Hyvä kuorma parempi mieli

Transcription

1 Hyvä kuorma parempi mieli Läpinäkyvyyttä resurssien hallintaan. Resurssien hallinnan kehitys Valmetin Paperitehtaat teknologiayksikössä vuosina

2 Ilpo Lehtonen Elämä ja teot, osa II November 2017 Valmet Author / Title

3 3 November Valmet 2017 Author / Title Resource Management Stakeholders

4 Resource Management Stakeholders and Network Sales Customer Approach in this presentation: On-time communication about near future resource demand and ensuring the availability beforehand is one of the key elements in a succesfull project Mgmt, Finance, HR Project Mgmt Site installation Resource Management (S&OP) Engineering Logistics Procurement Subcontractor, suppliers Production 4 3 November, 2017 Valmet Author / Title

5 Valmet Leading process technologies, automation and services for the pulp, paper and energy industries

6 220 years of industrial history in 2017 From cloth making to high-tech processes 1797 Tampereen Verkatehdas 1841 Götaverken 1856 Tampella 1858 Beloit 1860 KMW 1868 Sunds Defibrator 1942 Rauma- Raahe 1951 Valmet Several M&As: 1986 KMW 1987 Wärtsilä paper finishing machinery 1992 Tampella Papertech 1999 Metso created through merger of Valmet and Rauma Acquisitions 2000 Beloit Technology 2006 Kvaerner Pulping Kvaerner Power 2009 Tamfelt End of 2013 Demerger to Valmet and Metso 2015 Metso Process Automation Systems to Valmet 6 3 November 2017 Valmet General presentation 2017

7 Key figures in 2016 Orders received EUR 3,139 million Net sales EUR 2,926 million Net sales by business line 22% 39% Net sales by area 13% 12% 21% Comparable EBITA EUR 196 million 9% Comparable EBITA margin 6.7% Employees (on Dec 31, 2016) 12,012 30% Services Automation Pulp and Energy Paper 10% 45% North America South America EMEA China Asia-Pacific Stable business = Services and Automation business lines Capital business = Pulp and Energy, and Paper business lines 7 3 November 2017 Valmet General presentation 2017

8 Four business lines and five areas Services business line Automation business line Pulp and Energy business line Paper business line North America South America EMEA China Asia-Pacific Finance Human Resources Strategy and Operational Development Marketing, Communications and Sustainability 8 3 November 2017 Valmet General presentation 2017

9 Our offering by business line Paper Recycled fiber lines Tailor-made board and paper machines Modularized board and paper machines Tissue production lines Modernizations and grade conversions Standalone products Process technology Pulp and Energy Complete pulp mills Sections and solutions for pulp production Multifuel boilers Biomass and waste gasification Emission control systems Biotechnology solutions e.g. for producing bio fuels Services Spare parts and consumables Paper machine clothing and filter fabrics Rolls and workshop services Mill and plant improvements Maintenance outsourcing Services energy and environmental solutions Services Customer Automation Automation Distributed control systems Quality control systems Analyzers and measurements Performance solutions Process simulators Safety solutions Industrial Internet solutions Focus in customer benefits 9 3 November 2017 Valmet General presentation 2017

10 Valmet has the widest offering and leading market position in all markets Pulp #1 2 Energy #1 3 Board #1 Tissue #1 Paper #1 Services #1 2 Automation # November 2017 Valmet General presentation 2017

11 Capacity Management Backgrounds in Paper Business Line 3 11November Valmet 2017 Author / Title

12 Backgrounds for Capacity Management Tissue machines Paper and board machines Engineering Procurement Production Engineering & procurement Production Wet end, dryer, rolls Paper & roll finishing Machine control systems Air systems Operations organized globally All production in capital business is based on demand, nothing is produced into warehouse Functions & product responsibilities distributed to multiple locations Same resources being used by different business lines & business units Engineering Procurement Production Components for paper/ board and tissue machines 12 3 November 2017 Valmet Author / Title

13 Backgrounds for Capacity Management Tissue machines Paper and board machines Engineering Procurement Production Engineering & procurement Production Wet end, dryer, rolls Paper & roll finishing Machine control systems Air systems Operations organized globally All production in capital business is based on demand, nothing is produced into warehouse Functions & product responsibilities distributed to multiple locations Same resources being used by different business lines & business units Engineering Procurement Production Variation of resource bottle necks depending from economic cycles of different areas Centralized resource management function responsible for defining delivery times for sales Components for paper/ board and tissue machines 13 3 November 2017 Valmet Author / Title

14 Responsibilities in the Capacity Management Sales management/ Sales Informs about customer needs in sales projects Defines forecasted demand, new actual demand & capacity reservations (LOI) Customer Project management Informs about changes in actual demand (schedule & scope changes) BU/ BL management BU/ BL s EBITA responsibility (Schedule & capacity risks) Approves deviations from BU level technology & production responsibility guidelines Resource management Timing of forecasted demand & new capacity reservations (LOI) Communicates major changes in actual demand and capacity reservations Delivery times for all firm quotations & updating during final negotiations Load reporting to management Scheduling in delivery projects Daily communication with resource owners Site installati on Mgmt, Finance, HR Logistics Sales Resource Mgmt Producti on Project Mgmt Resource owners Communicates forecasted demand to supplier network Feedback about capacity bottle necks (own and sub-suppliers ) Own team s or workshop s resourcing & scheduling/ production planning within the deadlines Engineering Procurement Subcontractor, suppliers 14 3 November, 2017 Valmet Author / Title

15 Operational Challenges Customer A is ready to sign the deal if we can deliver one month earlier. I need the response now. Customer B is ready make an order for two machine lines, start-up Q4/19 and Q1/20. Do we have capacity? I need the response today We re sending a firm quotation to customer C for a rebuild project. Shut-down is in June Take your time, the quotation is sent tomorrow. Sales manager Sales manager Sales manager We will put the project on hold for at least 6 months. Resource planner Customer D Engineering manager Just a second... Hello! Yes? What We Can we? should... if...? Purchasing manager What about...? Sales director We will study this Res mgmt director Customer A s project won t start before next year. Can we fit B s 1st machine to slot that was reserved for D and take C also? Workshop manager Depends on... BL president BU vice president Maybe if... CEO Hasta la vista baby! I need the load report for board of directors monthly meeting What is the impact of the suspended project to our load situation? 15 3 November 2017 Valmet Author / Title

16 Challenges of information communication in the past Sales manager If engineering has capacity for B s projects I guess project C goes as well Customer D Priority Priority Priority Priority Priority list 4 list 5 list 1 list21 list 3 Sales director We will study this Please prepare alternative where the 2nd machine for customer B is 6 monts after 1st machine CEO BL president Sales manager Resource planner Res mgmt director What is the impact of the suspended project D to our load situation? Sales manager Customer B projects are not yet included in the load graphs... What is project C? Engineering manager Purchasing manager Workshop manager BU vice president Project D load is still shown with original timing 16 3 November 2017 Valmet Author / Title

17 Capacity Management Development in Paper Business Line

18 Project Server Implementation Timeline at Valmet Milestones & Key Figures Project 2003 server implementation in Air Systems (Raisio) PS2003 Implementation in China capital locations (Shanghai & Xi an) PS2010 upgrade Implementation in Nordic capital locations (Jyväskylä, Järvenpää & Karlstadt) Upgrade to PS2016 On-going studies in P&E and areas Today Involved Resource Groups # of Schedulers ~ 70 Air systems for Paper & Pulp & Energy Paper Business Line Tissue Mills Engineering & Site Paper Mills engineering, procurement & production China Operations Engineering, procurement and production in Shanghai & Xian Pulp & Energy Business Line... # of PWA accounts ~ 500 # of Active Project schedules # of Enterprice Resource Pool resources ~ 870 ~ 1300

19 Several Small Step by Step Changes Before taking the big leap in resource management (MSP2003) (MSP2003) (MSP2010) (MSP2016) Basic concept for actual & forecasted load management on Project server Define basic project and task level attributes to enable data queries from server Create resource load reports from Project server Basic concept for common resource pool Start using Project server in sales project scenario studies in limited scale (China Operations resources) Start storing all PM sales & delivery phase schedules on Project server Create individual resources into enterprise resource pool Start storing teams resourcing schedules into Project server Combine coarse planning of forecasted demand with delivery project load Create concept for load forecasting including all required resource groups in a project by using common schedule & load models

20 Resource planning key elements Information transfer challenges are increased if actual work of different subprocesses takes place within different systems Project scheduling/ planning Starting information Customer requirements Delivery Scope Customer site & delivery term Transport times Company level production & technology responsibilities Demand = Load-in-house + Forecast Delivery capability = (Capacity Demand)/ Schedule Delivery split Delivery capability check Information flow between subprocesses Load management & reporting 21 3 November, 2017 Valmet Author / Title

21 Resource Management Leap Common platform for starting information, actual work and produced documentation is the key in reducing amount of duplicate work and improving transparency and information sharing Cust proj Schedules Delivery splits Load reports Assembly programs Starting information Customer requirements Scope Customer site & contract delivery term Load-in-house & hot sales & forecast projects Capacity Company guidelines Resource management & scheduling process Delivery capability information Sales Phase Schedules Capacity graphs Project & product portfolio lists 22 3 November, 2017 Valmet Author / Title

22 Combining of Centralized and De-centralized Responsibilities 3 23November Valmet 2017 Author / Title

23 Old Concept in Capacity Planning Forecasted Demand Scheduling On Top Level Only, Demand Timing by Resource Owners Project 1 Project 2 Demand from customer N Project n Delivery process timeline for product n Product 1 (1 pce) Product 1 (2 pcs) Product n (x pcs) Res 1A Res 1A Res 1B Res C Res D Product 2 (1 pce) Res 1B Res C Res D Product 2 (1 pce) No linkage between project schedule and resourcing Delivery deadline for product n Res 2A Res 2B Res C Res D Res 2A Res 2B Res C Res D No linkage between delivery process phases in resourcing Product n (x pcs) Product n (y pcs) Res na Res na Res nb Res nb Res C Res D Res C Res D

24 Old Concept in Capacity Planning No Link Between Schedules and Resourcing in Demand Forecasting Forecasted Demand Project 1 Product 1 (1 pce) Project 2 Product 1 (2 pcs) Actual demand Lack of link between schedules and resource demand leads easily to fuctional capacity optimization Res 1A Res 1A Res 1B Res C Res D Res D Res 1B Product 2 (1 pce) Product 2 (1 pce) Res 2A Res 2A Res 2B Res 2B Res C Res D Res C Product n (x pcs) Product n (y pcs) Res D Res na Res nb Res C Res D

25 Old Concept in Capacity Planning No Link Between Schedules and Resourcing in Demand Forecasting Forecasted Demand Project 1 Product 1 (1 pce) Project 2 Product 1 (2 pcs) Actual demand Lack of link between schedules and resource demand leads easily to fuctional capacity optimization Res 1A Res 1A Res 1B Res C Res 1B Res D Product 2 (1 pce) Product 2 (1 pce) Res 2A Res 2A Res 2B Res 2B Res C Res D Res C Product n (x pcs) Product n (y pcs) Res D Res na Res nb Res C Res D

26 New Concept with Project server Schedules, Lead Times & Resource Needs Combined for the Whole Delivery Top level demand is defined in Project Main Schedule (MS Project) that is done in all firm sales quotations Project 1 Product 1 Product 2 Product n Transferred to project phase schedule Project 1 main schedule Product 1 Product 2 Product n Project overall schedule view In LOI, forecast and hot sales projects coarse scheduling & loading is done within product specific MS Project schedules which are attached as subprojects to main schedule Schedule includes dependencies between delivery process phases, alternative delivery paths, model lead times & workload Product 1 Res 1A Res 1B Res C Product 2 Res 2A Res 2B Res C Product n Res na Res nb Res D Res D Replace/ append with detailed schedules Product 1 detail schedule Product 2 detail schedule Product n detail schedule Functional schedule views Actual load can be maintained in project, product or team specific Project server schedules or retrieved from other systems. Changes in the actual demand are not as frequent as in the forecasted demand. Res C Res D 27 3 November, 2017 Valmet Author / Title

27 How Does it Look in Practice? Sales Forecast Master Schedule Including four Sub-projects This section in Project Main Schedule contains assignments of common resources (project management, mill engineering etc.) Product specific sub-projects including all delivery process phases and resource needs globally within one schedule Project Main Schedule Tasks 28 3 November 2017 Valmet Author / Title

28 One Sub-project with Project Specific Data Timing is controlled by project start and delivery dates and task dependencies 29 3 November 2017 Valmet Author / Title

29 Information Added by Resource Owners Editing In Project Web App or with MS Project For standard products & components model durations and work are set on model template Data checked/ updated by resource owners, work is allocated globally accross locations within one schedule Tasks dependencies are synchronized and connected with project start date & product delivery date 30 3 November, 2017 Valmet Author / Title

30 Management of scope changes Adjusting of split & sales scope and changes are managed by activating/ inactivating subsections or tasks in schedule 31 3 November, 2017 Valmet Author / Title

31 PWA Project Center view Demand Forecast & Capacity Reservations (LOI) 32 3 November 2017 Valmet Author / Title

32 Actual & Forecasted Projects by Product 33 3 November 2017 Valmet Author / Title

33 Capacity views in Project Web App 34 3 November 2017 Valmet Author / Title

34 Capacity views in Project Web App 35 3 November 2017 Valmet Author / Title

35 Global Sales & Operations Planning with Project Server Delivery capability check for hot sales projects (ad hoc) List of sales forecast, LOI & Load in house projects (monthly) Why? Transparency and visibility over deliver process global resource pool + Handling of frequently changing sales projects with tools that allow quick changes to data & flexible building of scenarios = Competitive delivery times Project 2016 server -scheduling & resourcing of forecasted demand -load in house engineering scheduling & resourcing Assembly programs incl. Sales forecast Project lists by products incl. forecast Key component lists incl. forecasted demand Delfoi -load in house production scheduling & resourcing Other resourcing systems -load in house resourcing 36 3 November 2017 Valmet Author / Title

36 Instant Fixes & Quick Wins

37 Instant Benefits & Quick Wins Resource demand is based on the delivery process. This timephased dependency needs to be modelled to create realistic load estimate When scheduling and/ or resource planning are organized locally this will increase need to transfer information between delivery process functions in a global delivery Resource owners must have control over their own resources and detailed scheduling and resourcing Required response times don t allow building of capacity scenarios from down-to-top and/ or this would require too much resources Resource planning process must take into consideration multiple dimensions Customer site, scope, schedule, needed capabilities & availability, company level guidelines (division of responsibilities) Large number of possible combinations Downstream impacts when one dimension is changed 38 3 November 2017 Valmet Author / Title

38 Basic Issues In Global Resource Planning System & Way-to-Operate Related Issues To Be Tackled Sub-processes are strongly interdependent handling them within separate systems increases the need for communication, data transfer and updating same information multiple times Scattered Responsibilities collecting needed information by or with ad-hoc lists multiply the amount of information, increase number of different versions and reliability and transparency are lost If schedule covers only local part of the delivery process -> no end-to-end continuity or critical paths Used document formats Manual data transfer and updating is required if they don t support down-stream processes Information is difficult to handle and analyze if system/ data format does not support data queries and handling of information with database tools Non-transparency of information Up-to-date information stored in local drives, team spaces or systems with very limited access Information known only by responsible persons Delivery process end-to-end continuity missing Complexity of certain process steps Processes not harmonized between different functions 39 3 November, 2017 Valmet Author / Title

39 Lessons learned

40 What Did We Learn It would not have been possible to proceed before having critical amount of resource managers using Project server Changes are slow, one year is a time frame within which progress becomes apparent Silos and old ways of doing are difficult to overcome. Smallest unit of a silo is one individual. Manager commitment is a must. From the stakeholders point of view the changes are more acceptable if the information content of process output remains the same and it is visually satisfactory Solution is subject to technical understanding and capability to use the system Learning is a slow process. End user support must be available locally.

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