The adage, “If you fail to plan, you plan to fail”, has proven itself all too well repeatedly, in the implementation of manufacturing capital projects. All projects require planning, whether they are small weekend change over projects or large multi-million dollar new plant construction projects. DSI’s scheduling team, led by a Project Management Professional, can provide you the tools and services to successfully manage your next project.
New Assembly Plant Paint Shop Construction and Installation
CUSTOMER
Chrysler Corporation
Objectives
Develop a condensed, reliable, executable and controllable installation plan
Establish advanced project summary and risk reports
Control costs in a centralized system
Provide for change control
Provide for a clear understanding of expectations for all team members
Provide for forecasting capability
Description
Customer wanted to improve the current system of program management by obtaining better control of the project plan, execution, change control and invoice validation, while maintaining a clear understanding of all team members’ expectations. Design Systems provided the Program Management manpower and systems to achieve the customer’s goals.
“Bottom Line” Results
Detailed work plan in place four months before installation allowed contractors and partners to schedule shop fabrication, field crews and materials.
Schedule development used a process that required the installation strategy and plan to be thought out in detail.
Forecasts, invoices, progress reports, and summaries were available automatically on a regular basis.
Exception, deviation and change control mechanisms provided complete communications and risk lists for special consideration.
Project launched on-time and within budget with good results.
Integrate new product into existing plant with existing product, with minimum impact to existing operations.
Establish facility impact to line with detailed cost and timing.
Determine labor impact for new volumes and new product with existing product.
Establish throughput analysis on critical path operations.
Recommend improvements to achieve new plant goals.
Description
Introduce new Joint Venture product into an existing truck plant in Mexico without disruption to existing operations, while increasing plant capacity for new requirements.
“Bottom Line” Results
Introduced new model at new volumes as planned.
New Product Introduction with minimal scheduled downtime.
Quality indicators higher than similar product produced at other facility.
DSI was later awarded project to pre-plan next product to be introduced into plant.
Stamping Plant Material Handling for Overseas Part Shipment
CUSTOMER
Chrysler Corporation
Objectives
Develop methods to allow direct shipment of stamped parts to an overseas plant
Develop layout changes needed for implementation
Determine production and material handling labor requirements
Develop implementation approach and schedule
Simulate material handling operations to verify recommended methods and layout changes
Description
Current operations required a U.S. stamping plant to send all parts for overseas shipment to a third party to “repack” parts for shipment. The project studied current operations, identified packaging, method and operational improvements to allow direct overseas shipment of required parts.
“Bottom Line” Results
Created a detailed plant layout with optimized material flows.
Verified recommendations with material handling simulation.
Eliminated “repack” operations saving $1 million per year.
Developed detailed implementation plan and schedule.
Plan, prepare and execute a successful new product launch.
CUSTOMER
DaimlerChrysler
Description
Introduce new product into an existing truck plant in USA. Incorporate new process, equipment and layout requirements according to schedule. Launch new product from start of Prototyping through Volume Build.
Objective
Facilitate process requirements development.
Identify all key product launch personnel.
Establish readiness criteria.
Establish a check and balance mechanism to track and report progress and issues resolution.
Facilitate issues ownership and countermeasure development.
Validate launch readiness.
Facilitate continuous process improvement throughout the planning and execution process.
“BOTTOM-LINE” RESULTS:
Involves all key players early in the planning stages.
