Case Study at Kemmer Carbide Tools

Testimonials

"We used to have push production; today we operate with pull production. As a result, lead times have been reduced from seven weeks down to two weeks."

"We've reduced total material inventory by 22 % and active product inventories by 50 % within one year."

-Raimund Kemmer, Managing Director

  

"Plans for individual resources are now clear and meaningful."

"Planning efforts have been decreased significantly. There is much more time for value-adding tasks."

"We hardly have any 'fire department activities' anymore!"

-Mike Peter, Production Planner

Company Profile

Kemmer Carbide Tools was founded in 1973 in Wildberg, Schwarzwald (Black Forest) and specializes in the production and trade of specially coated cutting tools, including catalog products and innovative custom solutions, for the metal processing industry. Second production facility has been built for production of toolings, milling tools, and holders in 1993. 

 

Products:

50 % Catalog Products

35 % Ordered Products

15 % Special Tools

 

Latest developments in tool engineering:

Initial Situation

  • The process chain cannot be scheduled consistently using the ERP system, because of varying production start and end times.
  • Planning with an ERP system involves additional Excel lists to function properly. However, multip-step processing and production with multiple machines creates problems that cannot be addressed with manual planning methods.
  • Unrealistically scheduled production start times cause push production, which results in large inventory stock levels. Yet, delivery dates are still being missed.
  • In fear of such delays, overproduction is put on the agenda regularly.
  • Employee skills are mapped.
  • CAM programming for new products is not scheduled.
  • Many parts are picked up on fixed week days for external processing. A timely provision is not scheduled.
  • Process synchronization is impossible.

Solution with Asprova

  • Tact and timing of the entire production is determined by the bottleneck process.
  • Limited resource capacities of machines and workers are considered in scheduling.
  • Process times and buffer times are considered.
  • Asprova is linked to the ERP system and ABAS, creating a complete planning solution.
  • Manufacturing orders and work schedules are managed in ABAS before export to Asprova. Processes and planning restrictions are parameterized in Asprova.
  • Asprova calculates delivery dates and work instruction sequences.
  • The planning method is completely automated.
  • The schedule is updated every day. Delays caused by disturbances in the production process are considered at all times.
  • Asprova produces detailed sequence diagrams for all resources.
  • Capabilities of individual processing machines and alternative routes are mapped, too.
  • The CAM-operation is part of the production process. Availability and capacity of CAM-workers is considered. Production may not start without machine programs.
  • Worker abilities are mapped.

Results

  • Reliable delivery dates
  • 50 % reduction in inventory of active products
  • 60 % reduction in lead time
  • Increased resource efficiency
  • Improved machine utilization
  • Simulation of existing and planned orders
  • Bottleneck identification through visualization and evaluation. Production tact and timing are determined by the bottleneck process to eliminate push production.
  • Potential problems are detected early with the help of dynamic simulations.
  • Detailed work instructions are issued for all resources. (sequencing)
  • Order prioritization
  • Employee-independent and standardized planning method
  • Fully automated scheduling process