Es una presentacion de prueba de Luciano

2. OBJETIVO Brindar a la audiencia elementos que permitan relacionar los conceptos de Six Sigma y Mejora Contínua con el Desarrollo de Proveedores Logísticos

5. Dow Portfolios New Ventures Unallocated and Other Hydrocarbons and Energy Hydrocarbons & Energy Polyethylene Polypropylene Polystyrene Core Chemicals Ethylene Oxide/Ethylene Glycol Basic Plastic & Chemicals Dow AgroSciences Agricultural Sciences Dow Automotive Dow Building Solutions Dow Epoxy Polyurethanes and Polyurethane Systems Specialty Plastics and Elastomers Technology Licensing and Catalyst Designed Polymers Dow Latex Specialty Chemicals Performance Plastics & Chemicals

7. Bahía Blanca Buenos Aires Compañía MEGA IP O O IP OFFICES R&D INDUSTRIAL PLANTS DOW ARGENTINA IP IP ID ID ID San Lorenzo Loma de la Lata IP IP ID ID ID Pergamino Colón Venado Tuerto

10. 6  A B C D Customer Supplier A x B x C x D = 99.9997% 99.9999% 99.99998% 99.9993% 99.99999% Customer A B C D Return Check Check Check Double Check Waste Waste Delay Rework Rework 95% 99% 98% 97% A x B x C x D = 89% Supplier Waste NOT 6  Concept : The “Hidden” Factory

11. 4 6,210 99.38 5 233 99.977 6 3.4 99.9997 7 0.020 99.999998 Concept : Defects per Millon Opportunities  % Accurate Defects per Million Opportunities 2 308,500 69.15 3 66,800 93.32 1 691,500 30.85

14. Measure ( M AIC) Understand the Process and Potential Impact Define Problem Understand Process Collect Data Process Performance Baseline – New Sigma Estimated Financial Impact

16. Measure ( M AIC) To understand where you want to be, you need to know how to get there. Map the Process Measure the Process Identify the variables - ‘x’ Understand the Problem - ’ Y’ = function of variables -’x’ Y=f(x) Define Problem Understand Process Collect Data

19. Assess Project Goals Current Process Performance Ideal Process Process Performance (  ) Project Goal too passive Project Goal too aggressive Time Realistic Project Goal Assure Project Goals are Realistic and Achievable Analyze (M A IC)

22. Process Control Develop effective mechanisms to maintain control of process improvements Apply controls to process inputs - Xs (not necessarily output - Y) SPC Control (MAI C ) Before After

23. Control Plan Update process control plan to maintain improvements Now we Understand the Problem / Defect Statement Y = f ( x 1 * , x 2 , x 3 , x 4 * , x 5 , X 6 ) Vital Factors included in Process Control Plan Control (MAI C ) Process (Parameters) X 4 * Output (Y) X 3 X 2 X 6 X 5 X 1 *

24. Control Plan Update process control plan to maintain improvements Now we Understand the Problem / Defect Statement Y = f ( x 1 * , x 2 , x 3 , x 4 * , x 5 , X 6 ) Vital Factors included in Process Control Plan Control (MAI C ) Process (Parameters) X 4 * Output (Y) X 3 X 2 X 6 X 5 X 1 *

26. Six Sigma Summary 4 Step Methodology for Process Improvement Measure Characterize Process Understand Causes Analyze Improve and Verify Process Improve Maintain New Process Control

28. Company Continuous Improvement Philosophy Six Sigma Supply Chain Projects Outsourcings Warehouse Consolidation New MOTs From Six Sigma to Logistic Services Providers New Routes New Services Others Opportunity for Logistics Services Providers Development…..Relationship…..Business Manufact. Projects Commercial Projects R&D Projects Purchasing Projects

31. BUENOS AIRES Veamos algunos casos que derivan en desarrollo de Proveedores Logísticos

32. BUENOS AIRES Agreement If one truck does at least 3 trips in the day, then there is a 20% of discount on the agreed freight rate CASE I : Productivity Agreement with LSP Ext. WH 3PL1 Owned My Site Warehouse Plants Shipments in/out Ext. WH / 3PL1

33. Ext. Wh.1 RM1 RM2 RM9 RM7 RM6 RM8 Ext. Wh2 RM5 RM4 Warehouse RAW MATERIALS RM3 Ext. Wh.3 Production Facilities Warehouse FINISHED GOODS Ext. Wh.4 My SITE Ext. Wh. Customers Customers Ext. Wh. Ext. Wh. Ext. Wh. Customers RAW MATERIALS FINISHED GOODS Ext. Wh Ext. Wh. Ext. Wh. Customers Ext. Wh. CASE II : Redesign / Outsourcing

36. LEVEL OF INTEGRATION & COMPLEXITY - Leverage in/out supplier-rates without changing current supply chain - Develop new logistic alternatives (vessel, bimodal, new port, etc.) - Design a tailor made sc work process involving resources of both Companies - Involve a 3PL (Operador Logístico) to be accountable for most of supply chain - Involve a 3PL (Operador Logístico) to be accountable for the whole supply chain - Others CASE III : Integration with Customers (cont.)

38. MUITO OBRIGADO! MUCHAS GRACIAS! MANY THANKS!