Korea Koso PLM and Supply Chain
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Korea Koso PLM and Supply Chain

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Korea Koso PLM and Supply Chain Korea Koso PLM and Supply Chain Presentation Transcript

  • The Dynamic VCM Leader Copyright ⓒ 2013 Zionex, Inc. All rights reserved | ConfidentialKorea KOSO PLSCMDriving Process Innovation through Integrated PLM & SCM
  • The Dynamic VCM LeaderAgendaIntroduction• About KOREA KOSO Co.• About Zionex, Inc.Business Process Innovation• Business Challenges• Current Issues with Root Cause Analysis• Tackling the Root Causes (12 Innovation Points )• Injecting Innovations• Business Process Innovation ChainProduct Lifecycle and Supply Chain Management (PLSCM)• PLSCM for Realizing the Business Process Innovation• KOSO PLSCS Process Tree• AS-WAS vs. AS-IS• PLSCM Snapshots• Future Directions2
  • The Dynamic VCM LeaderAbout KOREA KOSO Co., Ltd.KOREA KOSO Co., Ltd. is a subsidiary company fully owned by NIHON KOSO Co., Ltd.NIHON KOSO Co., Ltd. is founded in 1965 and a global leaser in diversified equipments inthe field of instrumentation with focus on automatic control valves.3
  • The Dynamic VCM LeaderAbout KOREA KOSO Co., Ltd.Major ProductsMajor Customers4
  • The Dynamic VCM LeaderAbout Zionex, Inc.5Major Customers Forrester Research published a casereport on Zionex’s LG Electronics’ SCMsolution deployment project. Winner of 2011 “Regional (Asia Pacific)Supply Chain Excellence Award” intechnology advancement by SCC. A finalist for 2011 “Global Supply ChainExcellence Award” in technologyadvancement by SCC. Gartner published case reports onZionex’s SCM solution deploymentproject. Supply Chain Planning for LG Display Production Scheduling for SAMSUNG SDICo-Founders : Three(3) Alumni of MIT, Ph.D( DongSik Ryu  Hun Lim  Francis Pahng)Founded in : January, 2000HQ / Office : Seoul, South Korea / Comnext in Tokyo, JapanBusiness ● SCM/APS solutions & consulting Demand Forecasting & Planning Supply Chain Planning Production Planning & Scheduling Material Requirement Planning S&OP (Sales & Operations Planning)● Aras PLM solution2011 Supply & DemandChain Executive100 Award2012 Supply & DemandChain Executive100 Award2013 Supply & DemandChain Executive100 Award
  • The Dynamic VCM LeaderBusiness Challenges6
  • The Dynamic VCM LeaderCurrent Issues with Root Cause Analysis7SalesEngineeringProduction/Quality/ProcurementKPI forSuccessCustomerscustomers’requirements aremanually managed.Quotations fromproduct catalogs.Catalog and pricebook are often out-dated and difficult touse.It is difficult to keeptrack of customers’requirementsaccurately.Quotations and technicaldetails of previouscontracts are not keptand shared properly.Large scale EPCcontracts areincreasing.No systematic methodfor projectmanagementBOM’s aremanually managedDifferent departmentsneed to review BOMdifferently.Errors in qualityassuranceErrors in communicationwith outsourcemanufacturers and partsuppliersPreparing quotationsare time consuming.errors in preparingquotationsNot responsive to newand revisedrequirementsFrequent and lateRevisions on customer’srequirements and productspecificationsTechnical documents aremanagement manuallyand personally.Design /processrevision and productderivation are timeconsuming.Managing projectdeliverables andreports is complicated.Missing and latedeliverables & reportsand/or missed duedatesTechnical review oncustomers’requirements are oftendelayed.Visibility on order andproduction status is poorManufacturingprocedures are oftennot updated.Operation and/ormanufacturing errorsoccurs.Project visibility ispoorTimely sales activitiesand quotation withproper technicalreview are difficult.Success rate ofwinning bigcontracts is poor.Timely quotation forthe revisions ofcustomerrequirements aredifficultDelay in productionand deliveryIncrease in projectand production costProject penaltyCustomerssatisfaction andconfidence dropsThe possibility of productquality problemsincreases.ReworkSales profitdecreases.Disuse stock increases.No system forproducts/partsinformationCommon partsreuse is poor.More new designsare neededBOM editing is timeconsuming and errorprone.Frequent design andmanufacturing processchanges occur.Revenue increaseis limited.Production andwork orders aremanagedmanually.Expectation forsystematic andaccurate projectmanagement is highClaims on poor projectmanagement increase.
  • The Dynamic VCM LeaderTackling the Root Causes (12 Innovation Points )8SalesEngineeringProduction/Quality/ProcurementKPI forSuccessCustomerscustomers’requirements aremanually managed.Quotations fromproduct catalogs.Catalog and pricebook are often out-dated and difficult touse.It is difficult to keeptrack of customers’requirementsaccurately.Quotations and technicaldetails of previouscontracts are not keptand shared properly.Large scale EPCcontracts areincreasing.No systematic methodfor projectmanagementBOM’s aremanually managedDifferent departmentsneed to review BOMdifferently.Errors in qualityassuranceErrors in communicationwith outsourcemanufacturers and partsuppliersPreparing quotationsare time consuming.errors in preparingquotationsNot responsive to newand revisedrequirementsFrequent and lateRevisions on customer’srequirements and productspecificationsTechnical documents aremanaged manually andpersonally.Design /processrevision and productderivation are timeconsuming.Managing projectdeliverables andreports is complicated.Missing and latedeliverables & reportsand/or missed duedatesTechnical review oncustomers’requirements are oftendelayed.Visibility on order andproduction status is poorManufacturingprocedures are oftennot updated.Operation and/ormanufacturing errorsoccurs.Project visibility ispoorTimely sales activitiesand quotation withproper technicalreview are difficult.Success rate ofwinning bigcontracts is poor.Timely quotation forthe revisions ofcustomerrequirements aredifficultDelay in productionand deliveryIncrease in projectand production costProject penaltyCustomerssatisfaction andconfidence dropsThe possibility of productquality problemsincreases.ReworkSales profitdecreases.Disuse stock increases.No system forproducts/partsinformationCommon partsreuse is poor.More new designsare neededBOM editing is timeconsuming and errorprone.Frequent design andmanufacturing processchanges occur.Revenue increaseis limited.Production andwork orders aremanagedmanually.Expectation forsystematic andaccurate projectmanagement is highClaims on poor projectmanagement increase.
  • The Dynamic VCM LeaderInjecting Innovations9Quotation Mgmt.Price CatalogMgmtProject Mgmt.CommercialSpecification Mgmt.Sales Orders Mgmt.Revision Mgmt.Part & CAD Mgmt.Document Mgmt.BOM Mgmt.Technical Spec. &Change Mgmt.Production & WorkOrders Mgmt.Actuals Mgmt
  • The Dynamic VCM LeaderBusiness Process Innovation Chain10SalesEngineeringProduction/Quality/ProcurementKPI forSuccessCustomerscustomers’requirements aresystemicallymanaged.Quotations fromproduct catalogs.Catalog and pricebook are up-to-dateand easy to view andcheck .Traceability oncustomers’requirementsQuotations and technicaldetails of previouscontracts are sharedenterprise wiselyLarge scale EPCcontracts areincreasing.Aras Innovator basedproject managementBOM’s aresystemicallymanagedDifferent departmentsneed to review BOMdifferently.Improved qualityassuranceImproved collaborationwith outsourcemanufacturers and partsuppliersQuick quotationsgenerationMinimized errors inpreparing quotationsResponsive to newand revisedrequirementsRevisions on customer’srequirements and productspecifications are wellmanaged.Technical documents aremanaged in a centralsystem and sharedenterprise wisely.Rapid design /processrevision and productderivationManaging projectdeliverables and reports iscomplicated butcontrolled.On-time deliverables& reportsOn-time technicalreviews on customers’requirementsVisibility on order andproduction statusUp-to-datemanufacturingproceduresOperation and/ormanufacturing errors areprevented.Improved projectvisibilityTimely sales activitiesand quotation withproper technicalreviewSuccess rate ofwinning bigcontractsincreases.Timely quotation forthe revisions ofcustomerrequirementsOn-time productionand deliveryProject andproduction costs arewell controlled.Project penalty isprevented.Improvedcustomerssatisfaction andconfidenceThe possibility of productquality problems isminimized.Reduced reworkMaximized salesprofitDisuse stock decreases.Products/partsinformationmanagementImproved commonparts reuseMore new designsare neededDepartment centricBOM viewsDesign andmanufacturing processchanges are controlled.Revenue increaseis limited.Production andwork ordersmanagementExpectation forsystematic andaccurate projectmanagement is highSatisfied projectmanagement andstatus reporting.
  • The Dynamic VCM LeaderPLSCM for Realizing the Business Process InnovationFor companies with DTO(Design To Order) and/or ETO(Engineering To Order) businesscharacteristics it is critical to seamlessly integrate business processes and informationamongst sales, engineering, procurement, production, and quality for enhancing theresponsiveness to market and customer requirements.11PLM(Product Life-cycleManagement)SCM(Supply ChainManagement)PLSCM(Product Life-cycle &Supply Chain Management)• Innovate business processes throughseamless integration amongstsales, engineering, manufacturing, procurement, and quality control• Value chain innovation for maximizing profitas well as revenue• Product informationmanagement• Project management forthe entire value chain• Capability for improvingQCD• Visibility for quick decisionmaking• On-time delivery with customersatisfaction and low inventory• Enhanced collaboration withsuppliers
  • The Dynamic VCM LeaderKOSO PLSCS Process TreeKOSO PLSCM is composed of seven functional modules that support businessprocesses for five departments.122.Engineering2.1 Tech-Spec Mgmt2.2 Part Mgmt2.4 CAD Mgmt2.5 Change Mgmt2.6 Part Approval2.7 Spec. Data Mgmt2.8 Document Mgmt1.Sales 3.Manufacturing 5.Quality4.Procurement1.1 Sales Opp. Mgmt1.2 Quotation Mgmt1.3 Comm.-Spec Mgmt1.5 Delivery Orders Mgmt3.1 Prod. Orders Mgmt3.2 Work Orders Mgmt3.3 Actuals Mgmt4.1 Simple MRP 5.1 QA Test Result Mgmt6. Project Mgmt5.1 Template Mgmt5.2 Project Mgmt1.6 Revision Mgmt7. Workflow7.1 Pre-contract Approval7.2 Revision Approval1.4 Sales Orders Mgmt1.7 Price Catalog Mgmt3.4. Mfg. Process PlanningPLSCM2.3 BOM Mgmt
  • The Dynamic VCM LeaderAS-WAS vs. AS-IS (1/9)Quick Quotations with Detail Product Specifications• Quotation information is managed with detailed product specifications from customer.• You can quickly search for relevant quotations and their details information and documents.13AS-WAS Price catalog based quotation generation Updated price data are often not shared and difficult tocheck. Difficult to trace the revision change histories System based price information management sorted byspecifications and options Customer’s requirement data based quotation generationAS-IS
  • The Dynamic VCM LeaderAS-WAS vs. AS-IS (2/9)Centralized Product Specifications Management• Product specification data managed in Aras Innovator can be quickly retrievedand share with other departments.14AS-WAS AS-ISEngineering ProcurementSales It is very difficult to retrieve previous productspecifications, which need to be checked manually. When specifications are updated, the change notificationsare not immediately sent to other departments or often lost. Specifications are managed in a central system and sharedeasily along with related product data and drawings.Production
  • The Dynamic VCM LeaderAS-WAS vs. AS-IS (3/9)Specification Copy & Paste• Each sales order may require hundreds of specification documents.With PLSCM these documents can be easily reproduced by “Save As” operation.15AS-WAS AS-IS Creating specification documents for a new sales order takesa lot of time and is error prone task.Existing SpecificationNew SpecificationBOM and GA Drawing for a New Specification Using an existing specification item, the specification of anew sales order can be quickly created by “Save As”operation reusing product information and CAD data.
  • The Dynamic VCM LeaderAS-WAS vs. AS-IS (4/9)Specification Data Management (SDM)• Specification data that define product specification are managed systemically.16AS IS TO BE New specifications from a sales order are not often sharedwith other sales teams. Once new product specification data are registered inPLSCM, all sales teams can use them to create newspecifications.+ New Spec (ANSI 155#) New Specification DataSpecifications can be registeredwith the new specification data
  • The Dynamic VCM LeaderAS-WAS vs. AS-IS (5/9)MBOM Management• EBOM is defined based on product data without material information.• MBOM is generated based on product data in conjunction with material specifications.17AS IS TO BE MBOM is created manually based on product specifications. Errors in MBOM create critical quality issues in themanufacturing stage. Based on product data related to specifications MBOM isgenerated automatically. The generated MBOM is instantly shared with other teamsand can be also viewed in different forms.
  • The Dynamic VCM LeaderAS-WAS vs. AS-IS (6/9)Retrieving the Change History of Products and Specifications• Since there are many product variations to meet customers’ specific requirements, it is importantto retrieve the change history of products and their specifications.18AS IS It is difficult to retrieve product data and their changehistories related to previous specifications.TO-BE Product data related to a particular specification and theirchange history can be quickly searched and reused.
  • The Dynamic VCM LeaderAS-WAS vs. AS-IS (7/9)Production and Quality Management• Production Orders and Quality Assurance Tasks are linked withSales Orders and Product Specifications.• Production orders affected by revisions in sales orders can be quickly identified and managed.19AS-IS TO-BE Link information between Sales Orders(SO) and ProductionOrders(Prod/O) are not managed well. This makes it difficult to manage and share the revision dataof customer requirements. Production and quality management tasks are executed basedon the SO’s and specifications registered in PLSCM Timely sharing of accurate data and relevant change historiesbecomes possible. Accumulated quality data can be used for statistically qualityanalysis and control.
  • The Dynamic VCM LeaderAS-WAS vs. AS-IS (8/9)Document Management• Documents are hierarchically categorized and managed for quick search and retrieval.• To manage project deliverables to EPC clients, BOM-like document structure is supported.20AS IS TO BE Documents are managed by individuals and therefore theretrieval and reuse of documents are difficult. Retrieving similar or relevant documents is difficult. Documents are managed based on predefined hierarchicalcategories, which enable quick search.
  • The Dynamic VCM LeaderAS-WAS vs. AS-IS (9/9)Project Management• Project information and deliverables are managed along with related information such as salesorder, production order, and work orders in order to give the maximum visibility of the project.21 Project information and deliverables for internal use and clientsare not properly managed. Visibility for project is poor and therefore it is difficult to detectpotential risks and quality problems. Project templates for customer and business types are defined adprojects are managed according to these management templates. With systematic project deliverables and standardized projectmanagements project duration can be shortened with properlycontrolled project and product quality.
  • The Dynamic VCM LeaderPLSCM SnapshotsSales Management Module22• Sales opportunities and orders management• Linked with specifications and quotations• Sales options management• Product accessories, manufacturing & testprocedures options• Quotation generation and management• Production specifications and profit factorsfor quotation generation.• Commercial specifications for managingvarious customer’s requirements and productspecifications
  • The Dynamic VCM LeaderPLSCM SnapshotsSales Management Module23• Sales opportunities and orders management• Linked with specifications and quotations
  • The Dynamic VCM LeaderPLSCM SnapshotsSales Management Module24• Sales options management• Product accessories, manufacturing & test procedures options
  • The Dynamic VCM LeaderPLSCM SnapshotsSales Management Module25• Quotation generation and management• Production specifications and profit factors for quotation generation.
  • The Dynamic VCM LeaderPLSCM SnapshotsSales Management Module26• Commercial specifications for managing various customer’s requirements andproduct specifications
  • The Dynamic VCM LeaderPLSCM SnapshotsEngineering Management Module27• Technical specification management• Product configuration data with materialinformation• Part data management• BOM management• Part characteristics data management withpredefined characteristics class hierarchy• CAD (SolidWorks) Integration• Bi-directional property mapping between CAD& PartCharacteristics ClassCharacteristics Data
  • The Dynamic VCM LeaderPLSCM SnapshotsEngineering Management Module28• Technical specification management• Product configuration data with material information
  • The Dynamic VCM LeaderPLSCM SnapshotsEngineering Management Module29• Part data management• BOM management
  • The Dynamic VCM LeaderPLSCM SnapshotsEngineering Management Module30• Part characteristics data management with predefined characteristicsclass hierarchyCharacteristics ClassCharacteristics Data
  • The Dynamic VCM LeaderPLSCM SnapshotsEngineering Management Module31• CAD (SolidWorks) Integration• Bi-directional property mapping between CAD & Part
  • The Dynamic VCM LeaderPLSCM SnapshotsProduction, Procurement, & Quality Management Module32• Manufacturing Process Planning (MPP) formanaging standard processes• Production order and work order (per valve) management• Aggregated MBOM view• Production progress monitoring• Quality Assurance (QA) reports• Data entry forms just like previously usedquality check sheets
  • The Dynamic VCM LeaderPLSCM SnapshotsProduction, Procurement, & Quality Management Module33• Manufacturing Process Planning (MPP) for managing standard processes
  • The Dynamic VCM LeaderPLSCM SnapshotsProduction, Procurement, & Quality Management Module34• Production order and work order (per valve) management• Aggregated MBOM view
  • The Dynamic VCM LeaderPLSCM SnapshotsProduction, Procurement, & Quality Management Module35• Production progress monitoring
  • The Dynamic VCM LeaderPLSCM SnapshotsProduction, Procurement, & Quality Management Module36• Quality Assurance (QA) reports• Data entry forms just like previously used quality check sheets
  • The Dynamic VCM LeaderFuture DirectionsDSM (Demand & Supply Management) Enhancement• Delivery Order & Inventory ManagementRequirement Management• Collaboration with EPC companiesCapacity Simulation & Production Planning• On-time Production and Delivery37
  • The Dynamic VCM Leader Copyright ⓒ 2013 Zionex, Inc. All rights reserved | ConfidentialThank You Very Much!