Projeto em DMAIC que relata as ações aplicadas para reudção de estoque obsoleto em 2012. ... DMAIC project that shows some action applied to a obsolete stock reduction in 2012.

1. DMAIC
Reduction of obsolete
material
Manaus
Form #: 00-LS80-F103-A
Revision Date 02.03.2011
1

2. Team Introduction
Project champion/leader: Rejane Souza
Project sponsor: Francisneto Silva
Lean Assistant: Caio Sousa
Site Lean Manager: Marcio Sousa
Core team members: Adriana Campos
Sandra Silva
Rodrigo Marques
Extended team / stakeholders (if applicable): Gil Campos
Form #: 00-LS80-F103-A
Revision Date 02.03.2011
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3. Define
Problem/Opportunity Statement
Due to demand CUT week 48. Stock on hand
of remote control of 2.649 pcs.
Project Scope
Minimize liability
Form #: 00-LS80-F103-A
Goal Statement
Reduce minimum 80% on E&O from: $
8.309,00 to $1,661.80; Metrics impacted:
E&O and cancellation.
Business Case / Financial Impact
Negotiate with supplier to absorb the total
excess of 2.649 pieces. It represents $
8.309,00 of total E&O.
Revision Date 02.03.2011
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4. Define
Project Timeline
Phase
Date Planned
Start Date
Date Completed
Define
WK 1246
WK 1246
WK 1247
Measure
WK 1248
WK 1248
WK 1248
Analyze
WK 1248
WK 1248
WK 1248
Improve
WK 1249
WK 1249
WK 1250
Control
WK 1250
WK 1250
WK 1251
Voice of the Customer
External customers: As this is local part
controlled via JIT , customer refuses pay to
Jabil this material obsolete.
Quality Parameters
Demand drop due customer request, we can
see the effects on E&O report.
Internal customers: We are unable to consume
the material due to line down.
Form #: 00-LS80-F103-A
Revision Date 02.03.2011
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5. Measure Summary
Data Collection
0
Measurement System Analysis
After demand drop we analyse the local parts and focus on major values items. We identify
a good opportunity to reduce the E&O of $8.509,07.
Form #: 00-LS80-F103-A
Revision Date 02.03.2011
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6. Analyze Summary
Brainstorming
How to reduce E&O due demand drop?
1 - Negotiate with customer to increase with additional
demand to consume obsolete parts
2- Checking if another plants has demand to consume
the excess quantity;
3- Return to vendor;
4- Offer to broker, distributors;
5- Offer to customer service;
Form #: 00-LS80-F103-A
Revision Date 02.03.2011
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7. Analyze
Sandra
Silva TOTAL
Issues potencial
Adriana
Campos
Rejane
Souza
Rodrigo
Marques
Additional demand from customer
3
9
3
9
729
Checking another plants demand
3
3
3
3
81
Return to vendor
9
9
9
9
6561
Sell to broker; distributor
1
1
3
1
3
Offer to customer service
3
9
3
3
Score
No impact
Low impact
Moderate
Strong impact
243
0
1
3
9
Comments : Based on C&E matrix, our team selected the major causes and them
scored its. The results was Return to vendor.
Form #: 00-LS80-F103-A
Revision Date 02.03.2011
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8. Improve Summary
0
0
You can look on the graphic after material return to local vendor
Was reduced of $8.509,07 total E&O value.
Buyers is still working to reduce all obsolete parts.
Form #: 00-LS80-F103-A
Revision Date 02.03.2011
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9. Improve Summary
Root Cause
Solution
RETURN TO VENDOR
Form #: 00-LS80-F103-A
1- Negotiate with supplier;
2- Negotiate price value with
supplier;
3- Supplier acceptance;
4- Start sales process;
5- Separate the physical
material;
6- Do invoice;
7- Shipped;
Revision Date 02.03.2011
Pilot / simulation results
Evidence below after sale:
Material invoiced to supplier on
12/12/12.
Supplier acceptance sent by email on
October 12th, 2012
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10. Control Summary
Implementation Plan
The status of the implementation plan will be
discussed on Materials Meeting of refered
customer.
Documentation
The documentation was validated by BU team
and PU.
Process Ownership
Buyer is owner to check and audit the metrics
and issue tracking and resolution with support
the PU team.
Future Opportunities
Replication:
Deploy the project for other WC cell structure
Follow-on projects:
The project is recommend to all purchasing
team.
Form #: 00-LS80-F103-A
Revision Date 02.03.2011
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11. Executive Summary
Project Summary
Project Approach
 Problem statement: Buyer initiate negotiation
to sell obsolete material due demand drop.
 Which tools were the most insightful?
Brainstorm, C&E matrix.
 Project goal: Reduce 80% of the value $
8.309,00
 What were the critical root causes of the
problem? Customer demand drop.
 Project start and end date: WK1248 /
WK1251
 All actions was concluded and implemented
with success.
Impact on Shareholder Value
U$ 8.309,00 per month
saving
Form #: 00-LS80-F103-A
Revision Date 02.03.2011
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