Hayward Tyler Group Project 50 Simulation
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Presenting at the Lanner predictive simulation conference, 2016, Ross Meikle and Oliver Buhlinger from Hayward Tyler Group explain how they used Lanner simulation software to achieve their vision and growth and increase their efficiencies.
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Hayward Tyler Group Project 50 Simulation
- 1. Hayward Tyler Group – Project 50 Lanner Conference - MTC Ross Meikle & Oliver Buhlinger Replace with global image
- 2. Hayward Tyler : 2 What do we do? Design, engineer, manufacture & service electric motors for mission critical applications How do we deliver it? Through: Continuous improvement Our people Our processes How do we do it? Innovative product/ service offering Who do we do it for? Market led: Energy sector Global customers Local service Leading manufacturer of ‘mission critical’ motors and pumps High pressure, High temperature and Difficult to handle fluids
- 3. Where we are (incl. the number of our employees) 3 © Hayward Tyler Group PLC 2015 (www.haywardtyler.com) 219 25 145 21 100 6 4. 1. 2. 3. 5. 6. Original Equipment design , project management and production centres Local service centres Locations: 1 Luton, UK 2 Peterborough, UK 3 Glasgow, UK 4 Vermont, USA 5 Kunshan, China 6 Delhi, India
- 4. Hayward Tyler Headquarters Development : Hayward Tyler Luton currently operates at £30million turnover Pushing through 80 units per year The sites growth plan was to double to £60million by 2022 Targeting a throughput of <160 units per year Mix of Different Products TO BE OUR CUSTOMERS’ NUMBER ONE CHOICE FOR THE PROVISION OF MISSION CRITICAL ELECTRIC MOTORS 4
- 5. Business Case We opted to use simulation software to build on our pathway to achieving our vision and growth plan The Sales team were given targeted growth planning per sector and number of unit increases Showcase to potential customers that we will deliver 2-3 times our current capacity Investors stipulation to use Simulation Software or there was no deal 5
- 6. Why Lanner Witness Advised by Civil Nuclear Sharing in Growth (UK) Proven reputation in process simulation and optimisation Case Studies showcased the company and software Able to provide us the usability we wanted with our model Ability to transform our 2D into a 3D model Partnerships with other ventures such as Virtalis Able to connect with other software and databases 6
- 7. Where did we start : Analysis of products for Hayward Tyler Ltd 7 StatorRotor 1000+ components
- 8. ‘Live’ Running Example 8 • Over to Oliver Buhlinger - Start to finish example of 2D & 3D modelling of factory - What questions did the model answer for us • What do we want to model? Why? • How did we tackle this? • What was the result?
- 9. Parameters 3.1 Annual Target Rate (rotors & stators) Rate 70 per year 163 ‘Live’ Running Example 9 Schedule 2.1 Schedule Order Ref Product Type Product Desc Type Part Number Part Description Parent Level Op Seq Set Hrs Prod Hrs Total Hrs Resource Grp Subcon Hrs Out Operation Text 2 1 BCP 3 SP42878/011 MOTOR AND TRANSIT ASSY 0 10 0 56 56 FITT 0 Build unit 2 1 BCP 1 SP42878_021 STATOR WIND & CONN *Q DRG 42878_021 ISS SP42878/011 1 30 0 2 2 FLASH 0 Flash 2 1 BCP 1 SP42878_021 STATOR WIND & CONN *Q DRG 42878_021 ISS SP42878/011 1 20 0 35 35 CONNECTING 0 Connect 2 1 BCP 1 SP42878_021 STATOR WIND & CONN *Q DRG 42878_021 ISS SP42878/011 1 10 0 110 110 WIND 0 Wind 2 1 BCP 1 SP42878_021_UF STATOR ASSY PACK BUILD NB DRG 42878_2101 IS SP42878_021 2 110 0 2 2 WASH 0 Deburr and wash 2 1 BCP 1 SP42878_021_UF STATOR ASSY PACK BUILD NB DRG 42878_2101 IS SP42878_021 2 90 0 3 3 WELD 0 Weld tie bars 2 1 BCP 1 SP42878_021_UF STATOR ASSY PACK BUILD NB DRG 42878_2101 IS SP42878_021 2 80 0 3 3 WELD 0 Mark tie bar position Preventative Maintenance (PM) Schedule Week Day BALANCE BORE CONNECTING FRAZE LATHE WASH WELD WIND VPRESS GRIND BRAZE FLASH FITT CLEANING CONNECTS 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 7 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 11 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 12 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 13 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 14 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 2 Movements 5.1 Table of movements Ref ResourceGrpID On, Off or Unused Cruiser On Rig 1 2 For Production Off Rig 1 2 movement to next station Crane Preference 1 Crane Preference 2 Crane Preference 3 Crane Preference 4 1 BALANCE Off CraneOnly 0.3 CraneOnly 0.3 TugOrCrane 1 2 BORE Off CraneOnly 0.3 CraneOnly 0.3 TugOrCrane 1 3 CONNECTING On TugOnly 0.05 TugOnly 0.05 TugOrCrane 1 4 FRAZE On TugOrCrane 0.3 0.05 TugOrCrane 0.3 0.05 TugOrCrane 1 5 LATHE Off CraneOnly 0.3 CraneOnly 0.3 TugOrCrane 1 6 WASH Off TugOrCrane 0.3 0.05 TugOrCrane 0.3 0.05 TugOrCrane 1 7 WELD On TugOrCrane 0.3 0.05 TugOrCrane 0.3 0.05 TugOrCrane 1 8 WIND On TugOnly 0.05 TugOnly 0.05 TugOrCrane 9 VPRESS Off CraneOnly 0.3 CraneOnly 0.3 TugOrCrane 1 10 GRIND Off CraneOnly 0.3 CraneOnly 0.3 TugOrCrane 1 11 BRAZE Off CraneOnly 0.3 CraneOnly 0.3 TugOrCrane 1 12 FLASH Off CraneOnly 0.3 CraneOnly 0.3 TugOrCrane 1 1 13 FITT Unused CraneOnly 0.3 CraneOnly 0.3 CraneOnly 2 3 14 CLEANING Unused CraneOnly 1 CraneOnly 0.5 CraneOnly 2 3 15 CONNECTS Unused TugOnly 0.5 TugOnly 0.5 TugOnly 16 WELDS Unused CraneOnly 2 CraneOnly 1 CraneOnly 5 6 17 SPARES 18 DYNO Unused CraneOnly 0.3 CraneOnly 0.3 CraneOnly 2 3 19 TEST_OG Unused CraneOnly 0.3 CraneOnly 0.3 CraneOnly 2 3 20 TEST_SUB Unused CraneOnly 0.3 CraneOnly 0.3 CraneOnly 2 3 21 TEST_NUC_RCFW Unused CraneOnly 0.3 CraneOnly 0.3 CraneOnly 5 6 22 TEST_BCP Unused CraneOnly 0.3 CraneOnly 0.3 CraneOnly 5 6 23 PAINT Unused CraneOnly 0.3 CraneOnly 0.3 CraneOnly 6 5 24 PACK Unused CraneOnly 0.3 CraneOnly 0.3 CraneOnly 3 2 25 PACKBUILD On TugOrCrane 0.3 0.5 TugOrCrane 0.3 0.5 TugOrCrane 1 26 27 28 29 LAUNCHPARTS Unused CraneOnly 0.3 TugOnly 0.3 TugOnly 1 30 SubConReturn Unused CraneOnly 0.3 CraneOnly 0.3 CraneOnly 1 Resource Utilisation Select Replication Average 11.1 Chart of Resource Utilisation % 9.56 23.64 12.15 5.84 8.62 4.80 4.74 18.36 8.79 12.00 4.39 1.90 7.78 3.26 8.17 34.90 75.09 32.38 37.50 35.59 39.86 39.84 26.30 35.25 31.51 39.90 42.43 36.86 41.41 36.44 0.00 0.77 0.12 1.24 0.07 0.00 0.06 0.00 0.09 0.90 0.11 0.11 0.00 0.00 0.00 0.15 0.27 0.00 0.00 0.33 0.00 0.00 0.00 0.49 0.24 0.20 0.20 0.03 0.01 0.00 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% BALANCE BORE CONNECTING FRAZE LATHE WASH WELD WIND VPRESS GRIND BRAZE FLASH FITT CLEANING CONNECTS busy idle blocked setup pm & broken Wait for crane or tug off shift Daily Report Select Replication Average 10.1 Takt Time (hours) 10.2 Graph of Completed Pumps And Spares Output by Day 10.3 Total output 10.4 Table of Output by day Total Day 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 69 Total Quantity 0 1 1 1 1 1 1 2 2 2 2 4 4 4 4 4 4 5 85.2 Takt 0 10 20 30 40 50 60 70 80 1 8 15 22 29 36 43 50 57 64 71 78 85 92 99 106 113 120 127 134 141 148 155 162 169 176 183 190 197 Day
- 10. How have we utilized it : Customer interaction HT Luton – Mega Day (Communication Session) Factory Layout 2D & 3D (Flow of Product) Purchasing Equipment (Borer, Lathe, Grinder, Tugs) Employee Engagement (Work Area Development) Investor Confidence in decision making process Proven Our Layout Works with relatively low cost 10
- 11. Hayward Tyler Inc (Vermont) – Shop Floor Project : 11 What if… Did it work… Try this… We have completed the current state model with the following to come: Cell Based Models Templates for input 3D scanning of the shop floor Implementation of future state model Physical re-layout
- 12. Peterbrotherhood (Peterborough) – Shop Floor Project : 12 We have completed the scoping phase with Lanner on the Peter Brotherhood site Our next steps are: Building a current state model Templates for input 3D scanning of the shop floor Analysis of current state Understanding what the future state will look like Run various scenarios Implementation of future state
- 13. HT Kunshan & HT India 13
- 14. Future Development : 14 • Sales and Operational Planning at Hayward Tyler • What is it? How do HT use this? • Plug in FY17 model – (Live + High Confidence Level Orders) • Utilizing the current templates in the current model developed • Future Model • Initiating ERP information and templates into the model • This will be utilised from a front S&OP perspective as well as day to day running on the shop floor with our live orders.
- 15. Thank you for listening to our story : 15
Editor's Notes
- Good Morning Ladies and Gentlemen. My name is Ross Meikle and my Colleagues name is Oliver Buhlinger and we are here today to take you through the journey my company Hayward Tyler has been through over the past two years. A little bit about our backgrounds. We are both mechanical engineers by trade and both studied in UK based universities in Manchester and Brighton. Currently my position is HT Group Development Lead and my Colleagues position is HT Luton’s Continuous Improvement Manager. We both came into HT through the Graduate scheme and have both excelled in the businesses with the opportunities we have been given to where we are today.
- Moving on to who Hayward Tyler are and what we do. We are a “Leading Manufacturer of mission critical motor and pumps” in the energy sector dealing with high pressures, temperatures and difficult fluids. We design, manufacture, build and test all of our products in house. Last year we celebrated our 200th year anniversary which has been a great milestone for the business. For our main product we make Boiler Circulation Pumps which we have a base of greater than 2300 units globally.
- At Hayward Tyler Group we have 6 sites and operate at 500+ employee’s based in the UK, USA, China and India
- Hayward Tyler's Headquarters in Luton currently operates at a £30 million turnover, pushing through 80 Units per year. The sites growth plan is to double to £60 million turnover, pushing through 160 units per year. To do this we needed to target new business and deliver what the customer wants when they want it. Our targets were largely based around a reduced lead-time in product as well as a faster throughput rate. With our key focus on being our “customers number one choice for the provision of mission critical electric motors”.
- To achieve the growth plan at Luton we had to have a strong case behind us to ensure the investment is wisely spent. Our sales team were given the growth plan for the various sectors and increase in units year on year. We wanted to use the simulation to show we are making fact based decisions with data outputs. We wanted to utilise the software as well to target showcase to potential customers that we will be capable of delivering 2-3 times our current capacity with the changes we were proposing. The biggest things being, “Doing what we say we are going to do”, delivering results. Finally with our investors, as would anyone putting money into a venture, they want to know that everything was done through data and analysed in depth. With this it was a stipulation that simulation software should be used or no deal.
- We went to Lanner for various reasons one of which was being advised by the Nuclear Sharing in Growth program we are part of in the UK. They have a proven reputation in process simulation and optimisation with case studies to showcase. The product they had fitted what we at Hayward Tyler wanted best with it’s ability to convert from 2D into 3D, produce outputs of data from which we could make fact based decisions. It was also noted that they had significant partnerships with a lot of companies such as Virtalis, which to us showed they were expanding and developing new concepts to evolve.
- In the slide above you can see what is known as a Boiler Circulating Pump (BCP), this is what we at Hayward Tyler largely produce which contains 1000+ components. From this we as a business looked into, what parts take the longest cycle and lead-time? How can we tackle them? On the right hand side is a key part called a stator shell and on the left a rotor shaft. After looking into the data over the year we noticed a pattern in these two parts being the “problem children”. They both equate to roughly 45% of our business and machine shop hours in a year, which told us we were focusing on the key parts in the process.
- The inputs to the system were: Selection of the projected product mix. We produced product type templates from our Epicor ERP system with all the critical path operations including sub con operations as well. The schedule then gets generated and exported into the Model manager. In the model manager we have the following inputs: Parameter page lets you select the desired total output of units. The simulation will attempt to hit the target number of units. We used the preventative maintenance tool to model planned downtime. We later used it to further model shutdown periods like Christmas and bank holidays. The movements tool allowed us to validate our investment in terms of cranes and Crusers®. We simulated travel distance, speeds and utilisation of these resources as well. With the shifts tool we try various shift scenarios. Each resource could have its own shift pattern. Some of the outputs from the system were: Resource utilisation was key to understanding our capital expenditure and skills requirements The product lead time and takt-time reports enabled us to have a strategic plan in areas were these needed to be improved. We tackled the projects in collaboration with the brilliant lanner team but we are also very fortunate to have the skills on site to share the development of tools such as model manager, and crane & tug movements. I will now give you a quick live demonstration of our FY2017 model.
- We have enabled ourselves to take customers through what will be our reality and show them the data behind what we are doing. Witness has become our best tool to showcase our future and where we as a business are going. The Luton Mega Day was a mass communication session to the factory which we utilised witness and virtalis to showcase the future to the workforce in both 2D & 3D interaction. The equipment and investment we have made in machinery was underpinned by the witness software and data it provided In functional areas we have been able to get in and look at the detail of them and target getting them set up first time around. This has been possible by using witness and brining employee’s into the mix with a 3D visual outlook The confidence from our investors has been built up with our decision making process through the usage of witness and through that we have been empowered to make things happen. Above all we have been able to prove the layout works at relatively low cost, all based on data.
- We are currently expanding our Simulation abilities to other sites to tackle key issues: I was recently in Hayward Tyler Inc for a 6 month secondment from which I introduced Lanner Witness to the business. It has already create a current state model with plans to develop cell based models, 3D scan the factory and initiate the future states in 2016.
- Hayward Tyler Group in November 2015 acquired Peter Brotherhood, a manufacturer of Turbines with a 150 year history. It too has taken hold of simulation and will be utilising it to develop new working areas in the factory. It has completed it’s initial scoping phase and in the coming weeks will be developing it’s future state model followed by the other items listed above. We at Hayward Tyler Group are expanding our Simulation capabilities globally so that we have a greater understanding and confidence in our decision making process. Implementing simulation requires the buy in from everyone. One challenge is the people and personalities. When people are first presented with the prospect of simulating business processes it can first create the impressions that every single process would have to be modelled. This in turn generates the fear of a massive workload. In most cases though you want to only model what is necessary to answer you key questions first. With this approach there is a much quicker turnaround. Some of the PB sales team did not immediately grasp the potential of simulation as a key sales tool. The ability to run a prospective customer’s order and fast forward it to give him a simulated and visualised status and completion date is powerful. In the past one and a half years, every pitch we have made to major prospective customers has involved demonstrations of our simulation capabilities. The feedback has always been, simulation gave our customers confidence we could deliver what we said we would.
- In our China facility and India branch, we are looking at new facilities and are using Witness to underpin the investment we make.
- “Sales and operations planning (S&OP) is an integrated business management process through which the executive/leadership team continually achieves focus, alignment and synchronization among all functions of the organization”
- Thank you for listening to our story. Are there any questions?