Improvement of Material Flow in the Production and Supply Chain of ...

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calculation, 420 pallets can be successfully transported. In a similar way, 272 pallets of ADBs can be transported during a weekend day. In Chapter three, the working days are calculated as 230 days per year, which is only the sum of 46 weeks’ weekdays. Since the warehouse is working during the weekend, the same weeks are count in to calculation. Therefore, the warehouse works 322 days per year, which includes 230 workdays and 92 weekend days. Altogether, the capacity of the inventory can reach 114,264 pallets per year. Ignoring the variety of products, one pallet is able to carry 10 ADBs in average. Thus, the powered pallets jacks are able to transfer 1,142,640 ADBs in a year. This value is far exceeding the production volume at the present and also much bigger than the forecasted value in 2008, which is 200, 000 items. Table 6.1 listed out the step-by-step result of the calculations above. Table 6.1 Capacity of Warehouse for the Finished ADBs Work Pallets/day (24 No.of Pallets/year ADBs/year (10 hours pallets/hour) days/year ADBs/pallets) Weekdays 17.5 420 230 96600 966000 Weeend 8 192 92 17664 176640 Total 4761 hours/ year 114264 1142640 From the result, the increasing volume of production in the recent years will not affect the warehousing for its big capacity. However, the idle time for powered pallets jacks is two long, which gives an inspiration in reconsidering the demand of the warehouse to achieve a more economic way of operation. 6.2.2 Distribution of the market Currently, the market of the Haldex ADB is mainly distributed in Europe and Asia. In order to estimate the product distribution, take the customer’s location in a period of time (from November 13, 2007 to January 31, 2008) into analysis. Market distribution is shown in Figure 6.2 followed. The order list is shown in appendix A, table 3. So far ADB products are only produced in Landskrona, Sweden, which means all the products are shipping from Sweden. Although the distribution above is not precisely the entire market distribution of all the time, the market is mainly in Europe. This distribution is close to the location of the manufacturer, which won’t transportation problem theoretically. However, the market of the Haldex ADB is expanding and will spread to the other side of the world in the coming future. The current market leader of Air Disc Brakes is Knorr-Bremse, who occupies 80% of the market in Europe. Up to the beginning of 2007, Knorr-Bremse already has 12 million ADBs on Europe roads and its subsidiary Bendix Spicer Foundation Brake has 110, 000 ADB on North American highways. (Bendix ® Air Disc Brake -- Fact Sheet, 54
viewed 2008). Another competitor of Haldex is WEBCO, who has big market share in North America. Along with the development of technology and new features of the ADBs, Haldex is by big chance becoming very competitive in the future and possible to share a big part in North America, Asia or other states. In that case, new sub-factories are necessary to be built according to the distribution of market. Or else, cooperating with a third company is also a good way to solve the inventory and transportation problems. Figure 6.2 Market Distributions during Nov.13, 2007 and Jan. 31, 2008 6.2.3 Delivery details Goods delivery is the last step of material flow in a supply chain. Many problems may happen in this segment such as late delivery, wrong quantity, wrong location, etc. When the production volume increases, the delivery is usually becoming more frequently. At present, there is a truck leaving with ADB daily. However, customers are different 55
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ROYAL INSTITUTE OF TECHNOLOGY Impro
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Needs to be pointed out is that in
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TABLE OF CONTENTS ABSTRACT.........
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List of Tables Table 3.1 Descriptiv
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CHAPTER 1 INTRODUCTION OF THE RESEA
Page 11 and 12: 1.2 Present problems Haldex faces i
Page 13 and 14: CHAPTER 2 RESEARCH THEORY AND METHO
Page 15 and 16: mindset simply does not accurately
Page 17 and 18: the customers. Both of them are pri
Page 19 and 20: processing in station 5b. In the re
Page 21 and 22: After deleting the un-normal data i
Page 23 and 24: data of preassembly line accords wi
Page 25 and 26: Standard Deviation 68.49 Standard D
Page 27 and 28: Table 3.6 Values of Parameters of T
Page 29 and 30: line. In order to simplify the mode
Page 31 and 32: Table 4.3 Output Date Come From the
Page 33 and 34: Table 4.5 Current Production Volume
Page 35 and 36: Table 4.7 listed the simulation res
Page 37 and 38: 4.3.3 Increasing the operation time
Page 39 and 40: ottlenecks. Obviously, from the poi
Page 41 and 42: the first one. For the third soluti
Page 43: and unforeseen events by keeping sa
Page 46 and 47: separately and the supply chain emp
Page 48 and 49: 5.2.1 Current distribution of suppl
Page 50 and 51: Table 5.2* Delivery Information of
Page 52 and 53: ecause this only gets from experien
Page 54 and 55: 5.3.2 Inventory and suppliers’ se
Page 56 and 57: Table 5.3 Integrative Estimation of
Page 58 and 59: CHAPTER 6 INVENTORY REDUCTION AND D
Page 60 and 61: How to get the best value from a su
Page 64 and 65: each day. The maximum load of one t
Page 66 and 67: and can also overworking during wee
Page 68 and 69: CHAPTER 7 CONCLUSION AND FUTURE WOR
Page 70 and 71: Reference Books and papers • Ahma
Page 72 and 73: y Chapman&Hall. • Vickery, Shawne
Page 74 and 75: Appendix A Table 1 TTF & TTR Data o
Page 76 and 77: Table 5.1 Suppliers & Suppliers’
Page 78 and 79: Appendix B Figure 1 Assembly line M
Page 80 and 81: Figure 3 Current Assembly Line Mode
Page 82 and 83: Figure 5 Assembly Line Model in Sol
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