University of Twente - Knofius
Transcript of University of Twente - Knofius
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SERVICE LOGISTICS IN 3D:HOW 3D PRINTING OF SPARE PARTS COULD INFLUENCE YOUR FUTURE
AFTER-SALES SERVICE OPERATIONS
Nils Knofius
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SINTAS PROJECTSUSTAINABILITY 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 [email protected]
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3D PRINTING: HOW IS IT DEFINED?
“Process of joining materials to make objects
from 3D model data, usually layer upon layer”
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3D PRINTING: WHAT IS IT?THERE IS NOT ONLY ONE 3D PRINTING PROCESS
10/6/16 [email protected]
LaserSource
Scanner System
Powder Delivery system
Build Chamber
Digital Light ProcessingPowder Bed Fusion
Roller
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3D PRINTING: WHAT CAN BE DONE?
Organics
Ceramics
Polymers
Metals
Micro print
Nano print
Large scale print
Materials
Size
Normal size print
Composite materials
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3D PRINTING: WHEN IS IT CONSIDERED USEFUL?
Co
sts
Production volume
3D printing
Conventional
production
Costs
Geometric complexity
3D printing
Conventional
production
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POSSIBLE APPLICATIONS IN AFTER-SALES SERVICE LOGISTICS
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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
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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
Prioritize spare part assortment from an after-sales
service supply chain perspective to support identification
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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
Prioritize spare part assortment from an after-sales
service supply chain perspective to support identification
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IMPROVEMENT POTENTIALS OF 3D PRINTING FOR AFTER-SALES SERVICE SUPPLY CHAINS
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
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IMPROVEMENT POTENTIALS OF 3D PRINTING FOR AFTER-SALES SERVICE SUPPLY CHAINS
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
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REDUCE EFFECT OF SUPPLY DISRUPTIONS
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Regained supply continuity:
Reduced
obsolescence risk
Reduced stock-out risk
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3D PRINTING IN AFTER-SALES SERVICE SUPPLY CHAINSPRINT ON DEMAND
Manu-
facturingAssembly 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
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Moving the Customer Order Decoupling Point (CODP) with 3D printing:
Less inventories
More Flexibility
Production strategies:
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IDENTIFYING PROMISING SPARE PARTS FOR 3D PRINTING
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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
Sp
are
part
att
rib
ute
s
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
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INCORPORATE COMPANY GOALS
Company goals
Reduce
downtime
Secure
supply
Reduce
costs
Supply options
17%
Manufacturing/
order costsSupply option
26.5% 10.5%
Supply risk
39% 37% 24%
Remaining
usage periodSupply 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:
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INCORPORATE COMPANY GOALS
Company goals
Reduce
downtime
Secure
supply
Reduce
costs
Supply options
17%
Manufacturing/
order costsSupply option
26.5% 10.5%
Supply risk
39% 37% 24%
Remaining
usage periodSupply 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:
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INCORPORATE COMPANY GOALS
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
Sp
are
part
att
rib
ute
s
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
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INCORPORATE COMPANY GOALS
Company goals
Reduce
downtime
Secure
supply
Reduce
costs
Supply options
17%
Manufacturing/
order costsSupply option
26.5% 10.5%
Supply risk
39% 37% 24%
Remaining
usage periodSupply 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:
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BASIC TECHNOLOGICAL CONSTRAINTS
Organics
Ceramics
Polymers
Metals
Micro print
Nano print
Large scale print
Materials
Size
Normal size print
Composite materials
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BASIC TECHNOLOGICAL CONSTRAINTS
Polymers
Metals
Micro print Materials
Size
Normal size print
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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
Spare part
attributes
Weighted
average
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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%
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APPLICATION AT FOKKER SERVICES
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
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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?
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APPLICATION AT ARMY
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