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Mithun Patil Ppt

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Mithun Patil Ppt

  1. 1. 1Copyright © 2012 Mahindra & Mahindra Ltd. All rights reserved. 1
  2. 2. 2Copyright © 2012 Mahindra & Mahindra Ltd. All rights reserved. Mithun Patil AD Spares Sourcing Reporting Manager - Ajit Thomas Dept. Head - Rajeev Mirji Joining Date: 23st Nov’15
  3. 3. 3Copyright © 2012 Mahindra & Mahindra Ltd. All rights reserved. Overview  Profile Introduction  Key Responsibilities  Project Undertaken  Rise Pillar  Reward & Recognition  Gratitude
  4. 4. 4 Profile Overview
  5. 5. 5 Functional Competencies : • Single point contact for all new project • Availability all IDK & IWK parts before given target date • Champion for VOR FFR achieving 100% daily • Ensuring the Comm FFR reservation within 3 days • Monitoring MVML BIW weekly part schedule adherence • CFT member for all new project Customer Focus : • Dispatched parts to direct End Customer on FOC from Vendor • Getting the parts from MHEPL engine line at possible line down situation. Result Orientation : • Daily MIS for VOR FFR & Comm FFR • Daily Publishing the Receipt & Schedule adherence Status to CDMM & CC Team Passion and energy at work : • Good team player • Escalation matrix in Place to get the parts for Spare Parts to enhance customer satisfaction level. • Close looping given activity on time
  6. 6. 6 Key Responsibilities  Dealing at both the ends of Organizational Chain i.e. Customer and Supplier. Acting as a link for all intra-company departments like Planning, Logistics, Quality, Warehousing, Customer – Care, CDMM, Part Engineering & PVT.  Introduction of new parts to be procured in co-ordination with Research & Development and Customer Care like KUV1OO,U220,U215 & U107.  Daily MIS & IDK,IWK receipt status for all new model parts  Weekly Scheduling of In House Manufactured for all models.  Generation Of Weekly Schedule Adherence Report Of MVML Weekly parts.  Daily Monitoring the MSS Eff, VOR & Comm. FFR.  Attending daily KUV1OO,U220 & U215 CFT meeting & monitoring ORC’s
  7. 7. 7 Projects Under Taken S101 - KUV1OO U220 - Imperio U215 – NovoSport P107 MVML & MHEPL Buying (Weekly & Monthly)
  8. 8. 8 P107 Project  To get maintaining V info & Releasing PO,Amending Schedule From DP.  Following with CDMM Team For Material availability (IDK & IWK).  Pulling Critical Material within Short Span From MVML  Daily Publishing the Receipt & Schedule adherence Status to CDMM, Sourcing & CC Team.  Pulling VOR & High Speed Material From MVML & Daily Monitoring BO & VOR FFR
  9. 9. 9 Challenges Faced for KUV1OO IDK & IWK availability  New vendor combination –PO created on wrong vendor code  As per the CDMM need to change the schedule line from vendor to Plant  Due to EN change received some old design parts  There was space constraint & unloading issue for new project part at WH
  10. 10. 10 KUV1OO Project Status PO Summary Receipt Summary Remark No Info PO Avbl Total Full Receipt Partial Receipt No Receipt IDK 5 258 263 240 14 4 IWK 68 1022 1090 769 21 225 Total 73 1280 1353 1009 35 229 PTD Summary PO Summary Receipt Summary Remark No Info PO Avbl Total Full Receipt Partial Receipt No Receipt IDK 5 51 56 35 14 2 IWK 35 257 292 190 4 63 Total 40 308 348 225 18 65 Non PTD Summary PO Summary Receipt Summary Remark No Info PO Avbl Total Full Receipt Partial Receipt No Receipt IDK 0 207 207 205 0 2 IWK 33 765 798 579 17 169 Total 33 972 1005 784 17 171
  11. 11. 11 Challenges Faced for KUV1OO VOR FFR  Order spike  Order on non serviceable part  1st Time part order in VOR , not in commercial  Part in VOR where as Schedule adherence 100%  Part was in RWIP  pricing/info/order on same day  Supplier not accepting parts where as po available on his code  Order received on alternate part no
  12. 12. 12 Action taken on VOR FFR  Daily MIS  Increase in stock norms to take care of increased car park  Focused efforts from buyers on KUV  Proactively made alternate part kit by arranging child part  Coordination with Customer Care and Part Info line , OE plant for closure of Alternate and obsolete parts  Higher Assy proposed for VOR , If child part not available
  13. 13. 13 Action Taken Daily MIS Month Mar dates No of order s No of order line No of parts HIT MISS Reservati on FFR % HIT MISS Reservati on FFR% HIT MISS Reserva tion FFR % HIT MISS Reservati on FFR % FFR% if available stockis consider ed MSS Eff % No of part misse d Reason for FFRloss Action Taken Responsibility Target date current status 16 14 44 44 44 0 100% 14 0 100% 44 0 100% 14 0 100% 100% 93% 0 15 1 2 2 2 0 100% 1 0 100% 2 0 100% 1 0 100% 100% 93% 0 14 25 64 55 63 1 98% 24 1 96% 63 1 98% 24 1 96% 96% 93% 1 First time order received Arraging fromSupplier on urgent basic AmolKale 17.05 Open 13 37 132 114 131 1 99% 36 1 97% 131 1 99% 36 1 97% 100% 93% 1 Part is RWIP Escalte to Operation to RWIPClearance 13.05 Closed 12 20 43 44 42 1 98% 19 1 95% 42 1 98% 19 1 95% 100% 93% 1 First time order received Arraging fromMVML Plant on urgent basic Satish Dange 13.05 Closed 11 37 103 89 103 0 100% 37 0 100% 103 0 100% 37 0 100% 100% 93% 0 10 31 108 78 108 0 100% 31 0 100% 108 0 100% 31 0 100% 100% 93% 0 9 25 55 43 55 0 100% 25 0 100% 55 0 100% 25 0 100% 100% 93% 0 7 28 78 64 78 0 100% 28 0 100% 78 0 100% 28 0 100% 100% 93% 0 6 42 81 48 81 0 100% 42 0 100% 81 0 100% 42 0 100% 100% 93% 0 5 20 39 30 39 0 100% 20 0 100% 39 0 100% 20 0 100% 100% 93% 0 4 27 61 51 60 1 98% 26 1 96% 61 0 100% 27 0 100% 100% 93% 1 Part is RWIP Escalte to Operation to RWIPClearance Operation Team 5.05 Closed 3 17 57 46 56 1 98% 16 1 94% 56 1 98% 16 1 94% 100% 93% 1 Part is RWIP Escalte to Operation to RWIPClearance Operation Team 4.05 Closed 2 26 92 64 89 3 97% 23 3 88% 89 3 97% 23 3 88% 100% 93% 1 Part is RWIP Escalte to Operation to RWIPClearance Operation Team 4.05 Closed 1 1 28 28 28 0 100% 1 0 100% 28 0 100% 1 0 100% 100% 94% 0 0th Day Reservation 1stDay atReservation Orderlines Orders Orderlines Orders
  14. 14. 14 KUV100 VOR FFR 45% 77% 93% 92% 98% 98% 0% 20% 40% 60% 80% 100% 120% Jan'16 Feb'16 Mar'16 Apr'16 May 1st Week May 2nd Week 12/28 Centuries 17/28 Centuries 8/12 centuries in May’16 On material availability 11/12
  15. 15. 15 KUV100 Comm FFR 60% 66% 78% 85% 90% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Jan'16 Feb'16 Mar'16 Apr'16 May 1st Week On material availability FFR is 97% On material availability FFR is 93%
  16. 16. 16 U220 Project Status Overall PO Summary Receipt Summary Remark No Info PO Avbl Total Full Receipt Partial Receipt No Receipt IDK 1 41 42 41 0 0 IWK 9 116 125 113 0 3 Total 10 157 203 154 0 3  IDK & IWK availability has been completed before the launch successfully
  17. 17. 17 MVML BIW Parts Performance 13% 21% 27% 20% 51% 64% 39% 31% 43% 77% 73% 79% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Responsibility taken over
  18. 18. 18Copyright © 2012 Mahindra & Mahindra Ltd. All rights reserved. 18 Platform Leader  Daily 0th Day FFR Calculation & Analysis  Identification of parts in RWIP & transferring them to 6900 location for allocation  Follow up with Buyers & Suppliers for Miss FFR Parts  In plant Stock Transfer from 4 Manufacturing plants.  Ensure the Comm Order reservation if missed in spite of stock available  TUV & KUV Excess inventory movement SPD to MVML taken initiative  Transfer of parts from the production line for Vehicle Off Road (VOR) customers
  19. 19. 19 P107 Project  To get maintaining V info & Releasing PO,Amending Schedule From DP.  Following with CDMM Team For Material availability (IDK & IWK).  Pulling Critical Material within Short Span From MVML  Daily Publishing the Receipt & Schedule adherence Status to CDMM, Sourcing & CC Team.  Pulling VOR & High Speed Material From MVML & Daily Monitoring BO & VOR FFR
  20. 20. 20 Rise Pillar
  21. 21. 21 Accepting No Limits To full fill VOR order’s  Dispatched parts to direct End Customer on FOC from Vendor  Dispatched parts to direct End Customer on FOC from MHEPL  Dispatched the higher assembly part after discussing with end customer  Getting the parts from MHEPL engine line when it was shortage on Assy line
  22. 22. 22 Alternative Thinking  Analyzed the TUV orders parts as on date same has been matched with KUV part wrt description which will help to reduce the KUV inventory
  23. 23. 23 Driving Positive Change  For smooth handover of parts from CDMM to SPD need to have proper documentation like Buying handover form with sign off – Taken initiative  PSW – Part Submission Warrant - Taken initiative  Commodity wise buying
  24. 24. 24 Reward & Recognition  Spot award for Good initiative on KUV1OO  Spot award for Excellent work done on KUV1OO  Got award in C1 meet from CPO “Achieving ever highest FFR for new models
  25. 25. 25 Skills Acquired Below are the learnings which will enhance my overall abilities for tackling difficulties in my professional as well as personal life. • Statistical tools : • Data Management, MIS. • SAP • Excel, Word, • Vendor Management • Team Management • Confidence at work • Time Management
  26. 26. 26 Special thanks to Mr. Bhobe Girish, Mr. Mirji Rajiv and Mr. Thomas Ajit for providing opportunities to learn and work in various areas of Sourcing. And also for enhancing my skill set and capabilities by providing me the following projects KUV1OO,U220,U215,P107, MVML & MHEPL Project. Gratitude
  27. 27. 27 Disclaimer Mahindra & Mahindra herein referred to as M&M, and its subsidiary companies provide a wide array of presentations and reports, with the contributions of various professionals. These presentations and reports are for informational purposes and private circulation only and do not constitute an offer to buy or sell any securities mentioned therein. They do not purport to be a complete description of the markets conditions or developments referred to in the material. While utmost care has been taken in preparing the above, we claim no responsibility for their accuracy. We shall not be liable for any direct or indirect losses arising from the use thereof and the viewers are requested to use the information contained herein at their own risk. These presentations and reports should not be reproduced, re-circulated, published in any media, website or otherwise, in any form or manner, in part or as a whole, without the express consent in writing of M&M or its subsidiaries. Any unauthorized use, disclosure or public dissemination of information contained herein is prohibited. Unless specifically noted, M&M or any of its subsidiary companies is not responsible for the content of these presentations and/or the opinions of the presenters. Individual situations and local practices and standards may vary, so viewers and others utilizing information contained within a presentation are free to adopt differing standards and approaches as they see fit. You may not repackage or sell the presentation. Products and names mentioned in materials or presentations are the property of their respective owners and the mention of them does not constitute an endorsement by M&M or its subsidiary companies. Information contained in a presentation hosted or promoted by M&M is provided “as is” without warranty of any kind, either expressed or implied, including any warranty of merchantability or fitness for a particular purpose. M&M or its subsidiary companies assume no liability or responsibility for the contents of a presentation or the opinions expressed by the presenters. All expressions of opinion are subject to change without notice. Copyright © 2012 Mahindra & Mahindra Ltd. All rights reserved.
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