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Material Flow Automotive Tier-1 Supplier

Since December 2020 we have been supporting our client, an Automotive Tier-1 supplier, who manufactures carpets and insulators , using logistics methodologies in order to speed up material flow, and obtain reduce impacts in Production due to lack of timely inventory supply, and allowing a better On-Time delivery to OEM customers.

The Challenge

Company requested our support since they were having downtime in production work centers due to late supply inventory, lack of sense
of urgency, lack of coordination among different material teams and not very good scheduling in certain process.

We have been supporting our client by providing support in the following activities:
I. Determinate main drivers for late material delivery to work centers.
II. Change position expectations by increasing expectation on Leadership, accountability and communication.
III. ERP issues: Root-cause analysis for missing SAP label in WIP containers.
IV. Improving shipping process by taking out a rework area inside FG area. Avoid container mix.
V. Reduce automatic press shutdowns due to late material delivery by using kan ban concept or visual factory concept.
VI. Recognize achievements on material flow done by team member and raise expectations to middle management team.

AMBE helped to quickly identity and visualize the main issues, providing support by performing or coordinating the improvement of
these.

The Solution

 

The Result

Communication Sense of urgency

Before

Poor communication among material supervisors. Lack of ownership and sense of urgency when handling priorities.

After

Improved communication among different shifts. Priorities are being followed and team is focused to a common result.
Leadership Accountability

Before

Lack of coordination. No push for a common goal. No consequences If either materials supply or scheduling was poor.

After

Change in Position profile expectations. PC&L manager asking for results. No sloppy behavior is allowed.
Keep up Housekeeping

Before

WIP containers were placed everywhere without SAP labels, both from Rando and other processes. Aisles were overloaded. SAP inventory was wrong.

After

All WIP containers with SAP label. Rando pallets with label in every shift. Crystal-clear process. Better SAP inventory control, due to backflush and pallet physical identification.
Kan ban Implementation

Before

Up to 10 minutes lost in Automatic / Manual press due to late patch delivery by Components team. Waste of time and money because of Downtime.

After

Kan ban implementation will allow to reduce to zero lack of timely material supply in Automatic / Manual press. Visual factory allows material clerks to quickly identify low inventory in Production.
With more than 100 team members in the US and response teams available globally, we are an award winning ISO 9001:2015, dual-certified W/MBE diverse supplier that brings expertise you can count on and outcomes you can measure.
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