Aalto ESI&Value Engineering KARI TUOMINEN

Transcription

1 Aalto ESI&Value Engineering KARI TUOMINEN

2 COMPANY IN NUMBERS 18,000 EMPLOYEES 600 LOCATIONS WORLDWIDE ACTIVE IN ALMOST 50 COUNTRIES EQUIPMENT IS 60% OF TOTAL SALES SERVICE IS 40% OF TOTAL SALES 2.0 MILLION ANNUAL SERVICE CALLS OVER 14,000 REMOTE CONNECTIONS MAINTENANCE CONTRACTS COVERING MORE THAN 740,000 EQUIPMENT OF DIFFERENT MAKES 3.4 BILLION IN SALES IN Konecranes. All rights reserved.

3 A GLOBAL COMPANY Corporate HQ Region EMEA HQ Hyvinkää, Finland Region Americas HQ Springfield, Ohio Region APAC HQ Shanghai, China Konecranes. All rights reserved.

4 CUSTOMER INDUSTRIES CONTAINER HANDLING SHIPYARDS WASTE TO ENERGY AND BIOMASS PAPER AND FOREST AUTOMOTIVE POWER METALS PRODUCTION GENERAL MANUFACTURING MINING PETROLEUM AND GAS Konecranes. All rights reserved.

5 OUR PRODUCTS AND SERVICES WORKSTATION LIFTING SYSTEMS OVERHEAD CRANES INDUSTRY APPLICATIONS NUCLEAR CRANES YARD CRANES STRADDLE CARRIERS SHIP-TO-SHORE CRANES GOLIATH SHIPYARD CRANES REACH STACKERS FORKLIFT TRUCKS COMPREHENSIVE SERVICE Konecranes. All rights reserved.

6 EARLY SUPPLIER INVOLVEMENT ROLE Product & Service lifecycle Product Process Delivery Process Konecranes ESI Suppliers Product Development Customer Deliveries & Service Konecranes Supplier Base 2010 Konecranes. All rights reserved. 6 Kari Tuominen

7 Early Procurement Involvement Offers Big Savings Potential High Cost Low Specification Productdesign Production planning Production Time Extent to which spec. is fixed Cost to make technical changes Procurement impact on spend ESI (Early Supplier Involvement) EPI (Early Purchasing Involvement) 2010 Konecranes. All rights reserved.

8 EARLY SUPPLIER INVOLVEMENT Advantages Shorter project development lead times Improved perceived product quality Savings in project costs Better manufacturability Shared knowledge and learning Improved R&D efficiency and effectiveness Accessibility to suppliers technical capabilities 2010 Konecranes. All rights reserved. 02/20/ DGS presentation / Kari Tuominen

9 STRATEGY IDENTIFY MAIN ACTIVITIES PRIMARY SOURCING TOOLBOX X. CATEGORY Exploit Buying Power Consolidate number of suppliers Pool volume/variants across units Redistribute volume among suppliers Combine volume from different commodity groups Compare total costs Model should-costs Renegotiate prices Unbundle pricing Expand geographic supply base Develop new suppliers Profit from global supply/demand imbalances Best Price Evaluation Volume Concentration B Global Sourcing V Strategic Sourcing G P Product Specification Improvement R Relationship Restructuring Joint Process Improvement Fill the square before those tools that you believe will be most important within your category (right mouse-click on field: fill & borders) J Create an Advantage Conduct product value analysis and engineering Substitute materials Buy standard materials Optimize life cycle costs Reengineer joint processes Share productivity gains Integrate logistics Support supplier operations improvement Establish/develop key suppliers Employ strategic alliances/partnering Examine strategic makeversus-buy Develop integrated supply chain 2010 Konecranes. All rights reserved Konecranes Academy

10 INNOVATION MANAGEMENT Ideas from employees Needs from BU s Needs From field Ideas from suppliers Volunteer based ~1% of working time Innovation agent network NEA 6 SEAP 6 Innovation culture - Innovation contest - Communication - Rewarding Steering - Lead challenges Customer studies Supplier Innovation award 2010 Konecranes. All rights reserved. Collaboration idea.konecranes.com Number of ideas annually: ~350 Number of comments: ~900 Number of contributors: ~500 Decisio n making BU 1/Q Research Agents 1/Q Product process Research process Idea development processes Local processes Innovation Products Services Processes Improvement s AME 15 IMEA 8 EUR 17 Tot. 52 Ideation and innovation is everyone s job and idea.konecranes.com is a tool for managing the ideas. Please, continue building positive innovation culture everyone can share their ideas!

11 Prescreened ideas 2010 Konecranes. All rights reserved. 9/6/ Supplier Innovation Award 2010 / Tuomas Rekola

12 KONECRANES SUPPLIER INNOVATION AWARD 10/11 Konecranes Supplier Day 2010 Konecranes Supplier Innovation Award 10/11 Generating ideas, finding alternatives Evaluating, selecting and implementing ideas Analyzing the results Konecranes Supplier Day 2011 Common crossfunctional meeting Host-driven process to get ideas evaluated and implemented Q3 Q4 Q1 - Q2 Q Konecranes. All rights reserved. 9/6/ Konecranes Supplier Innovation Award 10/11

13 ACTIVITY BY CATEGORIES Category (No. of suppliers) Everything OK Some activity No activity Electrical components (11) Indirect materials (11) Logistics (11) Mechanical components (12) Parts subcontracting (10) Steel (13) TOTAL Konecranes. All rights reserved. 9/6/ Konecranes Supplier Innovation Award 10/11

14 GENERATED IDEAS EXAMPLES Embossed symbols in pendant Recycling of scrap material Annual supplier satisfaction surveys Start/stop -function for engine Using remote radio controllers in big port cranes User identification Administration of packaging material for outgoing goods Using preassembled parts Categories (No. of suppliers) Electrical components (11) Indirect materials (11) Generated ideas ~ 15 ~ 25 Logistics (11) ~ 5 Mechanical components (12) Parts subcontracting (10) ~ 60 ~ 30 Steel (13) ~ 50 TOTAL > Konecranes. All rights reserved. 9/6/ Konecranes Supplier Innovation Award 10/11

15 POURING CAST ROTORS REPLACED WITH THE DIE-CASTED ROTORS IDEA DESCRIPTION Replacing the pouring cast rotors with the diecasted rotors that are made in two pieces BEFORE AND AFTER Manufacturing pouring casted rotors is timeconsuming and requires a lot of work. On the other hand, manufacturing large die-casted rotors in one piece is expensive. The die-casted rotors can be manufactured with a reasonable price in two pieces BENEFITS Higher quality and time-savings by using diecasting Utilization of existing instruments Avoiding the high costs of manufacturing diecasted rotors in one piece 2010 Konecranes. All rights reserved. 9/6/ Konecranes Supplier Innovation Award 10/11

16 PURCHASING SUB- ASSEMBLIES FOR REACH STACKER IDEA DESCRIPTION Purchasing subassemblies of the reach stacker frame abroad in container-sized units and doing the final welding in Sweden BEFORE AND AFTER Before the manufacturing was done in Europe with high costs Now the subassemblies are purchased in large sets abroad with lower costs BENEFITS Savings: 10-15% 2010 Konecranes. All rights reserved. 9/6/ Konecranes Supplier Innovation Award 10/11

17 CANOPY FOR STRADDLE POWER UNIT IDEA DESCRIPTION To replace the complex cover of the straddle power unit with a sliding canopy BEFORE AND AFTER The current multi-hatch cover is complex and assembled from many pieces In the new concept the canopy is made from two main pieces that can be slid open Larger access hatches make service easier BENEFITS Easier to maintenance Gives cover and protection 2010 Konecranes. All rights reserved. 9/6/ Konecranes Supplier Innovation Award 10/11

18 2010 Konecranes. All rights reserved. 9/6/ Presentation Name / Author

19 STRIPTEASE PROJECTS 2010 Konecranes. All rights reserved. 9/6/ Presentation Name / Author

20 2010 Konecranes. All rights reserved. 9/6/ Presentation Name / Author

21 TRIZ 2016 Konecranes. All rights reserved.

22 TRIZ: (TEORIYA RESHENIYA IZOBRETATELSKIKH ZADACH) THEORY OF INVENTIVE PROBLEM-SOLVING Theory Paradigm Approach It doesn t matter how many resources you have. If you don t know how to use them, it will never be enough Konecranes. All rights reserved.

23 WRONG PROBLEM SET UP If I had only an hour to save the world, I would spend fifty-five minutes defining the problem, and only five minutes finding the solution. Albert Einstein Logically if we are solving a wrong problem, it won t lead us to a good solution. We need to have a proper way to analyze the problem Konecranes. All rights reserved.

24 FINDINGS Overall Approach: Somebody, someplace, has already solved your problem or one similar to it. Creativity means finding that solution and adapting it to the current problem. Trends of engineering system evolution stay constant Remove contradictions Good ideas Take advantage of hidden and idle resources Gets closer to ideal solution 2016 Konecranes. All rights reserved.

25 INDUSTRY TRIZ USERS TRIZ has shared in the success of hundreds of companies and individuals worldwide. A.Kynin Examples MLCC Konecranes. All rights reserved.

26 SET OF TOOLS Set of tools have been created Component Analysis Interaction Matrix Function Modeling Trimming Function-Oriented Search (FOS) Ideal Final Result Contradictions Triz Matrix 40 Inventive Principles Cause-Effect Chain Analysis Trends of Engineering System Evolution (TESE) 9 Windows Small Little People 76 Standard Solutions Substance Field Analysis and some more 2016 Konecranes. All rights reserved.

27 5T TROLLEY SUBASSEMBLY by Kari Tuominen and Adeyinka Abass

28 1.3 FUNCTION MODELING Rotates Drive Shaft Rotates Motor Holds Wheels Holds Holds Holds Shafts Brackets Buffers Holds Trolley Frame Beam Holds Support Beams Pulley Support Beam Hold the pulley/sheave assembly Covers Covers bearing and gears Connection Rod Helps in assemblying and maintaining right distance 2015 Konecranes Plc. All rights reserved.

29 5.1 RADICAL TRIMMING Drive Shaft Rotates Motor Rotates Holds Wheels Holds Holds Holds Shafts Brackets Buffers Holds Trolley Frame Beam Holds Support Beams Plates Pulley Support Beam Hold the pulley/sheave assembly Covers Covers bearing and gears Connection Rod Helps in assemblying and maintaining right distance 2015 Konecranes Plc. All rights reserved.

30 5.1 RADICAL TRIMMING Rotates Motors Helps in assemblying and maintaining right distance Covers bearing and gears Hold the pulley/sheave assembly Holds Wheels Holds Holds Holds Shafts Plates Buffers Holds Covers Support Beams Covers bearing and gears 2015 Konecranes Plc. All rights reserved.

31 NANB new trolley idea In new idea we plan to use side plates to replace load beams and RHS Konecranes. All rights reserved.

32 SHIFTING FROM COMMODITY TO VALUE SOURCING PAST Commodity experts Components Multiple tactical suppliers Stable raw material markets Fragmented supply chains Supplier delivery Price driven Tactical people competencies TODAY-FUTURE Business relationship experts Modules / Systems More strategic suppliers Highly volatile markets Supply clusters Supplier value / ESI Total cost of ownership Increased focus on leadership and project management 2010 Konecranes. All rights reserved. 32 Kari Tuominen

33 THE BEST-OF-BEST SUPPLIER CAN IMPROVE OUR VALUE PROPOSITION Own long-term strategic plan with a clear desire of position in the value chain Understand Konecranes customer and development needs Passionate attitude across supplier company to build and deliver customer satisfaction Strives for long-term business relationships Proactively delivering / suggesting business improvements and can challenge Konecranes Takes full accountability for own supply chain s development and performance Supplier s customer portfolio, <50 % with one customer. Risk management and low dependency 2010 Konecranes. All rights reserved Konecranes Academy

34 WE ARE ENTERING THE SERIES OF LEGS OF OUR PROCUREMENT CHANGE JOURNEY From doing things the yesterday's way more efficiently to doing them differently 2010 Konecranes. All rights reserved Konecranes Academy