S&OP Case Study Creating Value at O Neal Manufacturing Services. Anthony Zampello, CPIM, CIRM, CSCP Adjunct Faculty Bentley University

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1 S&OP Case Study Creating Value at O Neal Manufacturing Services Anthony Zampello, CPIM, CIRM, CSCP Adjunct Faculty Bentley University

2 Prepared by: Jamie Cochran, Strategic Business Applications Manager, O Neal Manufacturing Services Daniel Marino, CPIM, Senior Partner, Marino Associates Anthony Zampello, CPIM, CIRM, CSCP, Zampello & Associates

3 Agenda Setting the stage Tour of S&OP at O Neal Manufacturing Services Lessons learned / next steps

4 Let s Build Things O Neal Manufacturing Services, a division of O Neal Industries

5 Setting the Stage Business issue: Operations isn t getting enough visibility into the future to plan capacity Initial step: Form an internal team to resolve the issue Team s conclusion: Implement formal Sales & Operations Planning

6 Setting the Stage Steps taken to implement formal S&OP: 1. Hire successful consultants 2. Consultants in-depth review 3. Top management buy in 4. Form an internal design / implementation team 5. Create customized S&OP

7 Setting the Stage Creating Customized S&OP: 1. Understand the business 2. Understand generic 5 Step S&OP 3. Review each step and customize a. consider skill sets of company b. consider tools available

8 Setting the Stage Refresher of 5 Step S&OP 1. Gather data 2. Prepare demand forecast using families 3. Prepare supply plan to support demand plan 4. Hold pre-s&op meeting 5. Finalize single company game plan at executive S&OP meeting

9 Agenda Setting the stage Tour of S&OP at O Neal Manufacturing Services Lessons learned / next steps

10 Let s Build Things O Neal Manufacturing Services O Neal Manufacturing Services (OMS) is a division of O Neal Industries, the largest family-owned metals company in the U.S. OMS is a supplier of fabricated metal components and welded assemblies Our customers build equipment that shape the world we live in. Our product portfolio supports manufacturing of locomotives, forklifts, bulldozers, power equipment and more

11 Let s Build Things S&OP at O Neal: The Customized Process Step 4: Demand Review Step 5: Plant Ops Review Consensus Forecast by Product Family by Plant Step 6: Consolidated Ops Review Plant Level Supply Plan, Capacity Constraints Step 7: Preliminary SOP Reconciliation Consolidated Supply Plan, Capacity Constraints Step 8: Executive SOP Meeting Conflict Resolution, Recommendations & Agenda for Exec. Mtg. Game Plan Step 2: Sales Forecast for New Products Demand for existing product, Demand for Prospective Product, Existing Product Ramp down Step 1:Data Gathering Sales Actual, Statistical Forecasts

12 Let s Build Things S&OP at O Neal: STEP 1 Data Gathering Basic data housed in ERP system implemented over 10 years ago for Distribution Business Pulled pertinent data IN DETAIL via Access and Excel Based on SQL structure with Excel front-end Built prototype for agile startup

13 Let s Build Things S&OP at O Neal: STEP 2 Sales Forecast for New Product O Neal manufactures parts designed by customers and awarded through quote process Process set up to review all open quotes % of confidence used

14 Let s Build Things S&OP at O Neal: STEP 3 Sales Forecast for Existing Customers / Existing Parts Communication with major customers occurs monthly in order to obtain up-todate forecast data over the next 18 months Part forecast data is obtained for a sampling of high volume parts then combined with customer feedback to develop an 18 month demand plan

15 Let s Build Things S&OP at O Neal: STEP 4 Demand Review Combined new and existing parts to one consolidated 18 rolling month demand plan Major trends discussed Discussed and approved by top executive in charge of sales

16 Let s Build Things S&OP at O Neal: Demand Planning Process History and forecast are broken down by demand stream Sales Hist and Forecast($m) F D B Total E C A PriorCycle Sales Hist and Forecast ($m) (13-24) Total (1-12) Total 1-12 Total Total

17 Let s Build Things S&OP at O Neal: STEP 5 Individual Plant Operations Review Critical manufacturing resources identified for all factories Critical materials identified for all lines Each factory reviews updated demand plan Each factory reviews resource loads to determine adjustments to manufacturing schedule with eye on critical materials needed

18 Let s Build Things S&OP at O Neal: STEP 6 Consolidated Plant Operations Review All 8 factories combined into one supply plan Reviewed, discussed and approved by senior manufacturing executive

19 Let s Build Things S&OP at O Neal: Supply Planning Process Individual plant and consolidated load profile view for one critical resource group Eff: 107.6% Load New Product Load ReserveCapLoad Max Capacity Demonstrated Capacity SecnarioCap Laser 3000/4000 ABC Util: 66.7% # of Machines: X # Shifts: Y BL 12mo Ld: 38% Scn 12mo Ld: 38% Eff: 117.4% UoM: HR Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 5,0000 Load New Product Load ReserveCapLoad Max Capacity Demonstrated Capacity Load New Product Load ReserveCapLoad Max Capacity Demonstrated Capacity SenarioCap Laser 3000/ Util: 71.1% # of Machines: 3 # Shifts: 6 BL 12mo Ld: 79% Scn 12mo Ld: 83% UoM: HR Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15

20 Let s Build Things S&OP at O Neal: STEP 7 Preliminary S&OP Consolidated 8 plant review by sales and operations to build aligned plans Final discussion at detail level of constraints and resolution proposed

21 Let s Build Things S&OP at O Neal: STEP 8 Final S&OP Executive S&OP meeting with Top executives of O Neal Manufacturing Services Appropriate executives of O Neal Steel Sourcing / purchasing Finance

22 Agenda Setting the stage Tour of S&OP at O Neal Manufacturing Services Lessons learned / next steps

23 Lessons Learned Next Step Accomplishments: S&OP Stabilization: Sales and Operations Planning in place Mid to long-term planning decisions and strategy being made with monthly reviews Continuous S&OP improvements being implemented Full-time S&OP facilitator in place Improving alignment between sales, manufacturing and the supply chain

24 Lessons Learned Next Step Path Forward Establish a formal master production schedule process: Aggregate MPS to match with the S&OP plan Form the link between S&OP and production planning Become a contract between sales, manufacturing and the supply chain Improve supply chain efficiency (steel mill planning)

25 Driven by S&OP Master Scheduling Owned by each plant master scheduler Horizon 3 months into the future Appropriate BOM level Performed weekly at each plant Capacity review of medium range resources, critical / bottleneck operations Feeds material requirements planning process

26 Lessons Learned Next Step Path Forward Establish team and project plan Establish a schedule for a 8 plant rollout Review and optimize existing ERP system Educate and train all plants Review the supply chain requirements

27 Lessons Learned Next Step Path Forward Project plan and scope established Master production scheduling Sales order process Materials requirement planning

28 Lessons Learned Next Step Path Forward Project plan (Continued) ERP optimization a complete review of JDE Review functions and features and determine if the systems AS IS supports new processes Review detail information: Order policies Lead times Lot sizes Safety stock

29 Lessons Learned Next Step Implementation Path Forward Develop daily MPS and MRP schedule for each week Determine source of MPS demand Determine how MPS process will handle new production introduction process Develop rules for critical parameters

30 O Neal Mfg. Svcs. Excellence Implemented Sales and Operations Planning Implementing formal master production scheduling On going ERP optimization On going formal education and training Will be improving lead times Will be improving materials management Already delighting the customer

31 For further information The Fabricator October 2014, pg Anthony Zampello

32 Questions? Comments?

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