+ All Categories
Home > Documents > GAMI Global Advanced Manufacturing Institute

GAMI Global Advanced Manufacturing Institute

Date post: 22-Dec-2021
Category:
Upload: others
View: 5 times
Download: 0 times
Share this document with a friend
14
KIT University of the State of Baden-Württemberg and National Research Center of the Helmholtz Association Mr. Stefan Ruhrmann | General Manager of GAMI / Suzhou SILU Production Engineering Services Co., Ltd. www.silu.asia GAMI Global Advanced Manufacturing Institute Stefan Ruhrmann 13 th of May, 2014
Transcript
Page 1: GAMI Global Advanced Manufacturing Institute

KIT – University of the State of Baden-Württemberg and National Research

Center of the Helmholtz Association

Mr. Stefan Ruhrmann | General Manager of GAMI / Suzhou SILU Production Engineering Services Co., Ltd.

www.silu.asia

GAMI Global Advanced Manufacturing Institute

Stefan Ruhrmann

13th of May, 2014

Page 2: GAMI Global Advanced Manufacturing Institute

31.08.2014 2 © Suzhou SILU Production Engineering Services Co., Ltd.

Prof. Dr.-Ing. G. Lanza, Mr. Stefan Ruhrmann

History of GAMI/SILU-Program wbk is going global since 2005

First projects wbk in China 2005

Number of projects increased 2006

2007

2008

2008

2009/10

2011

2012

Idea of founding an office in China

GAMI Global Advanced Manufacturing Institute was founded

as wbk-office at Linping

2013

Foundation of a wbk-Representative office at Hangzhou

Gaining project partners & growth

Foundation of SILU Production Engineering Services Ltd., Co.

Continue to develop wbk/KIT-China activities

Became KIT-Representative in China

Deliver individual solutions/strategies with the best possible long-term and sustainable benefit for our clients by

researching, training and consulting in close cooperation with KIT and partners with focus on production technology

Vision

Page 3: GAMI Global Advanced Manufacturing Institute

31.08.2014 3 © Suzhou SILU Production Engineering Services Co., Ltd.

Prof. Dr.-Ing. G. Lanza, Mr. Stefan Ruhrmann

Location and Facts 2013

Suzhou Wisdom Center, Moon Bay

Employees:

Engineers ~20

Administration ~4

Students ~5

Education/Trainings:

30 Trainings

55 Workshops

3 University Lectures

Research and Industry Projects:

3 Applied Research Projects

31 Industry Projects

General Information

Founded in 2008

Headquarter at Suzhou

GAMI Global Advanced Manufacturing Institute

Page 4: GAMI Global Advanced Manufacturing Institute

31.08.2014 4 © Suzhou SILU Production Engineering Services Co., Ltd.

Prof. Dr.-Ing. G. Lanza, Mr. Stefan Ruhrmann

SILU/GAMI Training Services Training and Coaching Programs

Auditing according to ISO 9001:2008

Process Auditing according to VDA 6.3

Quality Management

Six Sigma (Green Belt & Black Belt)

TS 16949

8D Report

Quality Loop/QM-Tools

Lean Production

Lean Process Management

Introduction of 5S

Workplace Organization

Introduction OEE and TPM

Value Stream Mapping (VSM)

Single Minute Exchange of Die (SMED)

Line Balancing

Leveling Production

Pull System

Kanban System

Training with Industry (TWI)

Poka-Yoke

Factory Planning

Warehouse & Inventory Management

Cost Structure Analysis

Problem-Solving Technique

Project Management

High class professional trainings for SCM, Production & Quality Managers.

Specialist for SCM, PM & QM

Page 5: GAMI Global Advanced Manufacturing Institute

31.08.2014 5 © Suzhou SILU Production Engineering Services Co., Ltd.

Prof. Dr.-Ing. G. Lanza, Mr. Stefan Ruhrmann

Value Adding Process

Sourcing, Purchasing

& Green SCM

Supplier

Management &

Development

Production

Systems & Lean

Factory Planning

Lean Logistics &

Material-Flow

Planning

Organization

Development

& HR

Management

Starting from Purchasing & Sourcing GAMI/SILU is

developing to a full service provider with a

production engineering background to support your

whole value adding process

2014 2010

SILU Engineering supports in the whole value adding process of your business.

A Service Provider in your Value Chain

SILU/GAMI Engineering Services

2005

Page 6: GAMI Global Advanced Manufacturing Institute

31.08.2014 6 © Suzhou SILU Production Engineering Services Co., Ltd.

Prof. Dr.-Ing. G. Lanza, Mr. Stefan Ruhrmann

Value Adding Process

Sourcing, Purchasing

& Green SCM

Supplier

Management &

Development

Production

Systems & Lean

Factory Planning

Lean Logistics &

Material-Flow

Planning

Organization

Development

& HR

Management

SILU Engineering supports the whole value adding process of your business.

SILU/GAMI Engineering Services What we can do for you

Purchasing/

Sourcing Processes

Plastic parts

Molds

Aluminum-, Zinc

Die Casting

PCBs, PCBAs

Turning-, Milling parts

Cables, Electronics

Housings

Railway Components

Relays

Switches

Isolation Materials

….

Quality

Management

Six Sigma

Projects

ISO9001

TS16949

VDA6.3

FQF7

Cost Structure

Analysis

Lean

Management

Quality Assurance

SPC, MSA

Lean

Transformation

Projects

Factory Planning

Concept Planning

Rough Planning

Detailed Planning

Project

Management for

Implementation

VSM/VSD

SMED

5S, Labeling…

Lean

Management

Tools

Internal Logistics

Planning

External Logistics

Planning

Supplier Milk

Runs

Packaging

Optimization

Packaging costs

calculations

Supplier Park

planning

Returnable

packaging

calculations

Introduction Six

Sigma

organizations

Complexity

Management

projects

Customized

training planning

HR-Services like

university

scouting

Project

Management

Page 7: GAMI Global Advanced Manufacturing Institute

31.08.2014 7 © Suzhou SILU Production Engineering Services Co., Ltd.

Prof. Dr.-Ing. G. Lanza, Mr. Stefan Ruhrmann

Overview about Lean Management Aspects The Lean Company

Lean starts in Manufacturing and develops to other company areas.

Lean

Eliminate waste

Minimize cost

Maximize profit

Research and Development

Short-term to market

Control global cost

Lean Manufacturing

Flow production

Pull system

Lean Administration

Business process

Communication

Lean Supplier Chain

Strategic procurement

Lean logistic

Lean Service

Quick response

Fulfilment stream

Lean Accounting

Application of lean method to company accounting

lean-focused performance measurements

Lean Leadership

Management style

Company culture

Learning organization

Lean Sales

Sale management

Sale Support

Page 8: GAMI Global Advanced Manufacturing Institute

31.08.2014 10 © Suzhou SILU Production Engineering Services Co., Ltd.

Prof. Dr.-Ing. G. Lanza, Mr. Stefan Ruhrmann

Sourcing, Purchasing

& Green SCM

Supplier

Management &

Development

Production

Systems & Lean

Factory Planning

Lean Logistics &

Material-Flow

Planning

Organization

Development

& HR

Management

Comprehensive service in logistics topics, in order to minimize wastes and delivery delays

during material transportation

Lean Logistics and Material Flow Planning Project Approach

WP 1

Warehouse

Layout Design

Bin Quantity

Analysis

WP 4

Forklift

Capacity

Analysis

Manpower

Capacity

Analysis

WP 2

Internal Logistic

Concept Analysis

Material

Replenishment

Design

WP 3

Packaging

Optimization

Standard Part

Managment

Page 9: GAMI Global Advanced Manufacturing Institute

31.08.2014 11 © Suzhou SILU Production Engineering Services Co., Ltd.

Prof. Dr.-Ing. G. Lanza, Mr. Stefan Ruhrmann

Concept Logistics Planning

Block concepts and functional areas based on capacity estimations and data analysis.

WP 2: Concept Planning of Internal Logistics

8% 0%

2011 2012/2015 2012 2015 2012 2015 2012 2015

Unloading 23.50 Forklift Forklift 1.00 23.50 120% 200% 120% 31.13 56.40 1.00 31.13 56.40

Checking 35.00 Manual Manual 1.00 35.00 120% 200% 120% 46.37 84.00 1.00 46.37 84.00

Loading Heavy Shelves 13.50 Forklift Forklift 1.00 13.50 107% 130% 100% 13.29 17.55 1.00 13.29 17.55

Loading Light Shelves 9.00 Manual Manual 1.00 9.00 107% 130% 200% 17.72 23.40 1.00 17.72 23.40

Unloading Heavy Shelves 16.50 Forklift Forlift 1.00 16.50 107% 130% 100% 16.24 21.45 1.00 16.24 21.45

Unloading Light Shelves 14.00 Manual Manual 2.00 28.00 107% 130% 200% 27.56 36.40 2.00 55.13 72.80

Delivery to P1 from Heavy Shelves 5.00 Forklift Forklift 1.00 5.00 107% 130% 100% 4.92 6.50 1.00 4.92 6.50

Delivery to P1 from Light Shelves 5.00 Pallet Truck Pallet Truck 1.00 5.00 107% 130% 200% 9.84 13.00 1.00 9.84 13.00

Transfer between out WH 1.17 Forklift Forklift 2.00 2.33 107% 130% 20% 0.23 0.30 2.00 0.46 0.61

Lean Lift 7.00 Manual Manual 2.00 14.00 107% 230% 200% 13.78 32.20 2.00 27.56 64.40

Loading Shelves 8.00 Forklift Forklift 3.00 24.00 110% 140% 100% 8.10 11.20 3.00 24.29 33.60

Unloading Shelves 8.00 Forklift Forklift 3.00 24.00 110% 140% 160% 12.95 17.92 3.00 38.86 53.76

Delivery to P2 3.00 Pallet Truck Pallet Truck 1.00 3.00 110% 140% 150% 4.55 6.30 1.00 4.55 6.30

Transfer between out WH 2.67 Forklift Forklift 1.00 2.67 110% 140% 20% 0.54 0.75 1.00 0.54 0.75

Delivery to FG WH 1.85 Forklift Forklift 1.00 1.85 110% 140% 100% 1.87 2.59 1.00 1.87 2.59

Lean Lift 1.50 Manual Manual 1.00 1.50 110% 140% 110% 1.67 2.31 1.00 1.67 2.31

Loading Shelves in WH 5.00 Forklift Forklift 3.00 15.00 115% 150% 100% 5.29 7.50 3.00 15.87 22.50

Loading Shelves P3M 2.00 Forklift Forklift 1.00 2.00 115% 150% 100% 2.12 3.00 1.00 2.12 3.00

Unloading Shelves P3A 9.00 Forklift Forklift 2.00 18.00 115% 150% 180% 17.14 24.30 2.00 34.28 48.60

Unloading Shelves P3W 2.50 Forklift Forklift 2.00 5.00 115% 150% 120% 3.17 4.50 2.00 6.35 9.00

Unloading Shelves P3M 5.00 Forklift Forklift 1.00 5.00 115% 150% 110% 5.82 8.25 1.00 5.82 8.25

Delivery to P3A 3.50 Forklift+Pallet Pallet Truck 2.00 7.00 115% 150% 150% 5.55 7.88 2.00 11.11 15.75

Delivery to P3W 1.00 Forklift+Pallet Pallet Truck 2.00 2.00 115% 150% 120% 1.27 1.80 2.00 2.54 3.60

Delivery to P3M 0.50 Forklift+Pallet Pallet Truck 2.00 1.00 115% 150% 120% 0.63 0.90 2.00 1.27 1.80

Unloading Transfer between out WH 2.25 Forklift Forklift 1.00 2.25 115% 150% 150% 3.57 5.06 1.00 3.57 5.06

Loading Transfer between out WH 2.25 Forklift Forklift 3.00 6.75 115% 150% 150% 3.57 5.06 3.00 10.71 15.19

Unloading Light Shelves 1.50 Manual Manual 1.00 1.50 115% 150% 180% 2.86 4.05 1.00 2.86 4.05

Delivery to P3A for big-sized material 0.50 Forklift Forklift 1.00 0.50 115% 150% 150% 0.79 1.13 1.00 0.79 1.13

Unloading Shelves P3W 2.00 Forklift Forklift 1.00 2.00 115% 150% 120% 2.54 3.60 1.00 2.54 3.60

Forcast

InfluenceWorkloadCurrent

Time

Resource Usage Man-

power

Manpo

wer

Time

Logistic

concept

Influenc

e

Future TimeMan-

power

Manpower

Time

Rough planning at line side

calculate production and logistics

area

Define material flow in the workshop

Define transport and material

replenishment area on line side

Area for Kanban, Supermarket,

Kitting, JIT, Buffer etc.

Target:

Eliminate non-value adding

transportation, material handling

Reduce stock level

Utilize resources and spaces

Labor safety

Page 10: GAMI Global Advanced Manufacturing Institute

31.08.2014 12 © Suzhou SILU Production Engineering Services Co., Ltd.

Prof. Dr.-Ing. G. Lanza, Mr. Stefan Ruhrmann

Detailed Logistics Planning at line-side

More detailed and operational detail logistics planning is defined

WP 3: Detailed Planning of Internal Logistics Planning

Milk-Run Concept combined with Kanban and supermarket

Parts and workstations using Kanban

Calculation of Kanban cards and cycles

Definition of stock level in Supermarket

VMI Concept

Kitting Concept

Smart-bin Concept

Ship to line Concept

Combination of different

logistic concepts

Definition of Milk-Run route

Material replenishment schedule

FIFO System

Container

and

packaging

of parts

Transport

dolly

WE

274 qm

Lager

Paletten

Verpackungsmaterial

67 qm

280 qm

Lager EZSet/Smile

56 qm

Geräteabnahme

140 qm

Lager

Baugruppen

aus

Vormontage

59 qm

Klimaraum

667 qm

Zusätzl. Lagerfläche Serviceteile

Servicebüro: Annahme/Bearbeitung

96 qm

Geräte gebraucht, Lagerfläche

139 qm

Vormontage Rechner

53 qm

Vorm

onta

ge B

augru

ppen

97 qm

Material

Vormontage

54 qm

WA

313 qm

Vormontage Spindel

72 qm

Vormontage

Turm

27 qm

Vormontage

Optikträger

27 qm

Standplatz

12 qm

Standplatz

12 qm

Standplatz

12 qm

Standplatz

12 qm

Standplatz

12 qm

Standplatz

12 qm

Standplatz

12 qm

Standplatz

12 qm

Standplatz

12 qm

Standplatz

12 qm

Standplatz

12 qm

Standplatz

12 qm

Wagen für Montage statt Untertisch

28 qm

Spindel

Paternoster

6 qm

Lager G

uss B

lech

teile

49 qm

Material

Linien-

Fertigung

91 qm

Montage komplex

165 qm

Mate

rial L

inie

nm

onta

ge

63 qm

Zubehörabwicklung

111 qm

Messeartikel

Kataloge

93 qm

Paternoster

Rechner

6 qm

Werkstatt, Bearbeitungsmaschinen

94 qm

Material

Spindel

21 qm

Paternoster

Zubehör

6 qm

Paternoster

7-er Lager

6 qm

Material

Stand-

platz

16 qm

Mate

rial L

inie

nfe

rtig

ung

27 qm

Mate

rial L

inie

nfe

rtig

ung

27 qm

Material

Stand-

platz

32 qm

Abwicklung/ Versand

Serviceteile/ Zubehör

26 qm

WE Guss/Blechteile

84 qm

Paternoster

Rechner6 qm

Paternoster

Material

Spindel6 qm

Adapter/Zubehörmontage

81 qm

Bereitstellung Material Zubehör

15 qm

Lager

Guss

/Ble

chte

ile

34 qm

Mate

rial S

tandpla

tzmonta

ge

36 qm

Paternoster

7-er Lager

6 qm

Paternoster

7-er Lager

6 qm

Paternoster

7-er Lager

6 qm

Paternoster

Zubehör

6 qm

Mate

rial S

tandpla

tzmonta

ge

36 qm

Page 11: GAMI Global Advanced Manufacturing Institute

31.08.2014 13 © Suzhou SILU Production Engineering Services Co., Ltd.

Prof. Dr.-Ing. G. Lanza, Mr. Stefan Ruhrmann

up

Heater

Office

sm

all

sm

all

sm

all

small

small

Female locker

Cleaning

room

Rest room Rest room

Male

locker

shower

Stair caseElectrical

closet

Rest Room

1.1

0m

1.1

0m

1.7

5m

2.0

0m

0.50m2.00m1.20m

0.40m2.60m

24.0

0m

24.0

0m

7.5

0m

9.90m

10.2

0m

Import

ed

Good

Import

ed

Good

P2

P2

P2

P2

P2

Imported Good

Imported Good

Imported Good

Imported Good

Imported Good

1.50m

2.4

0m

P1

P1

P1

P1

P1

Local

Goods

Local

Goods

Local

Goods

Local

Goods

2.30m

7.50m

P1

/P2 M

ate

rial P

uta

way A

rea

95.4

8 S

qm

2.8

0m

P2 255 Bins

P1/2 459 Bins

P2 459 Bins

P1 459 Bins

P1 459 Bins

P2 459 Bins

P2 459 Bins

P2 459 Bins

1.7

0m

2.7

0m

2.7

0m

1.7

0m

2.0

0m

P1 Multi-tier rack

2.20m

P1/P

2 M

ate

rial P

repara

tion A

rea

86 S

qm

4.20m

Type

081

Type

081

P1 Material

Putaway Area

55.5 Sqm

2.7

0m

1.50m2.65m Type

081

Type

081

Lean Lift Material

Preparation Area

0.70m

up

Bulk

/Handy M

ate

rial

Puta

way A

rea

41.3

Sqm

B&H Material

Preparation Area

85.5 Sqm

P1 270 Bins

P1 270 Bins

P1 270 BinsP1 Kanban Area

B&H 270 BinsP2 189 Bins

1.5

0m

up

P1

Kanba

n Area

LC-014

LC-016

LC-018

OLC-014

OLC-019

Detailed Logistics Planning in Warehouse

Fine planning in warehouse with defined area for different functions.

WP 3: Detailed Planning of Internal Logistics Planning

Kitting Area

Milk-Run Area

Area for

Picking

Material

handling

Transport

Forklifts

VMI Area

Area for Material

shelf

Numbers of

shelves necessary

Location of A.B.C

parts on the shelf

Page 12: GAMI Global Advanced Manufacturing Institute

31.08.2014 14 © Suzhou SILU Production Engineering Services Co., Ltd.

Prof. Dr.-Ing. G. Lanza, Mr. Stefan Ruhrmann

Sourcing, Purchasing

& Green SCM

Supplier

Management &

Development

Production

Systems & Lean

Factory Planning

Lean Logistics &

Material-Flow

Planning

Organization

Development

& HR

Management

Based on a process costs analysis all cost drivers in the value creation process are collected

and analyzed.

Cost Structure Analysis of Production Processes Project Approach

Raw Materials Manufacturing Coating Packaging Logistics

Example Production Process:

+ Net Costs + Margin

Start with the Product Value Creation Process; example of a wire

product

Page 13: GAMI Global Advanced Manufacturing Institute

31.08.2014 15 © Suzhou SILU Production Engineering Services Co., Ltd.

Prof. Dr.-Ing. G. Lanza, Mr. Stefan Ruhrmann

Cost Saving Opportunities in Detail Example Project

Product Changes

Change Raw Materials

Tolerances in product specification

Coating Powder changed to local

standards

Wire steel changed to local

standards

50% cost saving potential in Value

Engineering!

Value Engineering

Process Changes (Manufacturing)

Change transport mode from truck to

ship

Packaging optimization

Labor usage optimization with time

studies and line balancing

Energy saving measures

Technical changes and optimization of

machine hour rates

8% cost saving potential in Process

Optimization!

Process Optimization

Page 14: GAMI Global Advanced Manufacturing Institute

31.08.2014 16 © wbk Institute of Production Science

Prof. Dr.-Ing. J. Fleischer, Prof. Dr.-Ing. G. Lanza, Prof. Dr.-Ing. habil. V. Schulze

Kontakt

Karlsruhe Institute of Technology (KIT)

wbk Institute of Production Science

Prof. Dr.-Ing. Gisela Lanza

Kaiserstraße 12

D - 76131 Karlsruhe

Tel. +49 721 608-44017

Fax: +49 721 608-45005

[email protected]

www.wbk.kit.edu

Forschungsschwerpunkte Thank you for your attention!

Suzhou SILU Production Engineering

Services Co., Ltd.

Stefan Ruhrmann General Manager

Room 1101, Building A, Wisdom Center,

No.10 Moon Bay Road, Suzhou Industrial Park,

215123, Suzhou, P. R. China

Phone/电话: +86 512 62967398

Mobile/手机: +86 15250104114

[email protected]

www.silu.asia


Recommended