Recommended
Recommended
More Related Content
Viewers also liked
Viewers also liked (9)
Similar to TAL2016 University of Twente
Similar to TAL2016 University of Twente (20)
More from AIMTEC
Recently uploaded
Recently uploaded (20)
TAL2016 University of Twente
- 1. SERVICE LOGISTICS IN 3D: HOW 3D PRINTING OF SPARE PARTS COULD INFLUENCE YOUR FUTURE AFTER-SALES SERVICE OPERATIONS Nils Knofius
- 2. SINTAS PROJECT SUSTAINABILITY IMPACT OF NEW TECHNOLOGY ON AFTER SALES SERVICE SUPPLY CHAINS Technological options with 3D printing Failure behavior & maintainability Inventory control policies Supply chain network design 10/6/16 2n.knofius@utwente.nl
- 3. 10/6/16n.knofius@utwente.nl 3 3D PRINTING: HOW IS IT DEFINED? “Process of joining materials to make objects from 3D model data, usually layer upon layer”
- 4. 3D PRINTING: WHAT IS IT? THERE IS NOT ONLY ONE 3D PRINTING PROCESS 10/6/16 4n.knofius@utwente.nl Laser Source Scanner System Powder Delivery system Build Chamber Digital Light ProcessingPowder Bed Fusion Roller
- 5. 10/6/16 5 3D PRINTING: WHAT CAN BE DONE? Organics Ceramics Polymers Metals Micro print Nano print Large scale print Materials Size Normal size print n.knofius@utwente.nl Composite materials
- 6. 10/6/16 6 3D PRINTING: WHEN IS IT CONSIDERED USEFUL? n.knofius@utwente.nl Costs Production volume 3D printing Conventional production Costs Geometric complexity 3D printing Conventional production
- 7. POSSIBLE APPLICATIONS IN AFTER-SALES SERVICE LOGISTICS
- 8. 10/6/16 8 3D PRINTING IN AFTER-SALES SERVICE SUPPLY CHAINS THE MAGIC FORMULA? n.knofius@utwente.nl
- 9. 10/6/16 9 REASONS FOR 3D PRINTING IN PRACTICE Design improvements: 1) Weight reduction 2) Waste reduction 3) Improved heat distribution 4) Reduced flow resistance 5) Customization 90% disturbance force reduction by flow optimization with 3D printing n.knofius@utwente.nl
- 10. 10/6/16 10 REASONS FOR 3D PRINTING IN PRACTICE Possible reasons for not observing more applications for after-sales service supply chains: 1. Bottom-up approach for identifying business cases 2. Engineer-driven implementation of 3D printing n.knofius@utwente.nl Prioritize spare part assortment from an after-sales service supply chain perspective to support identification
- 11. 10/6/16 11 REASONS FOR 3D PRINTING IN PRACTICE Possible reasons for not observing more applications for after-sales service supply chains: 1. Bottom-up approach for identifying business cases 2. Engineer-driven implementation of 3D printing n.knofius@utwente.nl Prioritize spare part assortment from an after-sales service supply chain perspective to support identification
- 12. 10/6/16 12 IMPROVEMENT POTENTIALS OF 3D PRINTING FOR AFTER-SALES SERVICE SUPPLY CHAINS n.knofius@utwente.nl 1) Reduce manufacturing / order costs 2) Reduce direct part usage costs 3) Reduce safety stock costs 4) Improve supply chain responsiveness 5) Reduce effect of supply disruptions 6) Postponement 7) Temporary fix
- 13. 10/6/16 13 IMPROVEMENT POTENTIALS OF 3D PRINTING FOR AFTER-SALES SERVICE SUPPLY CHAINS n.knofius@utwente.nl 1) Reduce manufacturing / order costs 2) Reduce direct part usage costs 3) Reduce safety stock costs 4) Improve supply chain responsiveness 5) Reduce effect of supply disruptions 6) Postponement 7) Temporary fix
- 14. REDUCE EFFECT OF SUPPLY DISRUPTIONS 10/6/16 14 Regained supply continuity: Reduced obsolescence risk Reduced stock-out risk
- 15. 3D PRINTING IN AFTER-SALES SERVICE SUPPLY CHAINS PRINT ON DEMAND Manu- facturing Assembly DistributionEngineering ETO (engineer-to-order) MTO (make-to-order) ATO (Assemble-to-order) MTS (Make-to-stock) DFS (Deliver from local stock) Push Forecast driven Pull Order driven CODP 10/6/16 15 Moving the Customer Order Decoupling Point (CODP) with 3D printing: Less inventories More Flexibility Production strategies: n.knofius@utwente.nl
- 16. TEMPORARY FIX 10/6/16 16n.knofius@utwente.nl Concept US Army’s Mobile Parts Hospital
- 17. IDENTIFYING PROMISING SPARE PARTS FOR 3D PRINTING
- 18. 10/6/16n.knofius@utwente.nl 18 RELATE SPARE PART ATTRIBUTES TO IMPROVEMENT POTENTIALS Improvement potential Reduce manufacturing/ order costs Reduce direct part usage costs Reduce safety stock costs Improve supply chain responsiveness Postponement Temporary fix Reduce effect of supply disruptions Sparepartattributes Demand rate Low Low Low Resupply lead time Long Long Long Long Agreed response time Short Short Short Remaining usage period Long Manufacturing/ order costs High Safety stock costs High High Number of supply options Few Few Few Supply risk High High
- 19. 10/6/16 19 INCORPORATE COMPANY GOALS n.knofius@utwente.nl Company goals Reduce downtime Secure supply Reduce costs Supply options 17% Manufacturing/ order costs Supply option 26.5% 10.5% Supply risk 39% 37% 24% Remaining usage period Supply risk 22% 7.5% 16.5% TWO STAGE ANALYTICAL HIERARCHY PROCESS (SIMPLIFIED EXAMPLE) Spare part attributes Weights Supply options 17% + 26,5% = 43,5% Supply risk 22% + 10,5% = 32,5% Remaining usage period 7,5% Manufacturing/order costs 16,5% Step 1: Pairwise-comparison company goals Stage 2: Pairwise-comparison attributes Resulting weights:
- 20. 10/6/16 20 INCORPORATE COMPANY GOALS n.knofius@utwente.nl Company goals Reduce downtime Secure supply Reduce costs Supply options 17% Manufacturing/ order costs Supply option 26.5% 10.5% Supply risk 39% 37% 24% Remaining usage period Supply risk 22% 7.5% 16.5% TWO STAGE ANALYTICAL HIERARCHY PROCESS (SIMPLIFIED EXAMPLE) Spare part attributes Weights Supply options 17% + 26,5% = 43,5% Supply risk 22% + 10,5% = 32,5% Remaining usage period 7,5% Manufacturing/order costs 16,5% Step 1: Pairwise-comparison company goals Step 2: Assign attributes and pairwise-comparison attributes Resulting weights:
- 21. 10/6/16 21 INCORPORATE COMPANY GOALS n.knofius@utwente.nl TWO STAGE ANALYTICAL HIERARCHY PROCESS (SIMPLIFIED EXAMPLE) Improvement potential Reduce manufacturing/ order costs Reduce direct part usage costs Reduce safety stock costs Improve supply chain responsiveness Postponement Temporary fix Reduce effect of supply disruptions Sparepartattributes Demand rate Low Low Low Resupply lead time Long Long Long Long Agreed response time Short Short Short Remaining usage period Long Manufacturing/ order costs High Safety stock costs High High Number of supply options Few Few Few Supply risk High High = reduce costs = reduce downtime = Secure supply
- 22. 10/6/16 22 INCORPORATE COMPANY GOALS n.knofius@utwente.nl Company goals Reduce downtime Secure supply Reduce costs Supply options 17% Manufacturing/ order costs Supply option 26.5% 10.5% Supply risk 39% 37% 24% Remaining usage period Supply risk 22% 7.5% 16.5% TWO STAGE ANALYTICAL HIERARCHY PROCESS (SIMPLIFIED EXAMPLE) Spare part attributes Weights Supply options 43,5% (17% + 26,5%) Supply risk 32,5% (22% + 10,5%) Remaining usage period 7,5% Manufacturing/order costs 16,5% Step 1: Pairwise-comparison company goals Step 2: Assign attributes and pairwise-comparison attributes Resulting weights:
- 23. 10/6/16 23 BASIC TECHNOLOGICAL CONSTRAINTS n.knofius@utwente.nl Organics Ceramics Polymers Metals Micro print Nano print Large scale print Materials Size Normal size print Composite materials
- 24. 10/6/16 24 BASIC TECHNOLOGICAL CONSTRAINTS n.knofius@utwente.nl Polymers Metals Micro print Materials Size Normal size print
- 25. 10/6/16 25 CALCULATE RANKING OVER ALL SPARE PARTS Procedure: Assess technological constraints: a) If any technological constraint not fulfilled: 𝐼𝑡𝑒𝑚 𝑠𝑐𝑜𝑟𝑒 = b) Otherwise: 𝐼𝑡𝑒𝑚 𝑠𝑐𝑜𝑟𝑒 = (Simplified) example: 0 Attributes Value Score Weight Weighted score Type of part (Metals, Plastics, etc.) M - - Fulfilled Part size (dm³) 0,5 - - Fulfilled Supply options (#) 2 0,32 43,5% 0,1392 Supply risk (%) 15 0,105 32,5% 0,034125 Remaining usage period (month) 5 0,11 7,5% 0,0825 Manufacturing/order costs (10.000 x Euro) 48 0,175 16,5% 0,028875 Item score = 0,2847 Technological constraints n.knofius@utwente.nl Spare part attributes Weighted average
- 26. 35.933 spare parts considered Result: Already 1.141 technological feasible and positive business cases identified Example fitting-stud: Resupply lead time reduced by about 40% Manufacturing costs reduced by about 70% 10/6/16 26 APPLICATION AT FOKKER SERVICES n.knofius@utwente.nl Safety-belt with fitting-Stud 1) Safety stock costs (18%) 4) Supply risk (13%) 7) Supply options (10%) 2) Manufacturing/order costs (17%) 5) Remaining usage period (13%) 8) Part size 3) Demand rate (16%) 6) Resupply lead time (13%) 9) Material type
- 27. 11.944 spare parts considered Preliminary result: 15% of 175 best scoring parts are assessed as technological feasible and economical promising Discussion point: Focus on depot level maintenance or operational level maintenance? 10/6/16 27 APPLICATION AT ARMY n.knofius@utwente.nl 1) Demand rate (35%) 4) Resupply lead time (11%) 7) Safety stock costs (2%) 2) Supply risk (35%) 5) Manufacturing/order costs (2%) 8) Material type 3) Remaining usage period (11%) 6) Design ownership (2%) 9) Part size