Fulfilment for Filling - Appendix

Fulfilment for Filling - Appendix

Research to more efficiency in the coatings supply chain at the sector Paint of

Akzo Nobel Wapenveld

Fulfilment for Filling - Appendix

Research to more efficiency in the coatings supply chain at the sector Paint of

Akzo Nobel Wapenveld

Thesis on behalf of graduating

MSc Technology Management

July 2007

Author:

J. Lumer

1297031

Study:

MSc Technology Management

Faculty of Management & Organization

University of Groningen

Supervision:

prof. dr. J. Wijngaard

dr. ir. D. J. van der Zee

Organization of study: Akzo Nobel Wapenveld

Supervision:

A. Vulink

C

ONTENTS APPENDIX

CONTENTS APPENDIX... 3

1. PROCESS FLOWCHARTS... 3

1.1. LOGISTIC PLANNING MANAGEMENT... 3

1.2. ORDER ENTRY... 3

1.3. SHORT TERM PLANNING PAINT... 3

1.4. MATERIAL MANAGEMENT... 3

1.5. WAREHOUSE RAW MATERIAL... 3

1.6. PRODUCTION PAINT... 3

1.7. PROCESS AND PRODUCT CONTROL PAINT... 3

1.8. WAREHOUSE PACKAGING PAINT... 3

1.

P

ROCESS FLOWCHARTS

Process flowcharts of the departments that a batch of paint flows through are given in this appendix.

1.1. L

P

M

Logistic Planning Management is responsible for all requests for adding new products to or altering existing products of the assortment of Akzo Nobel Wapenveld. Besides this, Logistic Planning Management is responsible for projects such as keeping the facility in track with revisions of law and maintaining the service level of 98 per cent. The process of adding new products to or altering existing products of the assortment is depicted in Figure 1-1.

1. A request for adding a new product to or altering an existing product of the assortment of Akzo Nobel Wapenveld is made. These requests are filled in on a Wapenveld introduction form.

2. The recipe is entered into the system. This is supported by Process and Product Control.

3. The routing is entered into the system by the planning manager. 4. A calculation of the price is established.

5. The finished products are entered into the system. This means among others that the packaging is specified and a pallet stacking is made. This is not necessary for the semi-finished products.

6. An indication of the first delivery is given to the customer.

1.2. O

E

Figure 1-2 Framework Order Entry

1. Orders are put in the SAP system. When customers use the same system, they can enter the orders themselves. Other customers have to send a fax or an e-mail containing the order, and Order Entry then enters the order into the system.

2. The system sends the order to the department that has to produce the products. This is established in the MRP run.

3. Some customers may want to have extra information about the delivery date, or may want a earlier delivery date. They then have to contact Order Entry, since Order Entry serves as an intermediary between the customers and all departments of the plant. This is done in customer teams; the customer always has contact with the same employee. 4. Order Entry has to consult which delivery date can be set. When a delivery date will

not be met, Order Entry is informed by Short Term Planning about the new delivery date.

1.3. S

T

P

P

Short Term Planning Paint is responsible for scheduling the orders for Production Paint and Filling Paint. Short Term Planning Paint is functionally managed by the planning manager of Logistic Planning Management. Hierarchically Short Term Planning Paint is managed by the production manager. The process of scheduling is depicted in Figure 1-3.

Figure 1-3 Framework Short Term Planning Paint

1. The SAP system provides Short Term Planning Paint with a proposal for production. This proposal is based on customer orders and forecasts. Short Term Planning Paint decides which proposals will be honoured, depending on priorities that are established. 2. An inspection of capacity and raw material takes place. When there is a problem a

4. The SAP system provides Short Term Planning Paint with a proposal for filling. This proposal is based on the production orders that are triggered and need to be filled. An inspection of material takes place.

5. If everything seems to be in order, the filling can be scheduled. For paint that should be delivered at other Akzo Nobel facilities, notice is given to the dispatching days at Distribution. Also the picking forms for Warehouse Packaging Goods and the labels and stickers that are needed for the automatic filling machines are prepared.

6. When Process and Product Control Paint approves of filling the paint that is scheduled, this can be done. Otherwise Short Term Planning Paint has to reschedule the paint, so it can be filled at another date. When a delivery date cannot be met, Order Entry is informed, and a new delivery date will be set.

1.4. M

M

The responsibility of Material Management is to provide raw material and packaging goods on time and for the best price. The prices however are arranged by the purchase department of Akzo Nobel Groot-Ammers. Besides this, Material Management has the more difficult duties in the SAP system for Warehouse Raw Material and the Warehouses Packaging Goods. Material Management is managed by Logistic Planning Management. The process is depicted in Figure 1-4.

1. The SAP system provides Material Management with a proposal for ordering. Within Material Management there are two flows, namely the customer orders and the stock keeping orders. The proposal that the system puts forward is based on customer orders and forecasts.

2. Material Management examines the orders that Short Term Planning has planned to produce.

3. Based on the production Material Management decides which items are ordered at the various suppliers. When suppliers cannot meet the desired delivery date, Material Management informs Short Term Planning, so production can be postponed.

1.5. W

R

M

Figure 1-5 Framework Warehouse Raw Material

1. Solid raw material is delivered and placed in a buffer. 2. Liquid raw material is delivered and placed in a buffer.

3. After delivery an inspection of amount and designation takes place.

6. Picking is done per batch using the order. Solid raw material that is needed for a batch is placed on one pallet. The liquid raw material for one batch is placed close to another. However, on one pallet the liquid raw material of more batches can be placed. 7. Most of the raw material is weighed, using the amount of material that is stated on the order. Of the solid raw material everything is weighed. Of the liquid raw material only the amounts less than 20 kg, are weighed. When there is over 20 kg of liquid raw material needed, whole barrels are brought to the department that needs it. The surplus is send back.

8. The picked orders are placed in a buffer.

9. The raw material is brought to the departments that need it.

1.6. P

P

Figure 1-6 Framework Production Paint

2. The liquid raw material is placed in a buffer by Warehouse Raw Material. It can be stored in bulk containers or barrels. The weighing of the small amounts is done in warehouse 51. Warehouse 51 is a buffer of liquid raw material.

3. Some of the liquid raw material needs to be weighed before mixing, to follow the recipe. The liquid raw material that is stored in bulk containers is weighed during the pouring in the tank or mobile tank using dosing units. The liquid raw material that is stored in barrels is also weighed during the pouring in the tank or mobile tank before the mixing. However, this is done by using scales connected to an electric pallet truck. 4. The dispersion of the raw material is done in tanks or mobile tanks. Empty mobile

tanks can be collected at Cleaning. In the recipe a description of when a certain quantity of material should be added, the time it should be mixed at a certain speed and the maximum temperature the product is allowed to reach is given.

5. Some batches need to be milled in a pearl mill to get a certain degree of fineness. A pearl mill contains Zirconox Ce (zirconium oxide) pearls that are passed into the paint that is pumped through the machine. The desired fineness is described in the recipe. 6. After the batch is mixed, Production Paint performs an inspection of among others pH

value, viscosity, density and fineness. If the product does not meet the desired values, an adjustment takes place.

7. The batch is placed in a buffer, awaiting further steps. This buffer can be at the same location as the batch that is mixed, or at an entire different location.

8. When the inspection confirms that the batch is approved a colorant can be added to it by a colour producer, or, if this is necessary, the colour can be adjusted.

9. The visual inspection of the colour is done integral during the adding of the colorant, using a tested colour card and wet samples. If it is necessary, the colour must be adjusted.

10. A sample of the batch with the data gathered at the inspection at Production Paint is send to Process and Product Control Paint, where a profound check is done. If the specifications are not met, adjustments take place.

11. When the batch is approved by Process and Product Control Paint, it stays in the buffer, until it is needed by Filling Paint.

by the ETL the batch needs to be filtered. This is done automatically when the tanks are used. When mobile tanks are used a sticker is used to remind the employee that the batch has to be filtered.

1.7. P

P

C

P

Process and Product Control Paint is responsible for inspecting the paint that is produced in Production Paint. When Process and Product Control Paint approves, the paint can be filled. The department is also responsible for optimizing the production process. These processes are depicted in Figure 1-7.

Figure 1-7 Framework Process and Product Control Paint

1. A new recipe for paint is added to the assortment of Akzo Nobel Wapenveld. Process and Product Control makes the examination instruction for that new recipe.

2. Process and Product Control Paint supports Production Paint concerning the production of the paint.

be adjusted at Production Paint. The adjustment that must be performed can stem either from the examination instruction or from the specialist. The paint can also be rejected. The paint then has to be destroyed or it can be touched up with other batches. Touching up is not possible when the wrong material is added to it. Several causes can be stated for not approving the paint. Common causes are fluctuations in raw material and colouring power.

1.8. W

P

P

Figure 1-8 Framework Warehouse Packaging Paint

1. The packaging goods are delivered by lorry. The warehouseman helps the lorry driver unload the lorry.

2. After the cargo has been unloaded, the warehouseman performs a visual inspection of the cargo. When the goods are approved, the data on the waybill are entered into the system, through which a second inspection on completeness is done. There is a possibility to report possible incompletion.

4. Filling Paint always gets approximately ten per cent over the requested amount of packaging goods, to prevent short delivery due to damaged packaging goods and uncertainty of the produced amount of paint. Afterwards the surplus is returned to Warehouse Packaging Paint and gets stored again.

5. Orders are picked using a form which contains data concerning the amount that should go to a specific department and the time it should be available. An order includes all packaging goods needed at Filling Paint.

6. The picker inspects the products by order, and initials the form to show the order is complete.

7. The picked orders are stored in a temporary buffer.

8. Before delivery to Filling Paint there is another inspection for completeness. The deliverer initials the form for approval.

1.9. P

Figure 1-9 Framework Printing

1. The orders for Printing become available through the SAP system. Then information must be gathered about the text and warnings that must be printed on the labels or stickers.

2. All the material that is needed in Printing is delivered by an external printing office. The amount of stock is kept up to date by the SAP system. When the stock gets below a certain level, new material is ordered by Material Management. Since it is only possible to print a black colour in Printing, all the other colours are already printed by the external printing office.

3. Printing inspects the amounts, codes, name, content and size of all delivered material. When this is correct, the data is entered into the SAP system.

material safety data sheet provides Printing with all the information that needs to be on a product, such as information about transport, safety symbols, and the ingredients. 5. After printing the labels and stickers are put into a buffer, together with the labels and

stickers that already have all the information on them when they come from the external printing office. Printing provides the departments with a surplus of about five to ten per cent; there is a possibility that more units are produced than was expected, and sometimes labels or stickers are wasted.

6. Once a day all the printed labels and stickers are brought to the departments that need them. This can be Production Fillers, Filling Paint or Distribution. Filling Paint has three possibilities, namely to the ETL or the labelling machine where the labels and stickers are brought to, or to the Planning Office, which supplies the automatic filling machines that fill decorated packaging goods with roles of stickers. The process is stated ready in the SAP system.

7. The surplus of labels and stickers of the day before are collected by Printing and are placed back in stock.

1.10. F

P

Figure 1-10 Framework Filling Paint

1. The packaging products are placed in a buffer by Warehouse Packaging Paint.

2. Some products have to be labelled after filling, because the labels can become filthy due to leakage of paint or due to the fact that the empty package is too light to get labelled. These products are placed in a buffer.

4. The barrels, tins, cans and buckets are labelled. This can be done before or after they are filled, depending on their form and size, and the paint that must be filled. The ETL can do this automatically.

5. Production Paint delivers the paint in mobile tanks to Filling Paint.

6. All batches need to be coded. All units in the batch then get a batch-code at the bottom or the side.

7. Filling can be done by hand or by machine. When the filling is done by machine, this is done on the ETL or the automatic filling lines. A screen is used to filter possible impurities out of the product.

8. The mobile tanks that are empty after filling are cleaned in Cleaning. The collection of the empty mobile tanks is done by Warehouse Packaging Products or Cleaning. The mobile tanks are cleaned automatically; the taps on the mobile tanks are cleaned by hand.

9. Some types of paint need an anti-skin agent on top of them to sustain the quality of the paint. The machines can do this automatically.

10. After filling the paint, a cap, lid or lid in combination with a ring is placed on top of the package to close it. The machines can place lids automatically.

11. Some types of paint need a sticker that indicates the colour of the paint on top of the cap or lid. The machines can do this automatically.

12. After the filling and labelling the paint is placed in a buffer before it gets packed. 13. The units can get packed in boxes or wrapped in clingfilm before they get placed on a

pallet. The surplus of packaging goods returns to Warehouse Packaging Paint to be placed in stock again.

14. A sample of the paint is send to the Process and Product Control, since possible complaints from customers can then be traced back to a batch.

15. The pallets with packed units are placed in a buffer, before sending them to Distribution. The conveyance is done by Warehouse Packaging Paint.

1.11. C

Figure 1-11 Framework Cleaning

1. The person that empties a mobile tank is also responsible for bringing the empty mobile tank to Cleaning. The mobile tanks that are emptied at the ETL are brought by employees of Warehouse Packaging Paint.

2. The mobile tanks are cleaned mechanically.

3. The person that needs a cleaned mobile tank to mix a new batch in fetches the mobile tank at Cleaning.

1.12. D

1. The departments Production Paint, Production Fillers and Production Service Colour send their finished product to Distribution, where they are placed in a buffer.

2. Some products need an assembly of A and B components, and others need to be packed in boxes. This is done by a semi-automatic machine.

3. An inspection of, among others, the batch number, the label and the amount of products takes place.

4. Pallets with products that are supposed to be transported immediately are sealed. 5. The other products are placed in stock. This can be in the regular stock or the safe (for

inflammable products). The products that are produced for customers in Production Service Colour are placed in their own stock. An automated system keeps track of the place of the products.

6. Orders that are intended to be sent away become available in the SAP system. Distribution also arranges transportation to the customers.

7. Orders are picked using a form which contains the product number. This is entered into the scanning device, which reports the location of the specific product. After picking the product, this location must be scanned to ensure the picking of the right product. Then a form is printed out by the SAP system that is used for further identification of the product.

8. The picked products are placed in a buffer and get a sticker.

9. The pallets with products that are intended to be sent away to customers are placed at the loading platform.

10. The pallets that not have been sealed yet are sealed.

11. The lorries are loaded by the loading chief. A form is used which contains data about the products that have to be send away.

2.

T

ANK FLOORS

This appendix provides a description of the tank floors of Akzo Nobel Wapenveld that are used by the sector Paint.

2.1. T

1

Tank floor 1 consists of ten square tanks that are distributed over five logistic clusters. Due to the shape of these tanks they are not suitable for every product; when mixing in the tank the product in the corner is not reached. The location of the tanks is inconvenient for pouring product into the tank by Production Paint, as well as emptying the tanks by Filling Paint. Therefore, use of the tanks is avoided as much as possible. Data of these tanks can be found in Figure 2-1.

Figure 2-1 Tanks tank floor 1

2.2. T

2

Figure 2-2 Tanks tank floor 2

2.3. T

3

2.4. T

4

Tank floor 4 consists of 21 square tanks that are distributed over 15 logistic clusters. Due to the shape of these tanks they are not suitable for every product and use is avoided as much as possible; when mixing in the tank the product in the corner is not reached. Data of these tanks can be found in Figure 2-4.

2.5. T

5

Tank floor 5 consists of 22 cylindrical tanks that are distributed over 8 logistic clusters. Data of these tanks can be found in Figure 2-5.

2.6. T

6

3.

R

OUTING

In this appendix the routing of the products of the sector Paint is represented. The dissolvers are described in paragraph 3.1, and the pearl mills are described in paragraph 3.2.

3.1. D

Maximum is the maximum amount of product that can be dispersed. Start volume is the minimum amount of liquid raw material in the DISS to pour and disperse pigments without any problems.

DISS 103: Maximum: 1000 l.

Start volume: 240 l.

3 mixing tanks for PM 204 and PM 205. 1 mixing tank for bring out/direct products.

DISS 104: Maximum: 1000 l.

Start volume: 240 l.

3 mixing tanks for PM 201, PM 202 and PM 203. 1 mixing tank for bring out/direct products.

DISS 105: Maximum: 1000 l.

Start volume: 240 l.

3 mixing tanks for PM 207 and PM 208.

1 mixing tank for recipe 30702 (various colours).

DISS 110: Maximum: 2500 l.

Start volume: 900 l.

3 mixing tanks for bring out products. 2 mixing tanks for direct products.

With consultation it is possible to alter this proportion.

DISS 111: Maximum: 3200 l.

DISS 112: Maximum: 1800 l. Start volume: 450 l.

3 mixing tanks for PM 209 and PM 210. 1 mixing tank for bring out products.

DISS 113: Maximum: 2000 l.

Start volume: 500 l.

2 mixing tanks for direct products. 1 mixing tank for bring out products.

1 mixing tank for recipes 30702-140400 and 30702-140711.

With consultation it is possible to alter the proportion between direct and bring out products.

DISS 115: Maximum: 500 l.

Start volume: 100 l.

The maximum is dependent on the mobile tank that is used.

When the start volume of a batch is not sufficient for the DISS the product is normally dispersed in, DISS 115 is used instead.

3.2. P

PM 201: Normally for black and blue.

Alternative is PM 206 (preferably small batches).

PM 202: Normally for yellow.

Alternative consult with milling. PM 203: Normally for red and orange.

Alternative is PM 206 (preferably small batches). PM 204: Normally for light colours and pastes/dispersions.

PM 205: Normally for white and light colours. Alternative is PM 204.

PM 206: Normally for dark colours, red and small batches (no light colours). Alternatives are PM 201 (dark) and PM 203 (red).

PM 207: Normally for recipe 23067-000000 (semimanufacture for combi), the HPC PA-series (for England) and primers.

Alternatives are PM 208 (red) and PM 201 (dark grey). PM 208: Normally for primers (red).

Alternative is PM 207.

PM 209: Normally for white (large batches dispersed by DISS 112). Alternative is PM 205 (mind batch size).

When more batches, alternative can be PM 210 (consult with milling with respect to rinsing).

PM 210: Normally for white (large batches dispersed by DISS 112).

No other products can be milled on this PM with respect to the use of 7r005. When this PM is used as alternative this must be consulted with milling. PM 212: Only used for recipes 77334 (all colours Aubexol) and 77335 (all colours