INDUSTRIAL ENGINEERING is redesign (engineering) of Products, Facilities and Processes for Productivity increase.
Productivity Management Imperative for USA - McKinsey. Returning US productivity to its long-term trend of 2.2 percent annual growth would add $10 trillion in cumulative GDP over the next ten years.
Productivity Management Imperative for USA - McKinsey. Returning US productivity to its long-term trend of 2.2 percent annual growth would add $10 trillion in cumulative GDP over the next ten years.
INTRODUCTION TO MODERN INDUSTRIAL ENGINEERING. E-Book FREE Download.
Supply Chain Industrial Engineering - Concept and Bibliography.
Lesson 166 of Industrial Engineering ONLINE Course.
https://nraoiekc.blogspot.com/2012/01/supply-chain-industrial-engineering.html
https://nraoiekc.blogspot.com/2012/01/supply-chain-industrial-engineering.html
Supply Chain Industrial Engineering - Supply Chain Cost Reduction - Continuous Engineering Improvement and Cost Reduction
Many companies have cost reduction plans for supply chain. They make strategic commitments to supply chain cost reduction and make annual budgets. They specify cost reduction as a duty or responsibility in the job descriptions of managers and industrial engineers in supply chain jobs.
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2024
Why supply chain cost reduction has become a boardroom discussion?
by Regenia Sanders
EY Consulting US-Central Supply Chain and Operations Leader.
Cost reduction and allocation to drive growth.
The pandemic underscored the need for companies to double down on their cost base to ensure viability, achieve their objectives and fund investment in innovation to drive long-term growth.
A disciplined supply chain cost optimization program becomes essential for business resilience.
Optimize Supply Chain Costs: 5 Key Levers
Achieve end-to-end supply chain cost management
Transformational cost reduction: beyond mere cutbacks
SEPTEMBER 24, 2024.
Rather than merely reducing costs, the focus has shifted toward cost transformation, with an emphasis on creating more flexible and variable cost structures that are aligned with what costs should be.
Achieving true cost transformation—establishing sustainable cost behaviors—requires deep visibility into all spending. This visibility is crucial for identifying opportunities to reduce or reallocate spend, fostering cost-conscious behaviors, and enabling new ways of working.
Early adopters of generative AI tools are achieving as much as 13% additional cost reduction improvements than their peers.
Restructuring the supply base: Prioritizing a resilient, yet efficient supply chain
Resilience in supply chains held the spotlight for many years; however, the focus appears to be shifting back to efficiency as companies consider costs and margin pressures
KPMG
Supply chain trends 2024:
Embrace the trends that will define 2024. This includes learning about emerging technologies from AI to distributed ledger technologies, low-code and no-code platforms and fleet electrification. This will need to be followed by managing the migration to a new digital architecture and executing it flawlessly.
Organizations will need to intensely focus on mining relevant, clean and well-governed data if they want to make the most of their new technology investments. Data will also be crucial as organizations are pressured to meet evolving ESG and Scope 3 commitments.
October 18, 2024
PPG, a global leader in paints, coatings, and specialty materials - a comprehensive cost reduction program.
The company also announced a comprehensive cost reduction program with anticipated annualized pre-tax savings of approximately $175 million once fully implemented, including savings of $60 million in 2025.
Whirlpool
Whirlpool plans further supply chain cost reductions
The home appliance company expects to cut at least $100 million more from its operations as it sees productivity improvements.
Feb. 12, 2024
https://www.supplychaindive.com/news/whirlpool-100-200-million-supply-chain-reduction-costs/707186/
2020
BMW has a cost reduction plan.
Cost Reduction Plan - €12 billion ($13.3 billion) by 2022.
BMW’s annual investors meeting March 2020
Company officials say BMW is active in cost reduction initiatives, has plans to slash at least €12 billion ($13.3 billion) by 2022.
They are working with suppliers to lower the cost of materials and indirect purchasing. BMW is working to streamline the product development process.
Material Costs Reduction due to higher supply and higher volume.
https://nraoiekc.blogspot.com/2020/04/bmw-industrial-engineering-activities.html
Supply Chain Industrial Engineering - BMW
BMW Group recognises suppliers for outstanding innovations
22.11.2018 Press Release ARCHIVE
Fifth BMW Supplier Innovation Award presented at Plant Landshut
The BMW Group has honoured suppliers for their outstanding innovations and development work for the fifth time. A total of 15 suppliers were recognised for their achievements and exceptional collaboration in the categories Productivity, Sustainability, Efficient Dynamics, Digitalisation and Emotional Experience.
The BMW Group’s global network of 3,200 suppliers at 4,500 production locations in around 50 countries plays a decisive role in implementing new developments. Every day, BMW Group vehicle plants worldwide take delivery of more than 31 million parts. Over the years, their share of value creation at the company has risen steadily and currently stands at over 70 percent. The BMW Group’s annual purchasing volume totals around 60 billion euros.
Category “Productivity”
3Con: World’s fastest press laminating system
BMW joined forces with 3Con to build the world’s fastest press laminating system, which can attach sewn leather and synthetic-leather coverings to an injection-moulded part with a cycle time of only 30 seconds. Thanks to rotating combination tools, left-hand and right-hand drive components can be produced in sequence with no integration restrictions. This reduces production costs by more than 80 percent.
https://www.press.bmwgroup.com/global/article/detail/T0287384EN/bmw-group-recognises-suppliers-for-outstanding-innovations
Plan to realize cumulative savings of $4.3 billion in 2019.
Productivity plan performance 2018: This plan was introduced in 2012 and expanded a couple of times since then to extend up to 2019.
It focuses on
restructuring the Company’s global supply chain;
WCO journey over the past 10 years - 1 000 manufacturing and supply chain profit improvement projects (PIPs).
“Our WCO journey over the past 10 years has been nothing short of remarkable: We’ve seen savings of just over RMB* 100 million (*Chinese Yuan), and we’ve completed close to 1 000 manufacturing and supply chain profit improvement projects (PIPs). Our Kanban boards have evolved from filling up walls with production statistics to upscale, electronic boards with practical action plans.”
Huang Zhimin, Swire’s Continuous Improvement Manager, Central Service Supply Chain, looks at some digital technologies that supplement CI and structured problem-solving throughout Swire’s end-to-end value chain.
(wco): WORLD CLASS OPERATIONS
https://traccsolution.com/resources/digital-technologies/
https://nraoiekc.blogspot.com/2019/10/productivity-success-story-coca-cola.html
BMW
2020
BMW has a cost reduction plan.
Cost Reduction Plan - €12 billion ($13.3 billion) by 2022.
BMW’s annual investors meeting March 2020
Company officials say BMW is active in cost reduction initiatives, has plans to slash at least €12 billion ($13.3 billion) by 2022.
They are working with suppliers to lower the cost of materials and indirect purchasing. BMW is working to streamline the product development process.
Material Costs Reduction due to higher supply and higher volume.
https://nraoiekc.blogspot.com/2020/04/bmw-industrial-engineering-activities.html
Supply Chain Industrial Engineering - BMW
BMW Group recognises suppliers for outstanding innovations
22.11.2018 Press Release ARCHIVE
Fifth BMW Supplier Innovation Award presented at Plant Landshut
The BMW Group has honoured suppliers for their outstanding innovations and development work for the fifth time. A total of 15 suppliers were recognised for their achievements and exceptional collaboration in the categories Productivity, Sustainability, Efficient Dynamics, Digitalisation and Emotional Experience.
The BMW Group’s global network of 3,200 suppliers at 4,500 production locations in around 50 countries plays a decisive role in implementing new developments. Every day, BMW Group vehicle plants worldwide take delivery of more than 31 million parts. Over the years, their share of value creation at the company has risen steadily and currently stands at over 70 percent. The BMW Group’s annual purchasing volume totals around 60 billion euros.
Category “Productivity”
3Con: World’s fastest press laminating system
BMW joined forces with 3Con to build the world’s fastest press laminating system, which can attach sewn leather and synthetic-leather coverings to an injection-moulded part with a cycle time of only 30 seconds. Thanks to rotating combination tools, left-hand and right-hand drive components can be produced in sequence with no integration restrictions. This reduces production costs by more than 80 percent.
https://www.press.bmwgroup.com/global/article/detail/T0287384EN/bmw-group-recognises-suppliers-for-outstanding-innovations
Coca-Cola
2019Plan to realize cumulative savings of $4.3 billion in 2019.
Productivity plan performance 2018: This plan was introduced in 2012 and expanded a couple of times since then to extend up to 2019.
It focuses on
restructuring the Company’s global supply chain;
WCO journey over the past 10 years - 1 000 manufacturing and supply chain profit improvement projects (PIPs).
“Our WCO journey over the past 10 years has been nothing short of remarkable: We’ve seen savings of just over RMB* 100 million (*Chinese Yuan), and we’ve completed close to 1 000 manufacturing and supply chain profit improvement projects (PIPs). Our Kanban boards have evolved from filling up walls with production statistics to upscale, electronic boards with practical action plans.”
Huang Zhimin, Swire’s Continuous Improvement Manager, Central Service Supply Chain, looks at some digital technologies that supplement CI and structured problem-solving throughout Swire’s end-to-end value chain.
(wco): WORLD CLASS OPERATIONS
https://traccsolution.com/resources/digital-technologies/
https://nraoiekc.blogspot.com/2019/10/productivity-success-story-coca-cola.html
DOLLAR GENERAL
SUPPLY CHAIN INDUSTRIAL ENGINEER at DOLLAR GENERAL
Location Longview, Texas
Date Posted May 21, 2023
Category Engineering
Job Type Permanent
Description
Dollar General Corporation has been delivering value to shoppers for more than 80 years. Dollar General helps shoppers Save time. Save money. Every day. by offering products that are frequently used and replenished, such as food, snacks, health and beauty aids, cleaning supplies, basic apparel, housewares and seasonal items at everyday low prices in convenient neighborhood locations. Dollar General operates more than 18,000 stores in 47 states, and we re still growing. Learn more about Dollar General at
Job
Supply Chain Industrial Engineering position will work in one of our six regions and will be responsible for our processes and procedures, engineered labor standards, maintaining our labor management system, continuous improvement, data analytics, and project management. This position will be responsible for the development, testing, change management, and execution of the all the key engineering focus areas to achieve our expected safety, quality, and productivity goals.
The individual for this position must have strong foundations in all IE principles and must understand general distribution processes and operations. The individual for this position also will serve as a change agent with our operations partners and must be able to drive execution of our process and procedures.
DUTIES and ESSENTIAL JOB FUNCTIONS:
Processes and Procedures (25%) Develop, implement, and maintain preferred methods and standard operating procedures for all warehouse functions.Evaluate current processes and procedures through process mapping to identify opportunities to improve safety, quality, and productivity. Training and coaching exempt leadership around new methods or compliance and opportunities around current processes, methods, and procedures.
Engineering Labor Standards & Labor Management Systems (30%) Development and maintenance of engineered labor standards through predetermined systems such as MOST, MTM, MSD, etc. Conduct time studies and analyze time study data.Maintain labor management system layouts, setup, and standards. Training and coaching of exempt leadership team on utilization of labor management systems and standards.
Continuous Improvement25%Root cause analysis including observations, developing recommendations, and implementing improvement opportunities to improve safety, quality, and productivity.Develop, identify ROI, present, and implement cost saving opportunities through key LEAN and Six Sigma principles.
Data Analytics & Data Mining10%Data mining of large data sets to understand key opportunities in relationship to safety, quality, and productivity.Present data findings to operations team in a way that can be interpreted and actioned.
Project Management10%Develop project plans and action items to support key company initiatives. Support key improvements through proper plan-do-check-act process.
KNOWLEDGE and SKILLS:
Thorough knowledge of key distribution processes including the development and implementation of methods, process steps, and standard operating procedures.
Thorough knowledge of distribution operations including building setup, labor planning, slotting optimization, etc.
Thorough knowledge of work measurement disciplines to including engineering labor standards, time study, methods time measurement, master standard data, etc.
Thorough knowledge or labor management systems and tracking (Blue Yonder, Manhattan, etc.)
Lead change management processes with ability to translate recommendations into clear and precise functional requirements.
Strong analytical, decision making, and problem-solving skills
Perform advanced analysis including process mapping, simulation, statistical modeling, and process re-engineeringKnowledge of distribution process improvement methodologies (lean, Six Sigma, etc.)
Strong influencing skills with internal stakeholdersAbility to handle confrontational situation in a mature and professional manner
Proficiency in Microsoft excel and Microsoft Office Suite
Strong organizational and project management skills
Strong communication skills within all tiers of the organizationExcellent written, oral, and interpersonal skills
WORK EXPERIENCE and/or EDUCATION:Bachelor s degree in Industrial Engineering or related field required. At least 5 years of warehouse experience required. An equivalent combination of education and experience may be substituted.Ability to travel up to 75%.
https://www.energyjobsusa.com/job/supply-chain-industrial-engineer-texas-longview-4197/
https://www.linkedin.com/jobs/view/3580202557/
Dollar General Corporation Names David A. Perdue, Jr. CEO
April 03, 2003
Perdue earned a bachelor's degree in industrial engineering and a master's degree in operations research from Georgia Institute of Technology. He is a director of Alliant Energy Corporation and is on the Georgia Tech Advisory Board.
https://newscenter.dollargeneral.com/news/dollar-general-corporation-names-david-a-perdue-jr-ceo.htm
https://www.slideshare.net/loracecere/dollar-general-presentation-at-the-supply-chain-insights-global-summit-september-8-2021
Dow Chemical Company
Dow operates an extensive, integrated global supply chain. The company procures more than 100 billion pounds of raw material and hydrocarbon feedstock from more than 1,000 suppliers worldwide, and manages about three million product shipments to external customers and other Dow locations each year. Dow’s products are staged in 300 warehouses and 100 terminals around the world, and shipped via highway, rail, marine, pipeline and air. About 20 percent of those shipments involve international border crossings where custom’s clearance is required.
Dow continuously evaluates and implements new ways to improve the efficiency and effectiveness of its supply chain. During the past three years, Dow completed more than 300 supply chain improvement projects that contributed $85 million to the company’s bottom line. The drivers for those projects were cost reduction related, but they also yielded significant service, safety, security, energy and environmental benefits. As a result of the company’s efforts to reduce transportation distances, improve asset utilization, optimize distribution networks and improve productivity, Dow was able to achieve energy savings equivalent to 2.5 million gallons of diesel fuel per year
https://usresilienceproject.org/wp-content/uploads/2014/09/pdf-USRP_Dow_CS_012312.pdf
Ford
Untouched Digital Supply Chain Vision.Continuous improvement the norm.
By Victoria Johns29 June 2020
Insourced Fourth party logistics (4PL) services in India in 2018.
Running own network design planning model for all the markets.
Substantial reduction in freight costs and lead time,
Quicker turnaround of trucks
Better new network plans for new plants.
3D vanning
3D vanning is a way of optimising load planning, using digital technology
to find the best container sizes and the best way of arranging them
in trucks to use cubic space.
https://www.automotivelogistics.media/oems/the-future-of-fords-untouchable-supply-chain/40836.article
Ford - Creating Supply Chain Efficiencies
Hugo Britt, Jul 22, 2020Ford’s supply chain contains more than 1,400 Tier 1 suppliers and up to 10 tiers between supply and raw materials. There is a significant opportunity to identify and reduce costs and Ford pursues the task on continuous basis extending the earlier cost reduction target setting to suppliers with partnering now to identify cost reduction opportunities and develop cost reduction projects in supply chain.
Toyota cut its motor costs in half in 2018, and now Ford is now focusing on it. Benchmarking drives continuous improvement. You have to match competitors in their innovations and you have to be ahead in some other areas to sustain your market share. Maintaining a profitable market share demands continuous operational excellence activity - Performance maintenance - Quality Maintenance - Cost Reduction - Customer Relations Maintenance.
https://www.thomasnet.com/insights/ford-supply-chain/
Gartner Supply Chain Insight
Driving Supply Chain Cost Optimization.
Successful supply chain leaders maintain costs through growing networks of partner and suppliers.
Manage and control your supply chain costs.
Use Total Cost of Ownership to Optimize Costs and Increase Savings.
Download the research.
https://www.gartner.com/en/supply-chain/insights/driving-supply-chain-cost-optimization
GlaxoSmithKline
GSK turns to K+N for supply chain cost reduction logisticsJan 14, 2016
Once an afterthought, supply chain costs are now getting full attention. Pharma companies are looking for ways to cut supply chain costs in plants. Kuehne + Nagel will provide cost analysis and reduction services in the transportation process of products from raw materials suppliers to trade customers for GSK. GSK has been working for some years to shave costs from its supply chain. Several years ago, it cut out some of the 2,800 suppliers. The result was a reduction in lead times to within 48 hours on average and improvements in on-time delivery in full to 90% from 40%.
Samsung Electronics
2021-09-23
ODM refers to original development manufacturers that design, manufacture and supply products. Samsung has been expanding ODM outsourcing as price competition intensifies in the global smartphone industry.
Market tracker Counterpoint Research recently reported that smartphone shipments from ODM and independent design house (IDM) companies grew 7.2 percent year-on-year in the first half of 2021 as the global smartphone market rebounded 19 percent during the same period. The growth of the ODM market was driven by increasing orders from key clients, such as Samsung and Chinese makers including Xiaomi.
Samsung's active use of ODM companies is part of the "en vogue" manufacturing trend in terms of cost reduction.
Apple has developed its own products and outsourced manufacturing of its smartphones, reliance on ODM companies can lead to quality problems, because Samsung's involvement in the product development process decreases.
SAMSUNG ELECTRONICS AMERICA
Director, Supply Chain Strategy
Plano, TX
(Advertised in 2021)
ABOUT US
Samsung delivers cutting-edge technologies and experiences that push the boundaries of what’s possible.
Size: 1,001 - 5,000 employees
Industry: Consumer, Engineering, Tech
Position Summary
Making the future is everyday life at Samsung. We're seeking innovators who are called to not just change the world, but build a better one. We enable the best technology hardware on the planet, but our best is always a prototype for something better and our people thrive with a driven mindset - better builds on better. We believe that innovation and growth are driven by an inclusive culture and a diverse workforce. We aim to create a global team where everyone belongs and has equal opportunities, inspiring our talent to be their true selves. Together, we are building a better tomorrow for our customers, partners and communities.
To that end, this candidate will partner with Samsung top leadership to develop and implement Samsung's Supply Chain Strategy. Director of Supply Chain Strategy is a process leader and engineer, responsible for overseeing the development of current business capabilities and enabling the pathway for successful deployment of new processes and systems. The role will require overseeing the current business process and supervising development opportunities - improving automation, quality and reducing cost. In this role, the candidate will be responsible for the overall business requirements development, working with Senior Supply Chain Business Analyst in the discovery and definition of new processes. Senior Manager of Supply Chain Strategy will be responsible for e2e process discovery, development and roll out - including UAT, testing and training. This position requires extensive hands on experience and business acumen in the development of large scale Business and Systems processes within ERP (Supply Chain) that promote the growth of the company and assures the Supply Chain scalability for a fast growing company.
The successful candidate will be responsible for the future development of Business Processes within Samsung Supply Chain. Success in the role will depend on the ability to roll out business improving processes, whilst maintaining continuity, improving quality and increasing efficiency. The successful candidate must oversee and steer a team to develop strong analytics, business modelling, process mapping skills, along with ability to define KPI's and improvement mechanisms to drive performance. In order to be successful at the following tasks, the successful candidate must build executive relationships across Supply Chain, Finance and Sales organizations, be able to bring teams together, nurture team talent and resolve ambiguity.
Role and Responsibilities
Accountable for shaping and delivering transformation objectives in partnership with regional and global stakeholders in Product Marketing, Sales, Finance, Logistics & Supply Chain
Sustain cross functional support for large scale transformational programs focused on building 'outside-in' best practice capabilities to enable Samsung's business vision
Align multiple cross functional teams including colleagues, stake-holders and senior management around strategy and business requirements
Provide strategic supply chain direction to Samsung Electronics America senior leadership, especially in areas of optimization, digitalization, & e-commerce
Analyze P&L impacts of strategic customer projects, present findings to the CFO and CEO
Use supply chain offerings to change the conversation with customers from transactional to strategic, continuously driving improvements in cost and service
Perform project and concept sales pitches to the customer on behalf of customer account teams; engage customer operations teams to collaborate on new & better ways of working
Innovate internal company and collaborative processes via improvement projects with lean and agile methodologies
Perform As-Is process mapping, Gap analyses, To-Be process design, benchmarking, and similar re-engineering analysis
Develop, analyze and report financial and operating data to management
Responsible for ensuring appropriate documentation of business processes and suggestions required to improve the productivity of Supply Chain processes
Owns development of sets of KPI's where necessary to determine development of business processes over time
Required to have expertise of supply chain functions/processes (Forecasting, Demand and Supply Planning, SAP, Global Distribution and Fulfilment & Order Processing)
Must have understanding of cross functional areas such as Order Management, Distribution and Logistics, Component Sourcing and Manufacturing
Toyota
See the emphasis on cost reduction and efficiency improvement in the supply chain and warehouse in the advertisement
Parts Supply Chain Manager
Toyota Material Handling Greater Indianapolis
(2021 Advertisement)
About the job
As a key member of the Aftermarket team, this position will lead the strategic management of Toyota’s service parts supply chain programs, warehouse operations and distribution by continually providing a competitive advantage in the marketplace through quality, pricing, availability, and overall support. Through collaboration with a global supply base, this position will identify opportunities to drive strategic initiatives that can result in improved lead-time, inventory reduction & cost reductions through improved procurement processes. In addition, this position will be responsible for the development and implementation of best-in-class warehouse & distribution processes, including, automation, 5S, and the continued evaluation of distribution space & locations.
Essential Position Duties:
Develop, communicate and implement best practices related to inventory management and material control to ensure best-in-class Procurement KPI’s are achieved (Fill-Rate, Backorder Turnaround)
Analyze usage, sales, market trends, and price trends in order to make recommendations and proactively drive cost reduction and efficiency initiatives
Implement and maintain supply agreements
Drives continuous improvement results in current purchasing & operational procedures, always focusing on the elimination of waste and non-value added activities
Maintains purchasing documents, files and records for the purpose of ensuring the availability of documentation and compliance with established policies and regulatory guidelines
Oversee the parts warehouse and warehouse operations which includes: safety protocols, production efficiencies, staffing levels and training for parts warehouse associates
Develop warehouse efficiencies through improved space utilization and implementation of automation
Develops annual Hoshin (strategic goals) activities and ensures completion
Leads departmental OPEX & CapEX budget process on an annual basis
Researches industry trends and new technology in order to develop the most efficient processes and results in the industry
Understands company policies and any local / state / federal laws governing procurement and distribution
Assists the Senior Manager, Parts Operations in all Aftermarket activities and special projects
Ability to work in a constant state of alertness and safe manner
Complete additional duties as assigned
Volkswagen
15 Dec, 2020
The Volkswagen board approved plans to reduce fixed costs by 5% by 2023 and material costs by 7% over the same period. It also agreed for the company's Wolfsburg site to become the focal point for the highly automated production of electric vehicles.
Ud.21.10.2024, 21.10.2023, 22.5.2023, 19.10.2021
Pun 28.8.2021
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