materials management operations guideline/logistics evaluation january 2008 mmog/le
TRANSCRIPT
Materials Management Operations Guideline/Logistics
Evaluation
January 2008
MMOG/LE
Agenda
• Why MMOG/LE?• What is MMOG/LE?• Completing the Self-Assessment• Who is Requiring MMOG/LE?• MMOG/LE Key Criteria• AIAG/Odette MMOG/LE Benefits Survey• Customer Success Stories• Supporting Training and Documents Available
Why MMOG/LE?
Improving Supply Chain Delivery Performance
• Gain control of processes– Reduce inventory carrying
costs, premium freight, rework, line stoppages, lead times
• Gain control of supply chain– Increase inventory visibility– Reduce supply chain risk
• Support continuous improvement • Increase customer satisfaction• Increase competitiveness
Actionline Magazine, Fall 2006
Who is Implementing MMOG/LE?
• Suppliers to comply with OEM requirements• Suppliers in emerging markets• Companies looking to
– Reduce supply chain risks– Improve supply chain compliance and – Increase delivery and long distance performance
• Regional industry associations– Brazil, Romania, China, etc.
MMOG/LE Outside the Automotive Industry
• Universities• High Schools• Other non-automotive industries
– Hospitals– Construction– Aerospace– Chemistry– Electronics– Industrial– Retail
What is MMOG/LE?
Principles of Global MMOG/LE
• Recommended standard for materials and logistics• Self-assessment tool for identifying gaps in
processes• Based on agreed business processes
– By OEMs and suppliers• Ford, Chrysler, PSA, Renault, Volvo Car, Volvo Truck, etc.
• Based on extensive, best practices– 6 chapters– 206 criteria
• Determine current level of plant performance
Scoring Summary (ABC Classification)
A Level Supplier is considered to be at or near “world class” standards (90% or higher).
B Level Supplier is deficient in two or more aspects of a given category or multiple categories (75% < 90%). An action plan should be put in place and the corrective action should not require a significant amount of time to implement.
C Level Supplier is deficient in one or more critical or high impact aspects (75% or less). Action plans required to ensure deficiencies do not result in serious or prolonged issues to the customer.
MMOG/LE Self Evaluation Categories
• Strategy and Improvement• Work Organization• Production and Capacity Planning• Customer Interface• Production and Product Control• Supplier Interface
MMOG/LE Translations
• Available in 10 languages including:English French German
Spanish Portuguese Chinese
Romanian Czech Russian
Turkish
What Does this Mean to Me?
1. Attend AIAG/Odette MMOG/LE standard training • Understanding and building a team to complete assessment
2. Complete self-assessment • Attend self-assessment education and review
• Develop gap analysis and action plan customer, internal, and sub suppliers
3. Implement Action Plan • Internal processes and systems
• Sub suppliers (e.g, Tier 2)
4. Customer certifies self-assessment score
Completing the Self-Assessment
Download the Self Assessment
odette.org or aiag.org
ENGLISH
FRENCH
CHINESE
1.2 Objectives
1.2.1Objectives relative to the Materials Planning and
Logistics function are defined, communicated and understood within the organization.
Why?
Objectives allow departments and employees to focus on areas of importance to achieve customer satisfaction and the organization's Materials Planning and Logistics strategy.
Criteria
F2 XAll objectives are measurable and consistent with the
organization's Materials Planning and Logistics strategy.
EQOS - Inventory accuracy is measured by the cycle count program, supplier delivery performance, customer delivery performance.
F2 xObjectives are accepted by all relevant functions and
are clearly cascaded throughout the organization.
EQOS reviewed by operations and at staff meetings and posted monthly for all employees to review.
F2Objectives are reviewed with senior management at
planned intervals.
Complete the FormEach Question is Yes (“X”) or No (Blank)
Populates the gap analysis tab
Each Question is Weighted
F1
F2 Missing six results in “C” level
F3 Missing one results in “C” level
Submit Scoring Summary
Submit Gap Analysis List of All Unanswered Questions (Blank)
Who is requiring MMOG/LE?
OEM EMEANorth
America
South
America
Asia/
PacificFrequency of Submission
Comments
Europe Yes TBD Yes Annually
Chrysler’s requirement for 2008 is that suppliers must complete the MMOG/LE document and have it available upon request.
Yes Yes Yes YesAnnually. This is a requirement for Q1.
Currently, all regions using MMOG for Q1 require Level
A; exception for Europe: for current Q1 suppliers Level B is accepted for 2008 certification update period (May 1st - July 31st), changed to be communicated 2nd half of 2008.
Western Europe and Central and Eastern Europe only
Yes New vehicle project
Strong involvement of the plant management is required in order to make sure that progress is in place.
Yes Yes Yes Yes Required all suppliers
Volvo Car
Yes Yes Yes YesAnnually. This is a requirement for Q1
Volvo Group
Europe, a few suppliers in the Middle East
Yes Yes, BrazilIndia, China
Annually self-audit submission and follow-up to be implemented
OEM Supplier Audit Policy
Supplier evaluations are completed by Chrysler personnel using the Supply Process Sign Off (SPSO) for new suppliers, new supplier locations, and problem suppliers. The SPSO encompasses elements inclusive of the MMOG self-assessment. Additional audits will be conducted on suppliers that have a significant variance in the self-assessment ranking and their actual Chrysler Supply performance rating.
Potential suppliers, new suppliers, and problem suppliers. All suppliers will eventually get an audit. Major and problem suppliers will be prioritized.
Suppliers are consulted on the Global MMOG/LE in the Project Phase. Annual audits are not required annually, only during the project phase. In the Trial phase, evaluations are carried out if there are problems with the supplier.
New and problem suppliers.
Volvo Car
An attempt is made to visit all new suppliers and big volume suppliers. For potential suppliers self-assessment is the first step.
Volvo Group
Potential suppliers, new suppliers, and low performing suppliers.
OEM Focus During MMOG/LE Audits
• Strategy and Improvement– Management commitment
• Capacity and Production Planning
• Supplier Interface (Tier 2)– Performance measurement
– Sub-tier supplier communication
– Sub-tier suppliers in emerging markets
• Improvement Plan
• Self-Assessment Quality
Key MMOG/LE Criteria
MMOG/LE Processes
Key Criteria
• Materials Management Objectives
– Analyzed, measured (action plans if necessary)
– Defined, documented, communicated and understood
– Identify continuous improvement opportunities
– Corrective action for bottleneck processes
– Job descriptions, work instructions and training plans
Key Criteria
• Key Performance Metrics
– Delivery Performance
– Supplier Performance
– Internal performance (plan versus actual)
KPI’s for MMOG/LE*
ASN Message
KPI4GMML 1ASN Performance
KPI4GMML 5Production Disruption
Schedule Modifications
Incomplete unitsLine Stops
KPI4GMML 4Material Handling &
Identification
or
KPI4GMML 2Delivery
Accuracy
or
KPI4GMML 6 Supplier Communication
& Cooperation Criteria : Self-sufficiency, Reliability,
Responsiveness Supplier problem notification, Availability, Flexibility
Delivery Requirements
Supplier
Plant Customer Plant
WarehouseAssembly Line
DOCK
DOCK
KPI4GMML 3“VMI”
*Key Performance Indicators for Global Materials Management and Logistics
Key Criteria
• Resource Planning – Flexibility and availability are optimized
– Contingency plans and emergency procedures exist
• Employees are trained
• Capacity Planning – Long, medium, short-term plans reviewed regularly
• Process in place to notify of shortages
• Support all requirements for all customers
– Minimize inventory• Obsolescence• Raw material• WIP• Finished goods
Key Criteria
• Communication
– Scheduling automatically integrated into system without manual intervention
» 830/DELFOR/Planning Releases
» 862/DELJIT/Shipping Releases
– System compares resources versus requirements
– Process in place to notify of resource limitations
• Material Identification
– Segregate good/bad material
– Packaging and bar code labeling
Key Criteria
• Production and Product Control– Process to monitor inventory levels
» Safety stock, minimum stock, etc.– Count Accuracy– Product structure accuracy– Control and handling of WIP, scrap, rejects, returns– Traceability
Key Criteria
• Engineering Change Control− Participate and formal sign off− New parts/past models/inactive parts
• Shipping– Timing, contents and accuracy of shipping labels– Labels match customer requirements– Data content of ASN is 100% accurate– Controls in place to prevent shipping discrepancies– Customs clearing process (if applicable)
Key Criteria
• Supplier Communication− Process to ensure sub-tier suppliers can support
production on-time with the right quantities− Electronic communication (EDI or Internet)
» Releases, schedules and ASNs» Planning horizon is appropriate » In-transit visibility from ASNs
− Customs clearing process (if applicable)− Process for suppliers to notify of shortages
Key Criteria
• Supplier Packaging
−Bar code labels
−Process to define packaging and pack size
−Ensure sufficient packaging material is available
Key Criteria
• Supplier Assessment
– Methodology to select and evaluate suppliers
– Continuous improvement process for sub-suppliers
– Supplier performance metrics
AIAG/Odette Benefits Survey
AIAG and Odette MMOG/LE Survey
• Survey administered in March/April 2007
• Over 160+ survey respondents
– North America
– Europe
– China
• Respondent demographics
– Tier 1, Tier 2, Tier 3 and Aftermarket
– Large, Midsize and Small Companies
– Implementation time was from 1 to 3+ years
• Management commitment was not measured
Top Five Performance Improvements: Tier 1 and Tier 2-3
1. Ability to meet ISO TS-16949
2. Ability to keep existing business
3. Data accuracy
4. Ability to support lean (Tier 1)
4. Overall supplier rating (Tier 2-3)
5. Inventory Control
Regardless of Tier:
Top Five Performance Improvements: Large, Midsize and Small Companies
1. Data accuracy
2. Ability to meet ISO TS-16949
3. Ability to keep existing business
• Large suppliers also indicated – Delivery accuracy and inventory control
• Midsize suppliers also indicated – Supports lean implementation and new business
• Small suppliers also indicated – Overall supplier rating and new business
Regardless of Size:
Top Five Performance Improvements: by Time Implemented
1. Data accuracy
2. Ability to meet ISO TS-16949
3. Ability to keep existing business
Also indicated:• < 1year: Ability to support lean and inventory control• 1-2 years: Inventory control• 2-3 years: Delivery accuracy and line shortages• 3+ years: Reduced manual entry and inventory control
Regardless of Time Implemented:
Data Accuracy Positive Performance Improvement Mean Score Over Time
58
60
62
64
66
68
70
<1 Year 1-2 Years 2-3 Years 3+ Years
Notes:
• On a 100 point scale• Over 60 is considered a strong positive response
General Findings
• Meeting customer requirements and data accuracy are
consistent benefits regardless of time, size or tier
• MMOG/LE usage continues to improve year after year– MMOG/LE is an investment in first year of implementation
– Continuous improvement is a journey, not a destination
• Minimal differences between N.A. and Europe– Performance improvements were consistent
MMOG/LE Results Identified by OEMS
Renault and MMOG/LEGlobal Benefits
• Renault requires the use of Global MMOG/LE in project
phase (vehicles or engines)
• In July 2007 for the “Twingo” program:
– For 28 suppliers using Global MMOG/LE • Service Rate = 91 %
– For the others : • Service Rate = 80 %
Ford and MMOG/LE Delivery Rating Improvements
• 1641 suppliers in North America completed MMOG/LE
• As of December 31st, 2007:
– 90% of suppliers reporting MMOG/LE Level “A”
– 90% of suppliers have a delivery rating > 80
– 15% delivery improvement in the past 10 years
Ford and MMOG/LEBenefits
• Improved Ford Delivery Ratings – ASN data accurate and timely– Up-to-schedule shipments– Correct packaging and labeling– Premium instances reduced
• Improved communication with the Ford customer locations
• Fewer Ford plant shut downs due to materials management issues
All of which lead to increased customer
satisfaction!
Ford and MMOG/LEBenefits
Feedback and observations from supplier onsite audits– Cost reductions; specifically inventory carrying cost of raw
material, WIP, and finished goods– Optimization of inventory safety stock levels– Improvement in floor space utilization– Adherence to FIFO practices – Accurate labeling of material– Efficiencies in shipping and receiving areas with established
window times– Accurate part tracking– Correct shipment being loaded on the truck– Better understanding of material management system– Visual organization – Plan For Every Part
Ford and MMOG/LE China Tier 1 Supplier’s Opinions
• Reduction in raw material, work-in-process and finished inventory• More efficient process from receiving raw material to shipping inventory• Visible signs on shop floor identifying manufacturing operations• Use of metrics to capture failure in process• Importance of appropriate packaging• More organized warehouse: FIFO process used more effectively• More control and accountability in the material ordering process• More warehouse space• Ease of production planning and scheduling process• Ability to compare material received versus material shipped • Ability to see ASN’s from tier 1’s and pay tier 1’s electronically• Improved communications within the supply chain• Less errors in delivery rating
Chrysler and MMOG/LEDelivery Score Improvements
• 600+ suppliers completed MMOG/LE in 2006/2007
• 54% improved in Chrysler delivery rating
• Average improvement in Chrysler rating = 30%
• 36% improved MMOG/LE score
• 85% are at “A” Level
Chrysler and MMOG/LEMMOG Benefits
For Chrysler• Improved Delivery Ratings
in multiple categories:– Shipment data is improved– Maintained deliveries to
schedule– Reduction in expedited freight
• Improved plant up-time• Improved communication
with plants• Provides measurable,
objective data for supplier improvement
For Suppliers• Supports LEAN principles• Reduction in material,
inventory, safety stock• Improved communications
with customers• Reduced downtime incidents• Improved quality and
efficiency of window time conformance
• Provides measurable, objective data for supplier improvement
Volvo Group and MMOG/LEBenefits
• All new suppliers are requested to submit the document• A Requirement for existing major and poor performing suppliers • A Criteria of Volvo Group Key Elements Procedures, Logistics • > 850 assessments received, > 230 verified with Volvo internal personnel (most often
on location)• Linked to supplier relationship development process• Example N-America: Self-assessed 44% of suppliers on A-level
After verification 37% of suppliers on A-level
• Example S-America: Adherence to supply instructions (Mar to Aug)• Total local suppliers average 89.0% correct day/quantity• Total self-assessed suppliers 86.7% • All verified level A-suppliers 96.7% • All verified level C-suppliers 85.8%
not included: Volvo Car Corporation
MMOG/LE Benefits and Success Stories from
Suppliers
JCC
• Company size $50 million USD– Supplier in Fuzhou, China
• Parts produced– Aluminum alloy pistons– Motor air compressors– Diesel engines– Outboard engines
• OEM and aftermarket supplier
JCC and MMOG/LEBenefits
• Reduced raw material and finished goods inventory by 50%
• Ability to achieve 100 points for monthly delivery rating
• Decreased premium freight• Improved overall rating by 20%• Obtained a competitive advantage • Obtained new customers• Enterprise visibility into customer
requirements drives business• Gained efficiencies in productivity, quality
and delivery
GATES – London Operations
• Products manufactured include pulleys, dampers and idlers.
• Approx $55 million in sales (medium size)
• Supplies to both OEMs and major Tier 1’s– Ford, General Motors,
Nissan, Automotive Component Holdings (Visteon)
GATES and MMOG/LEBenefits
CUSTOMER DELIVERY PERFORMANCE• On time shipping performance to customers in 2007 was
99%• Delivery ratings to customers providing feedback is 100
SUPPLIER PERFORMANCE• On time delivery from suppliers is 100% on date required• 97% of material requirements are communicated
electronically to suppliers• 95% of incoming material shipments are transmitted via
ASNs
GATES and MMOG/LEBenefits
PHYSICAL INVENTORY• As accuracy improved went 12 to 1 a year
– Estimated cost for a physical inventory is $15-20K (overtime wages, equipment rental, inventory tags, etc.)
INVENTORY VALUE• Reduction of approx. 50% since 2001
– Since 2001 sales have increased by 20%
EXPEDITED SHIPMENTS• Premium freight on inbound/outbound material has
gone from $180K in 2002 less than $25k last year
Supporting Training and Documents Available
Harmonized Global Training
1-Day standardized global AIAG/Odette training
Training Slides &Instructor Manual
ParticipantManual
ImplementationToolkit
Odette/AIAGMMOG/LEWork Group
MMOG/LE Course Objectives
• Continuous Improvement Tool
• What is the MMOG/LE?
• Assessment
• Gap Analysis
• Implementation
MMOG/LE
MMOG/LE Training and Seminars World Wide
America’s Europe Others
177 people
130 people
180 people
50 people
640 people
160 people
700 people
200 people
100 people
6 people 4 people
55 people
25 people
23 people
13 people
United States of America
Canada
Mexico
Brazil
United Kingdom
Sweden
Germany
France
Spain
Czech Republic
Slovac Republic
Romania
Poland
Russian Federation
China
Iran
*
• India (2008)
Additional Seminars held:• Japan• Taiwan• Hong Kong• Thailand
15 people
Turkey
Related Guidelines and Best Practices
• M-7: Materials Management Operations Guideline/Logistics Evaluation (MMOG/LE)
• M-8: Key Performance Indicators for Global Materials Management and Logistics (KPI4GMML)
• Trading Partner Agreement for Global Materials Management and Logistics (available March 2008)
• E-17: Joint Automotive Industry Forum China B2B Recommendation
• EDI/XML Project Planner
• Global Evaluation for Carriers and Logistics Service Providers
Available at www.aiag.org or www.odette.org
MMOG/LE Seminars held Globally
• Americas– US – Mexico – Brazil
• Asia– Japan – Taiwan – China - Hong Kong – Thailand – India
• Central and Eastern Europe– Poland - Czech Republic – Slovakia – Turkey – Russia – Romania
• Europe– France – UK - Spain
Example of Bulleted List
• Automotive Industry Action Group– Not-for-profit Association
• Not against it, either
• Everyone wins• Money
– Money– More Money