Hub Northern France Hub Southern France Hub Madrid Hub Southern Spain Hub German Hub

9 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

10 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 teamstill in charge of AIRBUS Key Account Management & Operational steering HR Review with Incumbent Go-Live Operational Team Implementation Commercial Team

11 Transformation Plan during implementation (i.e Toulouse) September 2008 December 2009 BLAGNAC JLL ST ELOI SEOR TIT CLEMENT ADER L. BREGUET ATHOS HARDWARE & FASTENERS 7P2 BOOKING EUROCENTRE BLAGNAC JLL ST ELOI SEOR TIT CLEMENT ADER L. BREGUET ATHOS HARDWARE & FASTENERS 7P2 BOOKING 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 p. 11

12 Transformation Plan during implementation (i.e Nantes & St Nazaire) «Many to Many» «One to One to Many» AIRBUS SNZ Log Suppliers Truckers AIRBUS NTE AIRBUS NTE/SNZ Supply Chain Team AIRBUS Procurement AIRBUS Prod NTE/SNZ Tier1 Log Suppliers Tier1 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..)

13 Logistics Hub construction for line feeding in Nantes & St Nazaire : sqm Final Project Total surface sqm (3 x sqm) Total surface Ground Mezzanine sqm sqm p. 13

14 Lean Logistics Projects Central Coordination, supported by KN and Freelog Steering committee management : Planning validation Cross fertilization Savings tracking set up Macro-planning Thème Mise en KB de pièces Réorga nisa tion KB CM S Divers Gains 98 k /an 11 k /an Coûts n.c n.c Planning A320 POLAR IS A M J J A S O N D Lean Day within Logistics organisation with 2 workshops : Bypass flew management Hub project impact AIRBUS S.A.S. All rights reserved. Co nfidential and proprietary do cument. Tableau de bord Lean Logistique 6 JUILLET 2009 Nouveaux besoins? On going weekly flash report follow up Linda Gascoin - Lean Logistic project - SNZ Pa ge 1 0 AIRBUS S.A.S. All rights reserved. Co nfidential and proprietary do cument. Agenda 1. Présentations : 8h00-9h00 - TMT-logistique-lignes : qui paie quoi? - Projet Hub + questions 2. Avancement des actions en-cours : 9h00-10h00 - Revue par programme) - Actions coordination - Actions identifiées lors du Lean Day n 1 - Lexique - Atelier d amélioration de la gestion des mises à jour de contenant (USM ) 3. Pause : 10h00-10h30 4. Atelier : 10h30-12h00 - Flux secondaires (peut-être intéressant seulement pour Comète) 5. Prochaines étapes et conclusion : 12h00-12h30 6. Déjeuner Linda Gascoin - Lean Logistic project - SNZ Page 2 AIRBUS S.A.S. All rights r eserved. Confidential and proprietary document. # actions Gains Retard En cours Finies Responsable NC / JO Date 6/07/2009 # actions A320P Avancement général A340P nc nc nc A320C A340C A380C na na na GLOBAL AIRBUS S.A.S. All rights reserved. Co nfidential and proprietary do cument. Flash Report A340 Polaris PA/PAV Mallettes CMS - - Kits pièces Kanban Flux secondaires Résultats de la semaine écoulée Actions planifiées sur la semaine suivante - - PA : PA : Préparation des kits au MSN à 90%, reste la partialisation Formation à la modification des adressages kanbans - des gammes - Partialisation des gammes par la prépa Réalisation du plan de réimplantation des kanbans par Pavillon : opération Déploiement des mallettes visserie : 3eme vague de 4 Pavillon : opérations Déploiement - des mallettes - visserie: nombreux Modifications des kanban pièces du poste 1361 lié aux dysfonctionnements, corrections des mallettes travaux d installation des portes sur le poste Aide à la préparation des mallettes 1391 Lancement de l étude sur le circuit des ferrures de hissages Remise à jour des panoplies CMS -et transport - Découpage des gammes par kit avec les TP 1391 Présentation des axes du projet 1391 Points en suspens et difficultés Nouveaux sujets identifiés A intégrer Passage des pièces en USM en Kanban Livraison des mallettes visserie poste 1381 Linda Gascoin - Lean Logistic project - SNZ Page 1 Linda Gascoin - Lean Logistic project - SNZ Page 4

15 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 -

16 Merci beaucoup Thank you Vielen Dank Muchas Gracias спасибо 谢 谢