Description
Supply chain management (SCM) is the management of an interconnected or interlinked between network, channel and node businesses involved in the provision of product and service packages required by the end customers in a supply chain.
Improving Global Supply Chain management Page 1 of 19
Project Plan:
Improving
Global Supply Chain
Management
Project Sponsor: Steven Rodgers, Sloan Valve
Faculty Advisor: John Caltagirone
IPRO team:
Anand Thukral Abhishek Kumar Chandnani Anurag Kotha
Arthur Wilas Arun Devalam Cong Sun David Skiba
Djordje Lukic Jutarop (Ben) Limpinyakul Kunal Sharangdhar
Suni Smith Nilesh Malpekar Tomas Bergland
IPRO306, spring 2010 semester 2/5/2010
Improving Global Supply Chain management Page 2 of 19
I. Abstract ............................................................................................................... 3
II. Team Information ............................................................................................... 4
Team Purpose ..................................................................................................... 4
Team Objectives ................................................................................................. 4
III. Background ....................................................................................................... 5
History ................................................................................................................. 5
Current Issues ..................................................................................................... 5
Technology & Historical Considerations ............................................................. 6
Ethical & Societal Considerations ....................................................................... 7
IV. Team Value Statement ..................................................................................... 8
Desired Behavior ................................................................................................ 8
Conflict Resolution .......................................................................................... 8
Problem Solving Process .................................................................................... 9
Team Structure .................................................................................................. 11
Gantt Chart ....................................................................................................... 12
VI. Expected Results ............................................................................................ 13
Goals to achieve & tasks to finish ..................................................................... 13
Expected deliverables ....................................................................................... 13
Potential Obstacles to Project Success ........................................................... 14
VII. Budget ........................................................................................................... 15
VIII. Designation of Roles .................................................................................... 16
IX. Appendix A ..................................................................................................... 17
X. Appendix B ....................................................................................................... 18
IPRO306, spring 2010 semester 2/5/2010
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I. Abstract
The IPRO 306 team will be working with a sanitation and janitorial equipment
manufacturer, Sloan Valve. The core competency of this company lies in
manufacturing flush valves. Sloan Valve is currently one of the leading producers
of flush valves in the Northern American Continent. The team will be assisting
Sloan Valve in realizing two major projects.
The first project is to assist Sloan Valve in creating a Predictive Preventative
Maintenance (PPM) plan. The objective is to change their current reactive
maintenance plan to a structured preventative and proactive maintenance plan.
This new plan will not only improve the condition of their equipment but also
improve the overall production capabilities of the facility. The goal is to have the
maintenance teams maintaining the equipments, instead of constantly fixing
broken equipments.
The second project deals with improving and automating the current Warehouse
Management System with the intent of reducing picking time and improving
overall efficiency of the warehouse. The scope of the project includes
implementing Radio Frequency (RF) system to replace the current manual
practices, as well as defining, restructuring and developing data from the master
material data, in order to successfully implement a new SAP system.
IPRO306, spring 2010 semester 2/5/2010
Improving Global Supply Chain management Page 4 of 19
II. Team Information
The IPRO 306 roster for spring 2010 semester, along with each team member’s
strengths, skills, and expectations, can be found in appendixes A & B.
Team Purpose
IPRO 306 is a team of students brought together to gain practical and
professional experience working with industry leading global supplier. The team
plays an instrumental role in helping the company gain efficiencies through the
strategic implementation of technology and process improvements.
Team Objectives
? Meet and exceed the expectations of Sloan Valve and Mr. Caltagirone.
? Create a process map for PPM Program.
? Create PM process sheets in a format suitable for SAP upload.
? Create usable PM Templates, ready for population via SAP or manually.
? Clean SAP system data and populate (WM) screens in SAP
? Develop reports to have items stored in optimized locations
? Prepare CDC for bar code automation processing
? Formalize a process to roll out SAP warehouse management to other Sloan
Warehouse Facilities
? Create written procedures and process flow documents for the process
? Establish metrics to track optimized performance
? Work effectively as a team, with passion and honesty, to achieve our outlined
goals and maximize the benefits of this program.
IPRO306, spring 2010 semester 2/5/2010
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III. Background
History
Sloan Valve is a 104-year old, privately held manufacturer and global distributor
of commercial valves and plumbing fixtures. The company was built on the
invention of the Royal Flushometer, a type of high-efficiency, low-maintenance
valve which was a far departure from the valves that flooded the marketplace.
However, through the perseverance of the inventor and founder, William E.
Sloan, the flushometer eventually became the standard in commercial
construction.
Currently, the Sloan Valve network contains 8 different facilities: 4 manufacturing,
3 in the US and 1 in China, 1 foundry that supplies all of the castings for
manufacturing, and 3 distribution centers (DC). Sloan has also expanded to
Mexico in the 1960‘s including marketing, distribution, and specific line
manufacturing. The Franklin Park location serves as the corporate headquarters,
as well as, a primary manufacturer and replenisher of the distribution centers.
Sloan currently employs over 1000 people and has estimated annual sales over
$50 million.
Current Issues
The current IPRO306 team addresses on two concerns from Sloan: (1) how to
improve the efficiency of plant maintenance; (2) how to streamline the warehouse
management process.
(1) Sloan has identified that within their concurrent equipment & facility
maintenance system, the following problems may always lead to unnecessary
but considerable cost:
? There are no formal procedures on how items are stored for maintenance
purposes.
? Records are not refined or defined, and give limited history of equipment or
components.
? Current process addresses only REACTIVE repairs; however, there are
signals that PROACTIVE maintenance is urgently needed.
? There is no controlled inventory of spare parts.
? There is no pre-planned schedule of required tasks.
? There is no organized PPM program.
That is to say, solving those problems can result in noticeable cost-saving.
(2) Similar to (1), in Sloan’s Warehouse Management system, fixing a series
problems can lead to much higher efficiency and, eventually, great cost-saving:
? There are no formal procedures on how items are stored in the warehouse.
? Products are not easily identifiable in storage locations (e.g. not Bar-coded).
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? Current process requires bin cards to be used; however, bin cards are not
filled out properly or consistently, and reconciliation on bin cards is difficult.
? Bin locations are moved frequently with little or no control processes.
? There is sometimes confusion between finished goods inventory at the
Central Distribution Center with similar or the same items in final assembly
and other Franklin Park inventory locations.
? There are usually too many parts stored in one same location.
? There are sometimes too many shipping errors on outbound or internal
orders.
? Inventory is not currently stored by volume of transactions.
Technology & Historical Considerations
Currently, Sloan uses an ERP solution from SAP that includes a simple Inventory
Management (IM) module. This module provides basic inventory functions, such
as receipt of goods and the issuance of goods.
Although this system has worked, they need a new way to organize their
products in the form of Warehouse Management (WM). The WM module can be
used in conjunction with the IM module. Sloan aims to upgrade its current picking
strategy with the use of bar code scanners, which will improve the accuracy of
the product count by decreasing human error. They will also reduce the use of
paper, increasing sustainability, which is a high priority to the company.
Data integrity issues are also very commonplace for companies that utilize ERP
systems. This is often the result when the software implementations are not
executed correctly or procedures are not properly defined and implemented.
Since these are common issues, database administrators have been introduced
to Master Data Management, which attempts to employ best practices to help
deal with data integrity issues.
While these particular problems may be new to Sloan Valve, it is a commonplace
in industry. SAP is considered the industry leader of ERP software and its
software is employed by thousands of companies worldwide. It is very common
for companies to “outgrow” their current solutions, or run on inaccurate data.
There are countless companies that offer consulting services that would be
provide effective solutions for Sloan Valve.
In addition, regarding the Warehouse Management System sub-project carried
out by IIT’s IPRO team, some of this semester’s tasks are the continuation of the
Fall 2009 semester’s. The previous IPRO team has finished some preliminary
work on the implementation of WM module in SAP: collecting relevant data and
developing basic workflows for operators; in the spring 2010 semester, we will
complete the implementation work as well as ensure that the new system is
operational and stable.
IPRO306, spring 2010 semester 2/5/2010
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Ethical & Societal Considerations
There are no obvious ethical concerns. The only potential problems is that with
many efficiency efforts, the company may tend to reduce the workforce; however,
according to the stakeholders at Sloan, the work carried out within this IPRO306
project will only relieve the stress from the Warehouse Management personnel
and Plant Maintenance personnel at Sloan, and make their workload more stable
and more predictable.
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IV. Team Value Statement
Desired Behavior
Each team member is to adhere to a set of guidelines listed below:
? View the Sloan Valve Company as an important client. All of their needs and
expectations should be met and exceeded.
? Communicate with the staff at Sloan Valve and the other group members.
? Ask questions or ask for assistance when necessary.
? Complete tasks efficiently, effectively, and on time.
? Share information to keep everyone updated on progress.
? Maintain a professional attitude and atmosphere.
Conflict Resolution
Conflicts will be handled and resolved in a civil and quick manner.
Problems will first be identified and understood. Communication will then be
initiated to express feelings and concerns, as well as to brainstorm solutions.
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V. Work Breakdown Structure
Problem Solving Process
To fulfill the need from the project sponsor, team members have been divided
into two sub-teams: PPM team and WMS team. Each team will work on site at
Sloan Valve at least once per week:
? PPM – every Tuesday, 9:00-16:00; depending on the workload, may send
members to Sloan also on Wednesdays.
? WMS – every Tuesday, 9:00-16:00.
In addition, all the team members will convene every Thursday to review the
project status and to discuss any problems.
Predictive Plant Maintenance (PPM) project
Currently, Sloan has no organized predictive/preventative Plant Maintenance
program. The team will have some off-site tasks for the client between each
weekly meeting. The team will meet at Sloan once a week on Tuesdays; also,
depending how much work will need to be done on site, some team members
may work at Sloan on Wednesdays. The outcome of the project will depend on
how readily information will be available to the team.
Below is a generic process for the Predictive Plant Maintenance project.
Figure 1. Generic process for PPM project
IPRO306, spring 2010 semester 2/5/2010
Meet with Sloan Valve
stakeholders to discuss the
project, deliverables,
expected results, etc.
Take a tour of the
manufacturing center,
review machinery at Sloan,
and discuss the current plant
maintenance issues.
Gain Access to Sloan
Maintenance Logs and to
Sloan Machine Manuals.
Research PM operations
required per machine based
on time or usage interval.
Develop Process maps for
Predictive/Preventative
Maintenance Program.
Create Useable PM
Templates, ready for
population via SAP or
manually
Compile Process Maps into
SAP downloadable format
Project Finish
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Warehouse Management System (WMS) project
Below is a generic process for the Warehouse Management project. Assuming
no significant changes in scope, this process should be completed within the
IPRO time frame. The project assumes that there will be work for the client that
must be done between each weekly meeting.
Figure 2. Generic process for WMS project
IPRO306, spring 2010 semester 2/5/2010
Meet with Sloan Valve
stakeholders to discuss the
project, deliverables,
expected results, etc.
Take a tour of the
warehouse, reviewing fixed
bin layout, and put-away
strategy, and Pick strategy
Gain access to Sloan SAP
Warehouse Management
System (WMS) module
Work with Business Analyst
(BA) for data collection
required for system setup
Work with BA to execute
Unit Testing / Integration
Testing on SAP WMS
Module
Work with BA to prepare
SAP WMS module
implementation Training
Material
Work with BA to prepare
system rollout document
Provide System support
post-implementation
Project Finish
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Team Structure
As stated before, team members have been divided into two sub-teams, with
Arthur leading the PPM team and Kunal leading the WMS team. Cong acts as
the overall project lead, responsible for coordinating the communication between
team members and Sloan, between team members and Mr. Caltagirone, as well
as between both sub-teams; in addition, he will be also one of the staff resources
in WMS project.
Figure 3. Team Structure
IPRO306, spring 2010 semester 2/5/2010
Steven Rodgers (Sloan Valve)
VP, Supply Chain Operations
Gregory Spoor (Sloan
Valve)
Director, Global
Sustaining
Engineering
Brian Capo (Sloan Valve)
Manager, Global Distribution
John Caltagirone (IIT)
Faculty Advisor
Cong Sun
Team leader (overall)
Arthur Wilas
Team leader (PPM)
Kunal Sharangdhar
Team leader (WMS)
David Skiba
Anand Thukral
Jutarop (Ben) Limpinyakul
Suni Smith
Anurag Kotha Arun Devalam
Cong Sun Djordje Lukic
Nilesh Malpekar Tomas Bergland
Abhishek Kumar
Chandnani
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Gantt Chart
Figure 4. Gantt chart for IPRO306 in spring 2010 semester
IPRO306, spring 2010 semester 2/5/2010
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VI. Expected Results
Listed below are the results we aim to achieve for this project.
Goals to achieve & tasks to finish
For the entire IPRO team:
On top of fulfilling and exceeding the customer's needs, we would like to develop
some ideas regarding the following questions, which may be helpful not only to
our own future career, but also to the students who are interested in pursuing
consultancy jobs in future, as well as to the university's instructors who may
design practicing courses similar to IPRO306:
? What types of tasks the customers usually expect the students to handle,
especially when those students are from different majors?
? What difficulties the students may usually encounter, when most of them are
involved in consultancy work for the first time?
? How should the students best utilize the opportunity of working in teams and
serving real clients in the industry, in order to build their career portfolio?
For the Predictive/preventative Plant Maintenance team:
They will help streamline the SAP regulated PM program for all equipment within
Franklin Park facility, ensuring their accurate and efficient performance. To
achieve this goal, they need to finish the following tasks:
? The team will start by accumulating of the PM operations required per
machine based on the time and usage interval of a machine (top 75 units).
? Here onwards, the team will assist Sloan Valve in creating the present and
future process maps for a world-class Predictive/Preventative Maintenance
Program, which Sloan Valve can implement also at their other facilities.
? The final aspect of the PPM project involves compiling SAP into a format that
can be downloaded.
The SAP-regulated PPM program would prevent time and financial losses,
which Sloan Valve now suffers from currently, as the breakdowns are only
assessed when they occur. The SAP project, when in place, would avoid
uncertainty and allow the facility processes to proceed smoothly, even in the
event of a machine failure or breakdown.
For the Warehouse Management team:
They will help improve the performance of Sloan Valve’s Center Distribution
Center warehouse. To achieve this goal, they need to finish the following tasks:
? utilizing the SAP Warehouse Management module in putting away, storing,
and picking & packing finished goods;
? developing policies and procedures for implementing the Warehouse
Management module fully into the facility;
? testing all movements into and out of the warehouse;
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? creating training documents; and
? providing related technical support.
Expected deliverables
As part of the expected results, there will be the following deliverables:
From the Predictive/preventative Plant Maintenance project team:
? Process a map for the preventative plant maintenance (PPM) Program.
? Create PM process sheets in a format suitable for SAP upload.
? Come up with usable PM Templates, ready for population via SAP or
manually.
From the Warehouse Management System project team:
? Clean SAP system data and populate (WM) screens in SAP
? Reports about how to store items in optimized locations
? Plans about how to prepare CDC for bar code automation processing
? Presentation to stakeholders showing accomplishments
? Report on a process to roll out SAP warehouse management to other Sloan
Warehouse Facilities
? Written procedures and process flow documents for the process
? Established metrics for tracking optimized performance
? The live process in SAP for CDC warehouse
Potential Obstacles to Project Success
Regarding the WMS project:
? There are multiple distinct (though related) tasks to finish and different
reports/plans to compile; so the team will need to split into even smaller sub-
groups, with each sub-group working on different tasks or deliverables. In this
aspect, insufficient communication or unexpected workload surges for some
sub-groups may lead to task delays for the whole WMS team.
? In addition, the team members will need to access the SAP system of Sloan
and perform some tasks there; due to the complexity of the system and our
limited access rights to SAP, we are not sure whether the SAP system may
produce obstacles, for example, IT downtime.
Regarding the PPM project:
? The team may usually need to refer to the Operation Manuals of some
machines while collecting their maintenance requirements; however, many
machines are quite old, and the manuals for some of them may be even hard
to find. This may add extra workload to the team.
IPRO306, spring 2010 semester 2/5/2010
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VII. Budget
Table 1. Budget for IPRO306 in spring 2010 semester
Activity Cost Description
Transportation $675
15 round trips to Franklin Park. Assumes a 30 mile
round trip x 15 visits x 3 cars @ 0.50 cents/mile
*)
Food $1,040
Lunch at the company. Assumes 13 people x 10
days @ $8/meal
**)
Printing /
Supplies
$150
Finishing costs for brochures/posters/final IPRO
deliverables
Totals $1,865
*)
Sometimes, some members have to use CTA's service but they don't have a U-
Pass; however, for straightforwardness, here we only use the car-pool scenario
to calculate the budget for transportation.
**)
It has been anticipated that in the 15 visits to Sloan, only for about 10 times the
team need to have lunch at the company.
IPRO306, spring 2010 semester 2/5/2010
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VIII. Designation of Roles
Minute Takers:
? During weekly team meetings on IIT main campus: Cong Sun. He will record
the decisions made on those meetings, and send the meeting minutes to the
team afterwards.
? For on-site time at Sloan: David Skiba (PPM team) and Kunal Sharangdhar
(WMS team). They will record the decisions, events, project-related
knowledge, and any other important information acquired during the time
when each team is working or meeting at Sloan.
Agenda Makers:
? During weekly team meetings on IIT main campus: Nilesh Malpekar. He will
prepare an agenda for the weekly team meeting on IIT main campus, to
ensure that the meetings are efficient and productive.
? For on-site time at Sloan: Arthur Wilas (PPM team) and Kunal Sharangdhar
(WMS team). As team leaders, they will communicate with both Sloan and the
team to decide the on-site agenda.
Time Keeper:
Jutarop Limpinyakul. He will make sure that the weekly team meetings on IIT
main campus proceed according to the agenda.
iGroups Moderator:
Cong Sun. He will ensure that the deliverables for IPRO are completed and
uploaded to iGroups on time, the team's iGroup account is updated regularly,
and team members are notified about necessary information.
IPRO306, spring 2010 semester 2/5/2010
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IX. Appendix A
Here is the roster of the IPRO306 team, spring 2010 semester:
Table 2. Roster for IPRO306 team in spring 2010 semester
Team Member Major Contact Info
Abhishek Kumar
Chandnani
MMAE-Mechanical Engg.(UG)
[email protected]
Anand Thukral MMAE-Mechanical Engg.(UG)
[email protected]
Anurag Kotha MMAE- Aerospace Engg.(UG)
[email protected]
Arthur Wilas Mechanical Engineering
[email protected]
Arun Devalam Computer Science (UG)
[email protected]
Cong Sun MS - Techcomm & Info Design
[email protected]
David Skiba Mechanical Engineering
[email protected]
Djordje Lukic MS - INTM
[email protected]
Jutarop (Ben) Limpinyakul BS - Mechanical Engineering
[email protected]
Kunal Sharangdhar MS - INTM
[email protected]
Nilesh Malpekar BS - CPE (ECE)
[email protected]
Suni Smith INTM/EE
[email protected]
Tomas Bergland Architectural Engineering
[email protected]
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X. Appendix B
This is about each team member’s skill set and expectations from the IPRO
course.
Table 3. Each team member’s skill set & expectations
Team Member Strength Weaknesses
Knowledge /
Skills to Develop
Expectations for the
Project
Abhishek
Kumar
Chandnani
Work oriented.
Good organization
and communication
skills.
Experience with MS
office, C++.
No experience
with SAP
SAP knowledge;
Organization and
data analysis skills.
Gain PPM
experience &
knowledge and
hands-on industry
experience
Anand Thukral
Work oriented; good
communication
skills
No experience
with SAP
SAP knowledge
Gain PPM
experience; develop
good relationship
with Sloan
Anurag Kotha
Work oriented.
Good experience
with MS Office, C+
+, and Java.
Organization
Skills
SAP knowledge
Gain on-site
experience and
knowledge about
Warehouse
Management.
Arthur Wilas
Good at
communication
Not too good at
computers; no
experience with
SAP
Skills in
organization and
information
gathering
Gain experience in
tasks that are
presented in a
corporate and
industrial working
environment
Arun Devalam
Good with writing
programs;
proficiency with
Linux, Mac, and
Windows operating
systems.
Not good at
managing or
leading teams
Gain SAP
knowledge; learn to
work in a proper
industrial
environment
Gain first-hand
experience
Cong Sun
Experience in
technical writing,
technical
proofreading, and
project
management
No experience
with SAP or
with warehouse
management
systems
Knowledge about
SAP, warehouse
management, and
logistics
Gain hands-on
experience in tasks
related to
consultancy and
industry
management.
David Skiba
Proficiency in MS
Excel and Word
No experience
with SAP
Knowledge about
plant maintenance
and SAP
Have the chance to
learn about plant
maintenance and
PPM scheduling
IPRO306, spring 2010 semester 2/5/2010
Improving Global Supply Chain management Page 19 of 19
Table 3. Each team member’s skill set & expectations (Continued)
Team Member Strength Weaknesses
Knowledge / Skills
to Develop
Expectations for the
Project
Djordje Lukic
Previous
management
experience.
Proficiency in MS
Office, MS Project,
Auto CAD. Good
communication skills
and good customer
relations
No experience
with SAP;
limited time
availability
Knowledge about
SAP and supply
chain management
processes
Gain academic and
practical knowledge
in dealing with
different warehouse
management
systems and become
more familiar with all
aspects of supply
chain management.
Jutarop (Ben)
Limpinyakul
Experience with
material failure
criteria and
measurement
equipment
Organization
and planning
Knowledge about
SAP, preventative
maintenance, and
failure prediction
Gain experience with
failure prediction in
real-world
applications and with
the implementation of
a preventative
maintenance system
at Sloan.
Kunal
Sharangdhar
Good leadership
and communication
skills. Good
analytical skills and
decision taking
abilities. Team
player, with very
good interpersonal
skills. Proficient in
Microsoft office.
No SAP
experience
and little
industry
experience
Knowledge about
SAP, industry
workings, and
Supply Chain.
Gain hands-on
industry experience
and hone
management and
leadership skills.
Acquire knowledge
on different aspects
of Supply Chain and
Warehouse
management.
Nilesh Malpekar
SW Project
Management;
Business Analysis;
Technical
Architecture
No SAP
experience
SAP knowledge
Gain knowledge
about SAP WMS
implementation.
Suni Smith
High performance
computing,
Simulation, Problem
solving
Never used
SAP
SAP knowledge
Learn more about
PM
Tomas
Bergland
Skills in organization
& communication;
ability to work with
numbers properly
Never used
SAP; never
worked in
professional
environment;
never put
together a
large-scale
project
SAP, professional
planning, get
familiar with
warehouse
management
Get to know how a
company
manufactures, stores,
and distributes
products efficiently.
IPRO306, spring 2010 semester 2/5/2010
doc_755521837.pdf
Supply chain management (SCM) is the management of an interconnected or interlinked between network, channel and node businesses involved in the provision of product and service packages required by the end customers in a supply chain.
Improving Global Supply Chain management Page 1 of 19
Project Plan:
Improving
Global Supply Chain
Management
Project Sponsor: Steven Rodgers, Sloan Valve
Faculty Advisor: John Caltagirone
IPRO team:
Anand Thukral Abhishek Kumar Chandnani Anurag Kotha
Arthur Wilas Arun Devalam Cong Sun David Skiba
Djordje Lukic Jutarop (Ben) Limpinyakul Kunal Sharangdhar
Suni Smith Nilesh Malpekar Tomas Bergland
IPRO306, spring 2010 semester 2/5/2010
Improving Global Supply Chain management Page 2 of 19
I. Abstract ............................................................................................................... 3
II. Team Information ............................................................................................... 4
Team Purpose ..................................................................................................... 4
Team Objectives ................................................................................................. 4
III. Background ....................................................................................................... 5
History ................................................................................................................. 5
Current Issues ..................................................................................................... 5
Technology & Historical Considerations ............................................................. 6
Ethical & Societal Considerations ....................................................................... 7
IV. Team Value Statement ..................................................................................... 8
Desired Behavior ................................................................................................ 8
Conflict Resolution .......................................................................................... 8
Problem Solving Process .................................................................................... 9
Team Structure .................................................................................................. 11
Gantt Chart ....................................................................................................... 12
VI. Expected Results ............................................................................................ 13
Goals to achieve & tasks to finish ..................................................................... 13
Expected deliverables ....................................................................................... 13
Potential Obstacles to Project Success ........................................................... 14
VII. Budget ........................................................................................................... 15
VIII. Designation of Roles .................................................................................... 16
IX. Appendix A ..................................................................................................... 17
X. Appendix B ....................................................................................................... 18
IPRO306, spring 2010 semester 2/5/2010
Improving Global Supply Chain management Page 3 of 19
I. Abstract
The IPRO 306 team will be working with a sanitation and janitorial equipment
manufacturer, Sloan Valve. The core competency of this company lies in
manufacturing flush valves. Sloan Valve is currently one of the leading producers
of flush valves in the Northern American Continent. The team will be assisting
Sloan Valve in realizing two major projects.
The first project is to assist Sloan Valve in creating a Predictive Preventative
Maintenance (PPM) plan. The objective is to change their current reactive
maintenance plan to a structured preventative and proactive maintenance plan.
This new plan will not only improve the condition of their equipment but also
improve the overall production capabilities of the facility. The goal is to have the
maintenance teams maintaining the equipments, instead of constantly fixing
broken equipments.
The second project deals with improving and automating the current Warehouse
Management System with the intent of reducing picking time and improving
overall efficiency of the warehouse. The scope of the project includes
implementing Radio Frequency (RF) system to replace the current manual
practices, as well as defining, restructuring and developing data from the master
material data, in order to successfully implement a new SAP system.
IPRO306, spring 2010 semester 2/5/2010
Improving Global Supply Chain management Page 4 of 19
II. Team Information
The IPRO 306 roster for spring 2010 semester, along with each team member’s
strengths, skills, and expectations, can be found in appendixes A & B.
Team Purpose
IPRO 306 is a team of students brought together to gain practical and
professional experience working with industry leading global supplier. The team
plays an instrumental role in helping the company gain efficiencies through the
strategic implementation of technology and process improvements.
Team Objectives
? Meet and exceed the expectations of Sloan Valve and Mr. Caltagirone.
? Create a process map for PPM Program.
? Create PM process sheets in a format suitable for SAP upload.
? Create usable PM Templates, ready for population via SAP or manually.
? Clean SAP system data and populate (WM) screens in SAP
? Develop reports to have items stored in optimized locations
? Prepare CDC for bar code automation processing
? Formalize a process to roll out SAP warehouse management to other Sloan
Warehouse Facilities
? Create written procedures and process flow documents for the process
? Establish metrics to track optimized performance
? Work effectively as a team, with passion and honesty, to achieve our outlined
goals and maximize the benefits of this program.
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III. Background
History
Sloan Valve is a 104-year old, privately held manufacturer and global distributor
of commercial valves and plumbing fixtures. The company was built on the
invention of the Royal Flushometer, a type of high-efficiency, low-maintenance
valve which was a far departure from the valves that flooded the marketplace.
However, through the perseverance of the inventor and founder, William E.
Sloan, the flushometer eventually became the standard in commercial
construction.
Currently, the Sloan Valve network contains 8 different facilities: 4 manufacturing,
3 in the US and 1 in China, 1 foundry that supplies all of the castings for
manufacturing, and 3 distribution centers (DC). Sloan has also expanded to
Mexico in the 1960‘s including marketing, distribution, and specific line
manufacturing. The Franklin Park location serves as the corporate headquarters,
as well as, a primary manufacturer and replenisher of the distribution centers.
Sloan currently employs over 1000 people and has estimated annual sales over
$50 million.
Current Issues
The current IPRO306 team addresses on two concerns from Sloan: (1) how to
improve the efficiency of plant maintenance; (2) how to streamline the warehouse
management process.
(1) Sloan has identified that within their concurrent equipment & facility
maintenance system, the following problems may always lead to unnecessary
but considerable cost:
? There are no formal procedures on how items are stored for maintenance
purposes.
? Records are not refined or defined, and give limited history of equipment or
components.
? Current process addresses only REACTIVE repairs; however, there are
signals that PROACTIVE maintenance is urgently needed.
? There is no controlled inventory of spare parts.
? There is no pre-planned schedule of required tasks.
? There is no organized PPM program.
That is to say, solving those problems can result in noticeable cost-saving.
(2) Similar to (1), in Sloan’s Warehouse Management system, fixing a series
problems can lead to much higher efficiency and, eventually, great cost-saving:
? There are no formal procedures on how items are stored in the warehouse.
? Products are not easily identifiable in storage locations (e.g. not Bar-coded).
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? Current process requires bin cards to be used; however, bin cards are not
filled out properly or consistently, and reconciliation on bin cards is difficult.
? Bin locations are moved frequently with little or no control processes.
? There is sometimes confusion between finished goods inventory at the
Central Distribution Center with similar or the same items in final assembly
and other Franklin Park inventory locations.
? There are usually too many parts stored in one same location.
? There are sometimes too many shipping errors on outbound or internal
orders.
? Inventory is not currently stored by volume of transactions.
Technology & Historical Considerations
Currently, Sloan uses an ERP solution from SAP that includes a simple Inventory
Management (IM) module. This module provides basic inventory functions, such
as receipt of goods and the issuance of goods.
Although this system has worked, they need a new way to organize their
products in the form of Warehouse Management (WM). The WM module can be
used in conjunction with the IM module. Sloan aims to upgrade its current picking
strategy with the use of bar code scanners, which will improve the accuracy of
the product count by decreasing human error. They will also reduce the use of
paper, increasing sustainability, which is a high priority to the company.
Data integrity issues are also very commonplace for companies that utilize ERP
systems. This is often the result when the software implementations are not
executed correctly or procedures are not properly defined and implemented.
Since these are common issues, database administrators have been introduced
to Master Data Management, which attempts to employ best practices to help
deal with data integrity issues.
While these particular problems may be new to Sloan Valve, it is a commonplace
in industry. SAP is considered the industry leader of ERP software and its
software is employed by thousands of companies worldwide. It is very common
for companies to “outgrow” their current solutions, or run on inaccurate data.
There are countless companies that offer consulting services that would be
provide effective solutions for Sloan Valve.
In addition, regarding the Warehouse Management System sub-project carried
out by IIT’s IPRO team, some of this semester’s tasks are the continuation of the
Fall 2009 semester’s. The previous IPRO team has finished some preliminary
work on the implementation of WM module in SAP: collecting relevant data and
developing basic workflows for operators; in the spring 2010 semester, we will
complete the implementation work as well as ensure that the new system is
operational and stable.
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Ethical & Societal Considerations
There are no obvious ethical concerns. The only potential problems is that with
many efficiency efforts, the company may tend to reduce the workforce; however,
according to the stakeholders at Sloan, the work carried out within this IPRO306
project will only relieve the stress from the Warehouse Management personnel
and Plant Maintenance personnel at Sloan, and make their workload more stable
and more predictable.
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IV. Team Value Statement
Desired Behavior
Each team member is to adhere to a set of guidelines listed below:
? View the Sloan Valve Company as an important client. All of their needs and
expectations should be met and exceeded.
? Communicate with the staff at Sloan Valve and the other group members.
? Ask questions or ask for assistance when necessary.
? Complete tasks efficiently, effectively, and on time.
? Share information to keep everyone updated on progress.
? Maintain a professional attitude and atmosphere.
Conflict Resolution
Conflicts will be handled and resolved in a civil and quick manner.
Problems will first be identified and understood. Communication will then be
initiated to express feelings and concerns, as well as to brainstorm solutions.
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V. Work Breakdown Structure
Problem Solving Process
To fulfill the need from the project sponsor, team members have been divided
into two sub-teams: PPM team and WMS team. Each team will work on site at
Sloan Valve at least once per week:
? PPM – every Tuesday, 9:00-16:00; depending on the workload, may send
members to Sloan also on Wednesdays.
? WMS – every Tuesday, 9:00-16:00.
In addition, all the team members will convene every Thursday to review the
project status and to discuss any problems.
Predictive Plant Maintenance (PPM) project
Currently, Sloan has no organized predictive/preventative Plant Maintenance
program. The team will have some off-site tasks for the client between each
weekly meeting. The team will meet at Sloan once a week on Tuesdays; also,
depending how much work will need to be done on site, some team members
may work at Sloan on Wednesdays. The outcome of the project will depend on
how readily information will be available to the team.
Below is a generic process for the Predictive Plant Maintenance project.
Figure 1. Generic process for PPM project
IPRO306, spring 2010 semester 2/5/2010
Meet with Sloan Valve
stakeholders to discuss the
project, deliverables,
expected results, etc.
Take a tour of the
manufacturing center,
review machinery at Sloan,
and discuss the current plant
maintenance issues.
Gain Access to Sloan
Maintenance Logs and to
Sloan Machine Manuals.
Research PM operations
required per machine based
on time or usage interval.
Develop Process maps for
Predictive/Preventative
Maintenance Program.
Create Useable PM
Templates, ready for
population via SAP or
manually
Compile Process Maps into
SAP downloadable format
Project Finish
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Warehouse Management System (WMS) project
Below is a generic process for the Warehouse Management project. Assuming
no significant changes in scope, this process should be completed within the
IPRO time frame. The project assumes that there will be work for the client that
must be done between each weekly meeting.
Figure 2. Generic process for WMS project
IPRO306, spring 2010 semester 2/5/2010
Meet with Sloan Valve
stakeholders to discuss the
project, deliverables,
expected results, etc.
Take a tour of the
warehouse, reviewing fixed
bin layout, and put-away
strategy, and Pick strategy
Gain access to Sloan SAP
Warehouse Management
System (WMS) module
Work with Business Analyst
(BA) for data collection
required for system setup
Work with BA to execute
Unit Testing / Integration
Testing on SAP WMS
Module
Work with BA to prepare
SAP WMS module
implementation Training
Material
Work with BA to prepare
system rollout document
Provide System support
post-implementation
Project Finish
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Team Structure
As stated before, team members have been divided into two sub-teams, with
Arthur leading the PPM team and Kunal leading the WMS team. Cong acts as
the overall project lead, responsible for coordinating the communication between
team members and Sloan, between team members and Mr. Caltagirone, as well
as between both sub-teams; in addition, he will be also one of the staff resources
in WMS project.
Figure 3. Team Structure
IPRO306, spring 2010 semester 2/5/2010
Steven Rodgers (Sloan Valve)
VP, Supply Chain Operations
Gregory Spoor (Sloan
Valve)
Director, Global
Sustaining
Engineering
Brian Capo (Sloan Valve)
Manager, Global Distribution
John Caltagirone (IIT)
Faculty Advisor
Cong Sun
Team leader (overall)
Arthur Wilas
Team leader (PPM)
Kunal Sharangdhar
Team leader (WMS)
David Skiba
Anand Thukral
Jutarop (Ben) Limpinyakul
Suni Smith
Anurag Kotha Arun Devalam
Cong Sun Djordje Lukic
Nilesh Malpekar Tomas Bergland
Abhishek Kumar
Chandnani
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Gantt Chart
Figure 4. Gantt chart for IPRO306 in spring 2010 semester
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VI. Expected Results
Listed below are the results we aim to achieve for this project.
Goals to achieve & tasks to finish
For the entire IPRO team:
On top of fulfilling and exceeding the customer's needs, we would like to develop
some ideas regarding the following questions, which may be helpful not only to
our own future career, but also to the students who are interested in pursuing
consultancy jobs in future, as well as to the university's instructors who may
design practicing courses similar to IPRO306:
? What types of tasks the customers usually expect the students to handle,
especially when those students are from different majors?
? What difficulties the students may usually encounter, when most of them are
involved in consultancy work for the first time?
? How should the students best utilize the opportunity of working in teams and
serving real clients in the industry, in order to build their career portfolio?
For the Predictive/preventative Plant Maintenance team:
They will help streamline the SAP regulated PM program for all equipment within
Franklin Park facility, ensuring their accurate and efficient performance. To
achieve this goal, they need to finish the following tasks:
? The team will start by accumulating of the PM operations required per
machine based on the time and usage interval of a machine (top 75 units).
? Here onwards, the team will assist Sloan Valve in creating the present and
future process maps for a world-class Predictive/Preventative Maintenance
Program, which Sloan Valve can implement also at their other facilities.
? The final aspect of the PPM project involves compiling SAP into a format that
can be downloaded.
The SAP-regulated PPM program would prevent time and financial losses,
which Sloan Valve now suffers from currently, as the breakdowns are only
assessed when they occur. The SAP project, when in place, would avoid
uncertainty and allow the facility processes to proceed smoothly, even in the
event of a machine failure or breakdown.
For the Warehouse Management team:
They will help improve the performance of Sloan Valve’s Center Distribution
Center warehouse. To achieve this goal, they need to finish the following tasks:
? utilizing the SAP Warehouse Management module in putting away, storing,
and picking & packing finished goods;
? developing policies and procedures for implementing the Warehouse
Management module fully into the facility;
? testing all movements into and out of the warehouse;
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? creating training documents; and
? providing related technical support.
Expected deliverables
As part of the expected results, there will be the following deliverables:
From the Predictive/preventative Plant Maintenance project team:
? Process a map for the preventative plant maintenance (PPM) Program.
? Create PM process sheets in a format suitable for SAP upload.
? Come up with usable PM Templates, ready for population via SAP or
manually.
From the Warehouse Management System project team:
? Clean SAP system data and populate (WM) screens in SAP
? Reports about how to store items in optimized locations
? Plans about how to prepare CDC for bar code automation processing
? Presentation to stakeholders showing accomplishments
? Report on a process to roll out SAP warehouse management to other Sloan
Warehouse Facilities
? Written procedures and process flow documents for the process
? Established metrics for tracking optimized performance
? The live process in SAP for CDC warehouse
Potential Obstacles to Project Success
Regarding the WMS project:
? There are multiple distinct (though related) tasks to finish and different
reports/plans to compile; so the team will need to split into even smaller sub-
groups, with each sub-group working on different tasks or deliverables. In this
aspect, insufficient communication or unexpected workload surges for some
sub-groups may lead to task delays for the whole WMS team.
? In addition, the team members will need to access the SAP system of Sloan
and perform some tasks there; due to the complexity of the system and our
limited access rights to SAP, we are not sure whether the SAP system may
produce obstacles, for example, IT downtime.
Regarding the PPM project:
? The team may usually need to refer to the Operation Manuals of some
machines while collecting their maintenance requirements; however, many
machines are quite old, and the manuals for some of them may be even hard
to find. This may add extra workload to the team.
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VII. Budget
Table 1. Budget for IPRO306 in spring 2010 semester
Activity Cost Description
Transportation $675
15 round trips to Franklin Park. Assumes a 30 mile
round trip x 15 visits x 3 cars @ 0.50 cents/mile
*)
Food $1,040
Lunch at the company. Assumes 13 people x 10
days @ $8/meal
**)
Printing /
Supplies
$150
Finishing costs for brochures/posters/final IPRO
deliverables
Totals $1,865
*)
Sometimes, some members have to use CTA's service but they don't have a U-
Pass; however, for straightforwardness, here we only use the car-pool scenario
to calculate the budget for transportation.
**)
It has been anticipated that in the 15 visits to Sloan, only for about 10 times the
team need to have lunch at the company.
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VIII. Designation of Roles
Minute Takers:
? During weekly team meetings on IIT main campus: Cong Sun. He will record
the decisions made on those meetings, and send the meeting minutes to the
team afterwards.
? For on-site time at Sloan: David Skiba (PPM team) and Kunal Sharangdhar
(WMS team). They will record the decisions, events, project-related
knowledge, and any other important information acquired during the time
when each team is working or meeting at Sloan.
Agenda Makers:
? During weekly team meetings on IIT main campus: Nilesh Malpekar. He will
prepare an agenda for the weekly team meeting on IIT main campus, to
ensure that the meetings are efficient and productive.
? For on-site time at Sloan: Arthur Wilas (PPM team) and Kunal Sharangdhar
(WMS team). As team leaders, they will communicate with both Sloan and the
team to decide the on-site agenda.
Time Keeper:
Jutarop Limpinyakul. He will make sure that the weekly team meetings on IIT
main campus proceed according to the agenda.
iGroups Moderator:
Cong Sun. He will ensure that the deliverables for IPRO are completed and
uploaded to iGroups on time, the team's iGroup account is updated regularly,
and team members are notified about necessary information.
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IX. Appendix A
Here is the roster of the IPRO306 team, spring 2010 semester:
Table 2. Roster for IPRO306 team in spring 2010 semester
Team Member Major Contact Info
Abhishek Kumar
Chandnani
MMAE-Mechanical Engg.(UG)
[email protected]
Anand Thukral MMAE-Mechanical Engg.(UG)
[email protected]
Anurag Kotha MMAE- Aerospace Engg.(UG)
[email protected]
Arthur Wilas Mechanical Engineering
[email protected]
Arun Devalam Computer Science (UG)
[email protected]
Cong Sun MS - Techcomm & Info Design
[email protected]
David Skiba Mechanical Engineering
[email protected]
Djordje Lukic MS - INTM
[email protected]
Jutarop (Ben) Limpinyakul BS - Mechanical Engineering
[email protected]
Kunal Sharangdhar MS - INTM
[email protected]
Nilesh Malpekar BS - CPE (ECE)
[email protected]
Suni Smith INTM/EE
[email protected]
Tomas Bergland Architectural Engineering
[email protected]
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X. Appendix B
This is about each team member’s skill set and expectations from the IPRO
course.
Table 3. Each team member’s skill set & expectations
Team Member Strength Weaknesses
Knowledge /
Skills to Develop
Expectations for the
Project
Abhishek
Kumar
Chandnani
Work oriented.
Good organization
and communication
skills.
Experience with MS
office, C++.
No experience
with SAP
SAP knowledge;
Organization and
data analysis skills.
Gain PPM
experience &
knowledge and
hands-on industry
experience
Anand Thukral
Work oriented; good
communication
skills
No experience
with SAP
SAP knowledge
Gain PPM
experience; develop
good relationship
with Sloan
Anurag Kotha
Work oriented.
Good experience
with MS Office, C+
+, and Java.
Organization
Skills
SAP knowledge
Gain on-site
experience and
knowledge about
Warehouse
Management.
Arthur Wilas
Good at
communication
Not too good at
computers; no
experience with
SAP
Skills in
organization and
information
gathering
Gain experience in
tasks that are
presented in a
corporate and
industrial working
environment
Arun Devalam
Good with writing
programs;
proficiency with
Linux, Mac, and
Windows operating
systems.
Not good at
managing or
leading teams
Gain SAP
knowledge; learn to
work in a proper
industrial
environment
Gain first-hand
experience
Cong Sun
Experience in
technical writing,
technical
proofreading, and
project
management
No experience
with SAP or
with warehouse
management
systems
Knowledge about
SAP, warehouse
management, and
logistics
Gain hands-on
experience in tasks
related to
consultancy and
industry
management.
David Skiba
Proficiency in MS
Excel and Word
No experience
with SAP
Knowledge about
plant maintenance
and SAP
Have the chance to
learn about plant
maintenance and
PPM scheduling
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Table 3. Each team member’s skill set & expectations (Continued)
Team Member Strength Weaknesses
Knowledge / Skills
to Develop
Expectations for the
Project
Djordje Lukic
Previous
management
experience.
Proficiency in MS
Office, MS Project,
Auto CAD. Good
communication skills
and good customer
relations
No experience
with SAP;
limited time
availability
Knowledge about
SAP and supply
chain management
processes
Gain academic and
practical knowledge
in dealing with
different warehouse
management
systems and become
more familiar with all
aspects of supply
chain management.
Jutarop (Ben)
Limpinyakul
Experience with
material failure
criteria and
measurement
equipment
Organization
and planning
Knowledge about
SAP, preventative
maintenance, and
failure prediction
Gain experience with
failure prediction in
real-world
applications and with
the implementation of
a preventative
maintenance system
at Sloan.
Kunal
Sharangdhar
Good leadership
and communication
skills. Good
analytical skills and
decision taking
abilities. Team
player, with very
good interpersonal
skills. Proficient in
Microsoft office.
No SAP
experience
and little
industry
experience
Knowledge about
SAP, industry
workings, and
Supply Chain.
Gain hands-on
industry experience
and hone
management and
leadership skills.
Acquire knowledge
on different aspects
of Supply Chain and
Warehouse
management.
Nilesh Malpekar
SW Project
Management;
Business Analysis;
Technical
Architecture
No SAP
experience
SAP knowledge
Gain knowledge
about SAP WMS
implementation.
Suni Smith
High performance
computing,
Simulation, Problem
solving
Never used
SAP
SAP knowledge
Learn more about
PM
Tomas
Bergland
Skills in organization
& communication;
ability to work with
numbers properly
Never used
SAP; never
worked in
professional
environment;
never put
together a
large-scale
project
SAP, professional
planning, get
familiar with
warehouse
management
Get to know how a
company
manufactures, stores,
and distributes
products efficiently.
IPRO306, spring 2010 semester 2/5/2010
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