Aspiring to Diffuse High Value Manufacturing Innovations in a Heart Beat
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  • Case Study 1: “Winning the Bid” – “Jack works for a medium sized aerospace OEM and is responsible for an internal facility  manufacturing various components in an 18 shift pattern with 1,000 shopfloor and 400 office staff. The facility is bidding against five other internal and three external facilities for an internal long term contract to manufacture components for a new product. The sourcing decision will be made based on the lowest cost proposal and Jack suspects he needs to reduce his initially estimated cost by 50%. The only way to master this challenge is to implement a new manufacturing method of 150 operations across 45 machine types and special processes supported by new IT systems within 3 months of winning the contract and at a cost of 20% of the current proposal. In the past similar changes have taken at least 5 years and cost at least three times the initially proposed cost. If his facility does not win the contract, Jack expects that he will need to reduce 30% of his shopfloor and office staff immediately and the future of the facility as a whole is threatened. Jack has heard of a new method called “innovation” webs to massively reduce the time (and thus costs) of designing, developing, implementing and diffusing the needed manufacturing methods and IT systems. Jack has asked you to advise him of what he needs to consider in order to implement the “innovation web” approach for mastering the challenge described. After a discussion with a colleague of Jack at another facility you have prepared the map of a similar previous challenge that was resolved at another facility.” Full case study available HERE.
  • Case Study 2: “Implementing the Digital System” – “Jessy works for a medium sized aerospace OEM and is responsible for the digital manufacturing systems of internal facility manufacturing  various components in an 18 shift pattern with 1,000 shopfloor and 400 office staff. 435 machines are operated to produce 800 unique parts and the facility makes an annual turnover of €300M. As part of their digital transformation efforts and in preparing for a new product the facility has gained significant funding to deploy a new manufacturing execution system and key systems integrated with this (i.e. quality and DNC code distribution / management) including the needed shop floor / facility infrastructure and data migrations.  The systems must be implemented within the next 9 months and the board of the company has signalled that there will be no additional budget. The project is part of a larger programme refreshing the digital manufacturing estate of 24 facilities distributed globally. 10 facilities in other countries have already been transformed and there is a central team at the mother company providing guidance and governance. Experienced resources are limited and the projects typically need to assign significant portions of the work to a variety of sub-sub-contractors who will then also assume service and support of the implemented systems. Experience has also shown that significant resources from the business community are needed in order to transfer business processes into the new digital systems landscape. Jessy has asked you to advise her of what she needs to consider in order to implement the “innovation web” approach for mastering the challenge described. After a discussion with a colleague of Jessy at another facility you have prepared the map of a similar previous challenge that was resolved at another facility.” Full case study available HERE.