Tài liệu Fab 03 production networks

Sustainable Manufacturing and Factory Planning Production Networks 04.04.2017 Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl © IWF TU Berlin Page 1 Content  Value Creation  Intensity of Joint Activities  Design of Value Creation Networks  Chances and Risks of Networks  Collaborative Research Centre 1026  Literature and References Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Page 2 Content  Value Creation Intensity of Joint Activities Design of Value Creation Networks Chances and Risks of Networks Collaborative Research Centre 1026 Literature and References Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Page 3 Factors of the Value Creation Module  Process  Product ► Manufacturing ► Material ► Assembly ► Design ► Transport ► Geometry ► Inspection ► Structure ► … ► Quality ► …  Organization  Equipment ► Quantity/Lot size ► Dates ► Location ► … ► Machine tools  Human ► Qualification/Training ► Motivation ► Health ► Robots ► Transport systems ► Information systems ► … ► … Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Page 5 Complexity of a car… 3000 - 5000 part numbers, ca. 1000 – 2000 are assembled per vehicle 300 – 500 suppliers per vehicle Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Source: Schmitz ppl.fraunhofer.at 2008 Source Picture: VW Need for Production Networks Page 7 Partners in the Supply Chain Suppliers 2 nd - Xth tier Suppliers 1 th - tier O E M production ca. 1.500 enterprises ca. 500 enterprises Percentage of volume: 70 % Just In Sequence Supply mode: Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Sales distribution ca. 300 trucks per day ca. 12.000 ID numbers ca. 60 A -parts groups 30 % 50 % of volume by 20 suppliers Source: Schmitz ppl.fraunhofer.at 2008 Page 8 Value Creation Value Creation Network  Value creation describes activities to shape the value of a product, product parts or raw materials. distribution network supply network Down stream Up stream Value creation chain - Technological interpretation (order of processes regarding to DIN 8580) Cover and drive plate stamping Assembly Example: Assembly of a torque converter product  focal activity / company customer resource  Value creation network - Logistic interpretation Sub assembly Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Impeller Reactor Turbine Torque converter Cover Final form Source: [DIN-8580, Por-00, Lin-02] Page 9 Value Creation Dimensions  Dimensions of Value Creation Vertical dimension Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl distribution network distribution network customer supply network customer supply network resource resource Horizontal dimension Source: [Por-00] Page 10 Value Creation Dimensions – Different interpretation in Industry 4.0  Horizontal integration in value creation networks  Vertical integration and connected production systems Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Source: [Aca-13] Page 11 Value Creation Performance Depth  Performance Depth (Vertical dimension)  Is the extent to which a company produces BHP Billiton is a leading integrated mining, processing and trading company amazon is an electronic commerce retailer (as well with consumer electronics)  Production companies with a high degree of Raw material production •Selection of material •Make-or-Buy Product development •Generation of ideas •Product development Production •Manufacturing •Assembly Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl goods and services, integrating additional steps of a specific product value stream (Synonyms to performance depth are production depth, vertical integration) vertical integration often secure access to raw material, by owning the companies in raw material production Distribution Use Phase •Design •Usage •Maintenance Product Remanufacturing End-of-Life Options Disposal Material Recycling Areas that fall under the domain of performance depth Page 12 Value Creation Redundant and Complementary Metallurgical Plant: Cold rolling of sheet metal  Complementary distribution of work  Scope of work from different capacities differ completely on vertical dimension  Redundant distribution of work  Scope of work from different capacities overlap on vertical dimension Automotive Manufacturer: Sheet metal pressing Complementary Automotive Manufacturer: Manual paint work Automotive Manufacturer: Applying paint in a paint shop Redundant Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Source: [Kon-99] Page 13 www.bimmertoday.de Value Creation Performance Breadth  Performance Breadth (Horizontal dimension) www.bmw.de  Describes the variety of different goods, BMW Werk Regensburg and BMW 1 products and services provided by a company. Often based on physical products (product range)  Division of work by type  According to the manufactured product BMW Werk Munich and BMW M5 Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl www.bmw.de range. Capacities (production equipment or factories) differ in their performance range Page 14 Value Creation Performance Intensity  Performance Intensity  Describes the quantity of produced goods and services, per time and input  Can be interpreted in time or numbers Fujian Daimler Automotive, China – About 40,000 cars/annum (technical capacity) Mercedes-Benz Werk Düsseldorf, Germany – About 170,000 cars/annum (Left side of picture) Arobus Plant, Turkey - About 10,000 cars/annum (right side of picture) Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl www.fahrzeug-und-karosserie.de.  Division of quantity  Similar products in different output quantities  Extent of the value creation is divided according to production capacity. Capacities only differ in performance intensity (output) Mercedes Benz Sprinter Intensity is the measurable amount of a value. Page 15 Value Creation Network for Value Creation Value Creation Chain Module 1 Module 2 Module 3 Module 4  Production network  Different production equipment is assigned to different value creating processes, dispersed among factory sites  Value creation network  Complementary vertical and redundant horizontal dispersion of comparable processes between different companies (entities) Value Creation Network Vertical dimension Horizontal dimension Business entities, e.g. companies Material flow Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Page 16 Value Creation Geographic Types of Networks 1. Economies of scale World factory  One factory site to satisfy the global market, e.g. electronic high-tech industry 1 2. Sequential or Convergent Manufacturing Strategy  Concentration along value creation chains, e.g. electronic products (Dell) 3 3.  Combination of economies of 2 scale and local presence, e.g. automotive manufacturer 4. high product value density, e.g. engine parts 4 5. low Importance of transactional costs Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Web Structure  Global value creation network - 5 Economies of scope Hub & Spoke high Local for Local  Local production to satisfy local markets, e.g. automobile supplier Factory site Value creation process Market material flow Source: [Abe-08] Page 18 Content Value Creation  Intensity of Joint Activities Design of Value Creation Networks Chances and Risks of Networks Collaborative Research Centre 1026 Literature and References Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Page 29 Intensity of Joint Activities Overview  Competition  Different competitors are striving for the same resources, markets and customers  Networking / Negotiation  Aims at influencing the decision process within and among institutions and stakeholder groups (lobbying).  Coordination  Aims at aligning activities of different partners, e.g. by a law or rules, without a communication between them in order to achieve a common or individual goals.  Cooperation  Aims at specifying goals and distributing work and resources between different partners in order to achieve them.  Coopetition  Combination of collaboration/ cooperation and competition Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Page 30 Intensity of Joint Activities Competition  Competition  Example  In Germany, more than 30 different networks of supermarkets compete to sell food and drinks to the population  Sharing of responsibilities and risks  No sharing of responsibilities and risks  Shared value creation  No direct shared value creation  Benefits from partnership, e.g. profits, competitive advantage, improved service and/or products, information  No benefits Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Page 32 Intensity of Joint Activities Networking / Negotiating  Networking and Negotiating www.vdma.org  Example  VDMA (trade association) representing German machine tool and equipment manufacturer; VDMA practices lobbying on EU and state governments level  Sharing of responsibilities and risks VDMA - represents almost 3,000 Small and medium enterprises  Only share of knowledge www.euro-pa-online.com  Shared value creation  No direct shared value creation  Benefits from partnership, e.g. profits, competitive advantage, improved service and/or products, information  Combined representation of members  Influence on the EU´s legislative process and legal frameworks in EU Parliament – Brussels favor member majority VDMA: in German „Verband Deutscher Maschinen- und Anlagenbau“, in English „German Engineering Federation“ Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Page 33 www.wto.org Intensity of Joint Activities Coordination  Coordination  Examples  WTO is an intergovernmental organization which regulates international trade. The member states are obliged to implement the WTO rules into their national law.  Smooth traffic at a crossing  Sharing of responsibilities and risks  Responsibilities and risks are not shared www.consultores-corporate-finance-ag.com  Shared value creation  No direct shared value creation  Benefits from partnership, e.g. profits, competitive advantage, improved service and/or products, information  Fair and transparent trade conditions e.g. no dumping www.htl-steyr.ac.at Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Page 34