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Presentations
 Del
Halling, Whirlpool
Highlights:•Supply chain•Inventory management•TransportationWhirlpool
produces and sells appliances of many sizes and functionalities. Their
manufacturing plants produce specific families of products for distribution
to an almost infinite number of end-customer sites (distribution centers,
major appliance retail outlets, individual consumer homes, etc.) throughout
North America. To service this distribution, Whirlpool has used a well
established system of factories, regional distribution centers, and local
distribution centers. Adjustments to the network were simulated to identify
if the desired improvements will be achieved.This project analyzes the
inventory management at the distribution centers and the transportation
constraint of the supply chain and verifies the new network design. The
analysis includes min/max of inventory levels, lead time of replenishment,
common carrier loading and movement time, service level calculations, and
inventory rise/fall over time.
SIMULATION
SUPPORTING A LEAN IMPLEMENTATION – TWO EXAMPLES
Claus Weidinger - REOSS International
Any lean implementation – or implementation in general – has one
big weakness: it is based on static data. In the case of lean, the customer
demand as a basis is highly variable and can change on a daily basis. The presented
subject shows how to overcome this issue by using the tools of simulation.
The first example demonstrates a simulation of the logistics for an automotive
manufacturer with a serial production character. The second example shows the
simulation of a flow line implementation of a highly customized motor manufacturer.
Both cases show the potential pitfalls that were avoided by the simulation.
PROJECT
MANAGEMENT FOR DRUG DISCOVERY
Mike Vanderspool & Melinda Durgin, Pfizer Global R&D
The Pharmaceutical industry continues to be under escalating pressure
to discover and develop new drugs faster in an environment of increasing
regulatory hurdles, environmental scrutiny, and tough price competition.
These demands translate into a need for greater productivity and efficiency
from the Research and Development process. To help meet this challenge,
the PDM Department of Pfizer Global R & D is utilizing ProModel’s
Portfolio Simulator to efficiently and effectively project resources
required to support the Discovery efforts of new medicines.
SIMULATION
AND THE LEARNING ORGANIZATION
Rob Bateman, ProModel
Advances in simulation over the last four decades have consistently
made the technology easier to use. Techniques that were once
limited to specialist programmers in dedicated facilities
are now available to engineers and business analysts on laptop
computers. The time spent building models is in many cases
significantly less than the time spent gathering data. We
are applying simulation to many problems that would have been
avoided in the past, based on time requirements and engineering
cost. The number of models created by a relatively small number
of simulation experts has increased dramatically. Why then
has the use of simulation not grown as fast as the demand
for other technologies?Part of the answer is that we are still
guilty of keeping the knowledge to ourselves. Since Peter
Senge published The Fifth Discipline in 1990, management experts
have told us that every business should become a learning
organization. Although simulation allows us to answer important
questions, and we do, our use of models to help others within
the company understand production or service issues has often
been weak. Uniquely among operations research tools, we have
the ability to actually help others see concepts in action.
This advantage alone should make simulation the technique
of choice for projects in which a successful outcome depends
on the understanding and input of people who come from different
perspectives. We should be taking the lead in spreading information
and creating understanding throughout the organization.In
1971, a German philosopher suggested that operations research
techniques should be used to emancipate or empower people.
Other forms of simulation and visualization are now being
used to encourage public input in government decision making
and promote citizen participation. Does discrete-event simulation
allow us to transfer knowledge and encourage the discussion
of multiple perspectives in our own organizations? The presentation
will discuss, as an example, a project in China where simulation
helped everyone involved in a new process have a voice.
A Call to Arms - Take the Lead in System Innovation
Peter Kalish, GE Global Research
Operations Leader, Pilot Development Center
Through the last two decades of the 20th century, corporate success was
defined by operational excellence. Those companies that could out-negotiate,
out-hire, out-invest and out-perform in a given market were the winners.
GE, under the leadership of Jack Welch, was the archetype of the corporate
competitor. GE set new corporate standards for leadership training, talent
development and retention, quality control, acquisition integration and
financial engineering. But times have changed. Fueled by the increasing
transparency of the world - through accessibility afforded by mobile
communications, shared experience via the web and global awareness provided
by satellite broadcasts - markets are now more demanding.
This presentation will explore the impact afforded by dynamic models
- simulations - prior to new product launch, through mainstream demand
escalation and into the beginnings of commoditization. I will discuss
techniques that can be used to influence decisions, identify risks and
enhance the corporation's shared vision of the future. While examples
of successful simulations will be cited, this will not be a deep dive
into those applications. Rather, I will issue a call to arms for those
with the initiative to put their modeling expertise to work in today's
accelerated business climate.
SCHEDULING
VISUALIZATION TO EVALUATE RESOURCE CHANGE INITIATIVES IN A BIO-PHARMA
ENVIRONMENT
Kurt Shampine & Jim Rodgers,
ProModel
One of the more difficult situations that any Bio-Pharma production process
has to deal with is the effects of product expiry on their capacity and
how dramatically that changes with every production improvement initiative
that is attempted. This solution and presentation illustrates how simulation
teamed with an output Gantt Chart schedule visualization can be utilized
to hurdle the uncertainties that arise when making major changes. This
solution also allows the user to deal with eliminating expiry times as
well as scheduling the highly sensitive media and buffer prep steps while
testing major production initiatives like adding a third shift to the
environment.
ASSESSING
THE IMPACT OF CLINICAL STUDY SPEED TARGETS ON PORTFOLIO YIELD
Alan Poirier, Pfizer
Every Pharmaceutical company must deliver clinical trials to standards
of quality, speed and cost. This analysis looks at the performance
of individual segments of clinical studies, and asks - if you have
an understanding of the range of potential improvement that is possible,
where would you focus your process improvement initiatives? The analysis
uses industry benchmarks to assess what's possible, develop several
performance scenarios which are applied to the entire Pharmaceutical
portfolio, looking at the scenario impact on several Key Performance
Indicators (KPIs).
SIMULATION
MODELING & DESIGN FOR SIX SIGMA (DFSS)
Greg Gordon, Merck & Co
Merck is in the process of becoming a Six Sigma Company. The
strategy is to make Design For Six Sigma (DFSS) and Lean part
of the Merck culture. In the past Merck has used simulation
modeling as a capacity planning tool. By incorporating ProModel
into DFSS and LEAN simulation modeling is being used from
concept through to daily production planning and scheduling.
Where and to what extent discrete simulation should be used
in DFSS and Lean is a major topic within Merck at this time.
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