CAREER POINT UNIVERSITY KOTA-RAJASTHAN

MAJOR ASSIGNMENT 

 SUBMITTED BY SUBMITTED TO

Wasique ahmad MR. BHUPENDRA GEHLOT U.I.D.-K10998 ASST. PROFESSOR OF

M.E.BRANCH-MECHANICAL ENGG. DEPT. C.P.U. KOTA

Case study 1 Tata steel• The application of quality tools throughout the study. A great number of tools

were required in the Plan phase n order to analyze the problem, define solutions and prepare an action plan.

• The main objective of this research project is to improve the level of quality through the use of quality tools in a company in the installation phase.

• The presented methodology can help companies to increase the use of quality tools which, according to recent study, continues to have little use. All tools have proved to be useful and effective. The application of the Taguchi method to determine the optimum combination of factors of a station (together with other improvement actions) caused a 50% decrease of the most critical defective component and an overall reduction of 29% in the level of nonconformities in the preparation section.

Benefits

• This client has received the following benefits through an

• Ultra engagement:

• Development of new processes for sales and service

• Management understanding of how to solve a critical business problem

• Clear justification for the new system

• Accurate selection of a new information system that fits their unique business requirements

2.CASE STUDY –ERPSelection in Miljoco co.

• CHALLENGE-Miljoco gauges and thermometers are installed by original equipment manufacturers and mechanical contractors on products such as refrigerated cases, boilers, compressors, burners, chillers and food holding cabinets. With 35 people in its headquarters and manufacturing facility in Detroit, and 55 more at a plant in Shanghai, China and with more than 1,500 customers around the world Miljoco’s management knew it needed an Enterprise Resource Management (ERP) system to manage the increasing complexity and still remain competitive in a market.

IMPLEMENTATION

• After the decision, that same team of four future users built the datasets that would drive the new ERP system. The datasets were complex and extensive: 25,000 stock-keeping units (SKUs) the company sells, 15,000 SKUs they make, 5,000 components from more than 300 vendors, and, of course, detailed records from 1,500 customers.

3.Case Study: LTV Copper weld• Market-Manufacturer of Structural Steel Tubing Annual

Revenues $200 million.• Problem-LTV - Copper weld was constantly forced into a position

of borrowing convertible raw materials from various production runs to meet spikes in demand in another production line. Copper weld's Materials Resource Planning (MRP) system did not support visualization of the stock outs or inventory fluctuations that resulted from these practices. Consequently, Copper weld suffered from inaccurate raw material inventory levels and periodic shortages of vital materials in several production runs.

Solution-

• Working directly with Copperweld IT Executives and Production staff, Ultra Consultants designed a Raw Materials Pipeline Model. Utilizing a custom application and Microsoft SQL Server, this model extracted raw materials inventory data, pipeline data, finished goods orders and forecasts from the operational systems. Detailed conversion/precedence rules, and exceptions to rules, were acquired from the operational system and interviews with the master scheduler. These rules allowed the Raw Materials Pipeline Model to simulate raw-material consumption into the future. Furthermore, Ultra Corporation technicians designed a Decision Support System (DSS) and reporting writer,

• Benefits• Stock-out reduced significantly by giving suppliers longer lead times• Scrap was reduced by nearly 2%• Raw materials inventory reduced by 40% 

4. Case Study: Full Compass Systems

• Market-Full Compass Systems, Inc. distributes professional audio, visual, and lighting equipment. Located inMadison, Wisconsin, the company markets over 100,000 SKU’s to over 300,000 customers.

• Problem-Twenty-five years ago the company implemented its current information system. They called the system TeleManager because is primarily supported the telemarketing efforts or their in house sales organization. The system used the Informix database and was eventually ported to a Linux operation system. Over the years the information system has grown to include purchasing, warehouse operations, and accounting.

• In 2010, management began to see that TeleManager was beginning to impact the company’s double-digit growth. It became difficult for IT to keep up with changing business environment and business process change. The company was becoming a true multi channel marketing company and the business users needed an information system that addressed the needs of this rapid changing industry. 

Solution• In early 2011, Full Compass Systems retained Ultra Consultants to help them with

the transition from a 25- year-old legacy system to a modern multi-channel marketing ERP system. The top management of the company was involved in every step of the process. The team involved the top officers of the company including the founder, COO, CFO, procurement, operations, and sales and marketing.With Ultra’s guidance, the team documented all of the current business processes. Over 300 business processes were identified and documented. Ultra facilitated an ERP education curriculum we called ERP University. Ultra provided ERP professionals from the industry to teach the team about ERP best practices for their industry so they could envision “what is possible” with modern ERP.

 

Conclusion

• There is a limiting factor, and this brings us full circle. Small suppliers do need to integrate with their larger suppliers’ ERP systems, but their internal processes and requirements will often be very different. Many will buy the ERP application that most suits their internal use and seek to integrate it with whatever applications are used by organisations they trade with. In other words, tier-two fragmentation of ERP is not just something that exists in large organisations, it is also a fact of life across broader business communities. The interests of ERP users are so diverse that the market will continue to support a wide range of products, including those for enterprise-wide needs and those for specialist niches, and the various products will always need to talk to each other at some level

•THANK YOU