AIRBUS Case Study
Paris
5 May 2010
5th May 2010AIRBUS Case Study p. 2
Airbus Work-sharing
Wings
Horizontal Tail plane
Nose
fuselage
Pylon
Centre
fuselage
Belly fairing
AftFuselageVertical
Tailplane
Forward FuselageVertical
Tailplane
X
XX
X
X
X Out of scope
X
Scope of work = 2 final assembly lines, 11 design & manufacturing facilities in Europe
80 warehouses & +/- 20 major suppliers (>1mio €)
2007 Constraints…
5th May 2010AIRBUS Case Study
Product & Logistics segmentation
Flow chart
Initiative Portfolio Development
Ideal scenario identification and calculation
Cost calculation & Gap analysis
As is scenario identification calculation
Business case on Ideal and realistic scenario
Realistic scenario identification and calculation
Implementation plan
Constraint Assessment
Product & Logistics segmentation
Flow chart
Initiative Portfolio Development
Ideal scenario identification and calculation
Cost calculation & Gap analysis
As is scenario identification calculation
Business case on Ideal and realistic scenario
Realistic scenario identification and calculation
Implementation plan
Constraint Assessment
Phase 1“Stabilization”
Phase 1“Stabilization”
Phase 2“Transition”
Phase 2“Transition”
Phase 3“Preferred Solution”
(Continuous Improvement)
Phase 3“Preferred Solution”
(Continuous Improvement)
KN Business Migration Methodology
The bottom-up KN Value Proposition
5th May 2010AIRBUS Case Study
Key Value Drivers of the Kuehne + Nagel Solution
Deployment of a single WMS system to reduce complexity,
cost and enable standardization of processes
Leverage outsourcing opportunities for non-core services in a standard blueprint across all sites
Introduction of standardized processes based on best practices
Consolidation of Logistics Operations into
6 Regional Hubs in D, F, ES, UK
Consolidation of Service Providers / Implementation of a single Lead Logistics Provider
5th May 2010AIRBUS Case Study
Integrated Project Team taken from existing KN organiza tion
Local teams- Local surveys- As is flow design- Local scenario costing- Etc..
Re-engineering teams- Scenario build-up- To be scenario costing- Value proposal design- Road mapping
Central team (plateau)
5th May 2010AIRBUS Case Study p. 6
Airbus Work-sharing
Wings
Horizontal Tail plane
Nose
fuselage
Pylon
Centre
fuselage
Belly fairing
AftFuselageVertical
Tailplane
Forward FuselageVertical
Tailplane
X
XX
X
X
X Out of scope
X
6 Regional hubs in Europe120.000 sqm / 1500 FTEs
…Kuehne + Nagel transformation vision
5th May 2010AIRBUS Case Study p. 7
Kuehne + Nagel scope of work for AIRBUS
H&F Ordering +Stock management
Reception & Quality control Storage
Kitting & Order Preparation Cut to Size &Sealant mixing
Delivery to Point Of Use
Section Handling Delivery to FAL Delivery Center
5th May 2010AIRBUS Case Study
Kuehne + Nagel mirror AIRBUS supply chain organization
SteeringCommittee
Central Team LLP Control Tower
Stakeholders• Broughton• Nantes• St. Nazaire• Toulouse FAL• St. Eloi• Getafe• Illescas• Puerto Real• Bremen• Hamburg• Hamburg FAL
Operations
•UK Hub•Northern France Hub•Southern France Hub•Madrid Hub•Southern Spain Hub•German Hub
Central Level• Direction• Monitoring• Decisions
Local Level• Requirements• Execution
5th May 2010AIRBUS Case Study
SteeringCommittee
Individual Implementation & Re-engineering ProjectsIndividual Implementation & Re-engineering Projects
Operational SteeringCommittee
Engineering / IT / Method
Local Steering Committees
South France West France Broughton Hamburg/Bremen Central Spain South Spain
AIRBUS / Kuehne + Nagel Governance Model
5th May 2010AIRBUS Case Study
Transition Phase• Gradual Transition from
Commercial team to Go-Live
• Commercial team still in
charge of AIRBUS Key Account
Management & Operational
steering
Commercial Team
HR Review with Incumbent
Go-Live
Operational Team
Implementation
Transition phase from project team to operational team with a single target : Secure the operation
5th May 2010AIRBUS Case Study
September 2008
BLAGNAC
JLL
ST ELOI
SEOR
TIT
CLEMENT ADER
L. BREGUET ATHOS
HARDWARE & FASTENERS
7P2 BOOKING
EUROCENTRE
December 2009
BLAGNAC
JLL
ST ELOI
SEOR
TIT
CLEMENT ADER
L. BREGUET ATHOS
HARDWARE& FASTENERS
7P2 BOOKING
EUROCENTRE
p. 11
Transformation Plan during implementation (i.e Toulouse )
• Take over of over 360 employees (providers & AIRBUS) in one year with 4 different collectives agreement and 5 different HR policies• Smooth transition with 0 day of work stoppage
5th May 2010AIRBUS Case Study
Transformation Plan during implementation (i.e Nantes & St Nazaire)
« One to One to Many »
Tier1
AIRBUS SNZ
AIRBUS Prod NTE/SNZ
Log Suppliers
LogSuppliers
Truckers
AIRBUS Procurement
AIRBUS NTEAIRBUS NTE/SNZ
Supply ChainTeam
Tier1
� Sharing best in class processes & reapplying projects
� Strategies and Processes are standardized
� Quick Return On Investment is proven
� Centralization allows to create a central know-how repository (best practices, methodologies, statistics, KPIs..)
« Many to Many »
5th May 2010AIRBUS Case Study p. 13
Logistics Hub construction for line feeding in Nantes & St Nazaire : 18.000 sqm
Total surface
18.000 sqm(3 x 6.000 sqm)
Total surface
18.000 sqm 1.800 sqm
Final Project
Ground Mezzanine
5th May 2010AIRBUS Case Study
Linda Gascoin - Lean Logi stic project - SNZ Pa ge 1 0©AI
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Macro-planning
Mise en KB de p ièces
Thème Planning
A M J J A S O N D
Réorga nisa tion KB CM S
Divers
Nouveaux besoins?
98 k€ /an
Gains
11 k€ /an
n.c
Coûts
n.c
A320 POLAR IS
Lean Logistics Projects Central Coordination, supporte d by KN and Freelog
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Tableau de bord Lean Logistique 6 JUILLET 2009
722A320P
# actions
ncncncA340P
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326A340C
nananaA380C
151110GLOBAL
Gains
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Retard En cours Finies
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Agenda
1. Présentations : 8h00-9h00- TMT-logistique- lignes : qui paie quoi?
- Projet Hub + questions2. Avancement des actions en-cours : 9h00-10h00
- Revue par programme)- Actions coordination
- Actions identifiées lors du Lean Day n°1- Lexique
- A telier d ’amélioration de la gestion des m ises à jour de con tenant (USM…)
3. Pause : 10h00-10h304. Atelier : 10h30-12h00
- Flux secondaires (peut-être intéressant seulement pour Comète)
5. Prochaines étapes et conclusion : 12h00-12h306. Déjeuner
On going weekly flash report follow up
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�PA : �Formation à la modification des adressages kanbans�Partialisation des gammes par la prépa
�Pavillon : �Déploiement des mallettes visserie : 3eme vague de 4
opérations�Modifications des kanban pièces du poste 1361 lié aux
travaux d’installation des portes sur le poste �1391
�Remise à jour des panoplies CMS�Découpage des gammes par kit avec les TP
Flash Report A340 Polaris
Points en suspens et difficultés
Actions planifiées sur la semaine suivanteRésultats de la semaine écoulée
Responsable NC / JO 6/07/2009Date
Nouveaux sujets identifiés – A intégrer
�PA : �Préparation des kits au MSN à90%, reste la partialisation
des gammes�Réalisation du plan de réimplantation des kanbans par
opération�Pavillon :
�Déploiement des mallettes visserie: nombreux dysfonctionnements, corrections des mallettes
�Aide à la préparation des mallettes�Lancement de l’étude sur le circuit des ferrures de hissages
et transport�1391
�Présentation des axes du projet 1391
8125# actions
Avancement général
Mallettes CMS
PA/PAV���� Kits pièces ���� Kanban ����
Flux secondaires ����
�Passage des pièces en USM en Kanban�Livraison des mallettes visserie poste 1381
Steering committee management :� Planning validation� Cross fertilization � Savings tracking set up
Lean Day within Logistics organisation with 2 workshops :
� Bypass flew management� Hub project impact
5th May 2010AIRBUS Case Study
St Eloi Production Moving Line
AIRBUS & KN joined work to set-up the MOVING LINE project for pylons
• Optimization of logistics flow :
• From 11 static lines to 1 moving line
• MDUs optimizations
• Replenishment process based on tact times
• Reduction of missed item at line level
• Optimization of workers productivity –Bring correct parts at correct place and correct time -
Merci beaucoup – Thank you – Vielen Dank – Muchas Gracias – спасибо – 谢谢
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