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Company:
The Boeing Company, Boeing Integrated Defense Systems,
is one of the world’s largest space and defense
businesses. It provides systems solutions to its global
military, government and commercial customers.
Problem:
MPS is the on site provider for the Alabama operations
charged with inventory control and delivery of product
to multiple locations throughout the facility.
MPS received a request to add a 1½ inch specialty
tape to inventory which would increase inventory value
to more than $33,000.
Solution:
In evaluating current inventory MPS found that Boeing
had over $35,000 of obsolete inventory of the same specialty
tape in a 3” size. After approval from Boeing MPS
had the 3” material split into a 1 1/2” size.
This not only avoided the cost of additional inventory
but also alleviated $35,000 of obsolete inventory, thereby
generating a total cost savings of $68,000.
MPS strives in all areas to add to our partners’ bottom
line. |
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Company:
Ceco Door Products, is the world's leading manufacturer
of steel doors and frames for commercial, industrial,
and institutional construction.
Problem:
Safety Issues: Ceco’s
laceration rate was the major contributor to their
recordable injuries. They had to find a solution for
reducing the number of recordable injuries by providing
added protection for their employees.
Solution:
After receiving this challenge, MPS site manager Steve
Hopper acquired multiple samples of gloves to be tested
in strategic areas. Within a couple of weeks Steve
found that the quality of the product being used was
insufficient for their needs and recommended an alternate
product.
Even though the alternate product was more expensive,
Ceco found that it not only solved the laceration problem
but also reduced the over-all cost of their glove usage
by more than 20%.
Joe McMinn Safety Coordinator of Ceco states:
“Steve, thanks for all your help and input on
the glove situation. Looks like you were right on track.”
This is only one of the ways MPS takes
ownership in helping to solve their partner’s
problems, no matter how great or small the problem
or location. |
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Company:
Delphi, Athens, Alabama is a manufacturer of automotive
steering gears and haft shafts components for the automotive
industry.
Problem:
Delphi Indirect material was managed in two systems,
Olimpic and Dataware, that were not interfaced. The Olimpic
items were managed by Delphi and the Dataware items were
managed by Commodity Suppliers. Expense information was
not available to users until after month close.
Delphi Corporate gave all Olimpic users a deadline
to replace Olimpic with SAP. This site chose not to
use SAP for indirect materials and requested MPS lead
the migration of remaining Olimpic items to Dataware
and develop systems and processes for Delphi personnel
to manage the migrated material. We were given the
project in April 2005 and instructed to go live in
Dataware on June 1. This was a giant task to accomplish
in less than three months.
Solution:
We organized the Tool Stores group into a special
project team consisting of four Delphi people and the
MPS team of three. We then reviewed the scope of work
required to meet the timeline and established bench
marks for each task.
Much of the pre-upload work had to be accomplished
by Delphi. The Task Team met weekly to review progress
and identify problems. The MPS team worked with DataWare
to develop procedures and processes for General Ledger
reporting, Delphi material management, Delphi Purchasing,
and Delphi Payment Center to close the transaction
cycle.
We process approximately 96,000 item records and ultimately
migrated 49,000 records. The system went live on June
1 as scheduled. Users now view all indirect material
expense data in one system in real time. A department
supervisor can see expenses hit his budget as soon
as the transaction is recorded.
The successes shown here are examples
of how MPS lends ourselves to thinking out of the
box and developing the services required to fit
and fulfill our partners’ needs. |
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Company:
Nucor Steel Decatur, LLC
Decatur, Alabama.
A Mini-Mill producing hot rolled steel coils from
scrap metal. Included are two pickle lines, a tandem
mill, a temper mill, and an annealing line for processing.
Problem:
Nucor purchased the assets
of Trico Steel after their declaration of bankruptcy
in 2001. During Trico Steel’s
time of operation, MPS operated 45,000 sq. ft. of space,
approximately 2 miles from the site.
Nucor started their operation utilizing the off-site
warehouse but built an on-site facility in the first
year of operation. This presented the challenge of
moving over 6500 SKU’s without interruption of
production.
Solution:
MPS used 2 full time and 6 temporary employees to
set up shelves in the new facility, move the inventory,
and tear down the remaining shelves in less than 8
weeks. MPS tracked every part at each phase of the
move. If an item was requested, MPS had a matter of
minutes to locate and deliver it to the mill. This
required in-depth planning, precise schedules and daily
follow up by MPS management.
Not only did MPS accomplish this goal
without a single interruption in production, they
also had 98% delivery performance and cycle count
accuracy levels in less than 8 weeks and continue
to maintain those levels today. |
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Company:
Located in Barton Alabama, SCA manufactures products
to be distributed through out North America
Problem:
The start up and facilitation of a stores operation
during a Greenfield project. This project consisted
of spare parts being sent from multiple facilities
across America.
Solution:
MPS utilized 4 employees
to identify, label and record parts information for
over 6,000 SKU’s which
had been shipped in from other locations. MPS then
uploaded the information into SCA’s SAP inventory
control system.
Initially SCA was operating an open crib utilizing
MPS personnel 12 hours per day. On a single days notice
MPS was given total responsibility of the crib’s
management and operation. Within a 24 hour period MPS
was geared up and operational for 24/7 coverage.
In less than 16 weeks MPS improved the cycle count
accuracy from 48% to 96% as well as improving the delivery
performance from 75% to 98%.
These numbers remain consistent today
as MPS continues to assist SCA as they service
their customers across North America. |
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Company:
Delphi Athens Alabama is a manufacture of automotive
steering gears and haft shafts components for the automotive
industry.
Solution:
Engineering Services and Material management.
MPS has provided contract services for the Halt Shaft
production since 2002, providing warm form cold size
tooling for multiple 200 ton 5 station presses.
MPS provides documentation and analysis for cost per
piece and tool life expectancy for all contact tooling.
MPS uses the average tool life along with production
schedules for inventory control purposes while providing
off-site warehouse storage for the contact tooling.
All tooling is replenished daily within the department
based on production requirements.
Our contract agreement with Delphi indicates that
if MPS, at anytime, fails to meet Delphi requirements
or, at anytime, cost Delphi machine down time, MPS
will share in those losses.
MPS’s Warm Form Tooling teams have met those
requirements for the last four years and have exceeded
Delphi’s expectations with no production down
time. MPS has also documented $263,000 in cost saving
ideas, far exceeding any other Delphi Athens commodity
supplier. |
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A. Tomlinson/Sims Advertising