A Report on the use of the Detailed Planning System Asprova at Kemmer Carbide Tools Ltd.
"We used to work with the push principle, today we work with the Pull-Principle. Lead times have thus decreased from 6-8 weeks to 2-4 weks."
"Within 12 months, we've reduced total material stocks by 22 %, for active products it's 50% "
Raimund Kemmer, Managing Director
"The sequence planning for each individual resource is now very clear, meaningful and authentic."
"The planning effort has declined significantly, so now there's mor time for other value-added work."
"We've hardly had any 'fire department activities' ever since."
Mike Peter, Production Planner
Kemmer Carbide Tools was founded in 1974 in Wildberg, Schwarzwald and is specialized in the production of and trade with specially coated cutting bodies. (www.kemmerhmw.de)
In 1993, the production site in Zella-Mehlis was built. There, all turning and milling tools, as well as the necessary holders are produced. Catalog products and customized solutions provide innovative solutions for the metal processing industry.
50 % Catalog Products
35 % Ordered
15 % Special Tools
Latest developments from KEMMER in tool engineering
Problems (before the Introduction of Asprova):
- A consistent planning of the whole production was not possible with the ERP-system. Varying data from the ERP system from start and end times of the production made working difficult.
- Planning could only be solved rudimentary with the ERP system and required additional Excel lists. Due to multi-step processes and production with several different machines, planning with Excel spreadsheets did not address the real problems and was near impossible to accomplish manually.
- Unrealistically scheduled start times for the production caused push production and thus high stocks and yet missed delivery dates. Overproduction "in fear" of these delays was on the agenda.
- The skills of the employees were not administered.
- Synchronization of all processes was not possible.
- The CAM programming for new products was not scheduled.
- Many parts are picked up at fixed weekdays for external processing. The timely provision was not planned.
Solution with Asprova:
- The bottleneck process determines the timing of the entire production.
- Planning takes into account the limited capacities of all required resources such as machines and employees.
- Process and buffer times are involved.
- Asprova is linked with the ERP and ABAS:
- Manufacturing orders and work schedules are managed in ABAS and imported to Asprova. In addition, Asprova parameterizes and processes planning restrictions, which are essential for the consistent planning, but can not be represented in ABAS.
- Asprova calculates the delivery date and the sequence of work orders.
- The planning method is completely automated.
- Asprova plans dynamically: the plan is updated every day, where delays, due to disturbances in the production process, are also taken into account.
- Asprova produces a detailed sequence diagram for each resource.
- The capabilities of the individual processing machines and alternative routes are completely parameterized.
- Operation cam is a part of the processes. The availability and capacity of the CAM staff is also considered. Production can not be started without a machine program.
- Various different abilities of each employee are defined.
- Reliable information for deliveries
- Inventory reduction of 50% for active products
- Drastic reduction in the lead times by more than 60%
- Increased efficiency of all resources
- Increased machine utilization
- The possibility of simulating all existing and planned orders
- Identification of bottlenecks through visualization and various evaluations. The bottleneck sets the clock, thereby eliminating inter alia push operations
- Early detection of potential problems through dynamic simulation
- Preparation of detailed work orders (sequencing) for all resources
- Prioritization of orders
- Standardized, employee independent planning method
- Automated planning