Beruflich Dokumente
Kultur Dokumente
This is the data exhibits that will be accompanying the "ASCM School Round 2020 Cas
and support on which the solutions should be formed. The data exhibits highlight 3 m
processes, which are: Raw Material Management, Asset Management and Factory Effi
will provide different insights, which may or may not be codependent among each oth
manufacturing company.
SKU Nomenclature:
Container Type (bottles/cans) + Liquid Capacity (oz) + Number of Containers per Pac
Table of Content
Exhibit A: Yearly
Performance Overview
Exhibit B: Inventory
Delays
Exhibit C: Maintenance
Schedule
Exhibit F: Maintenance
Day Planning and
Execution
Introduction
s that will be accompanying the "ASCM School Round 2020 Case Competition" to provide clarity on the
he solutions should be formed. The data exhibits highlight 3 main areas relevant to manufacturing sup
Raw Material Management, Asset Management and Factory Efficiency. The data sets in the exhibit are
sights, which may or may not be codependent among each other, into the "current state" of the Juice-
y.
/cans) + Liquid Capacity (oz) + Number of Containers per Pack + Type of Fruits + Form of fruits
Table of Content
This exhibit provides the performance overview of the plants in Juice-Perfect's network.
This data set provides information regarding the unmet production plan of ONE production lin
of inventory issues.
Column B: SKU ID
Column C: Planned Amount
Column D: Bottles available in storage
Column E: Planned production date
Column F: Unmet production reason
Column G: Bottle shipment ID
Column H: Total Amount Shipped
Column I: Amount left in yard
Column J: Arrival Date
Column K: Reasons left in yard
This data set provides the information for work orders planned on each maintenance day for
production line. Details include planned/actual maintenance date, parts need and availability,
delay, and hours planned/actual for different worker category(Operator, Electrician, Mechanis
Please see below for the description of each column of the data set:
Column B: Work order ID
Column C: Schedule maintenance date to complete the work order
Column D: Parts needed to perform maintenance for the work order
Column E: Parts available in inventory
Column F: Total labor hours planned to complete the work order
Column G: Total actual labor hours spent to complete the work order
Column H: Reason for delay in performing maintenance for the work order
List contains: Insufficient Materials, Labor Shortage, Labor Expertise, Delays in bring the line down, N/A
Column I: Hours planned for Electrician to work on the work order
Column J: Hours planned for Operator to work on the work order
Column K: Hours planned for Machinist to work on the work order
Column L: Actual hours spent for Electrician to work on the work order
Column M: Actual hours spent for Operator to work on the work order
Column N: Actual hours spent for Mechanist to work on the work order
Overall Facility layout including truck yard, Warehouse, staging area and production/packagin
The exibits shows the planning, and execution process for a maintainance day at the facility
Exhibit A
10001 4-Feb 39 98
10002 4-Feb 78 150
10003 4-Feb 98 154
10005 4-Feb 39 51
10010 11-Feb 93 94
10011 11-Feb 22 129
10012 11-Feb 97 100
10013 11-Feb 80 112
10014 18-Feb 68 141
10015 18-Feb 94 100
10016 18-Feb 4 180
10017 18-Feb 6 8
10018 18-Feb 39 46
10019 25-Feb 81 6
10020 25-Feb 92 192
10021 25-Feb 10 100
10022 25-Feb 62 30
10023 4-Mar 72 163
10024 4-Mar 31 20
10025 4-Mar 35 128
10026 4-Mar 34 19
10027 11-Mar 53 50
10028 11-Mar 91 16
10029 11-Mar 12 40
10030 11-Mar 23 60
10031 11-Mar 71 79
10032 18-Mar 3 44
10033 18-Mar 89 109
10034 18-Mar 39 189
10035 18-Mar 78 151
10036 18-Mar 88 50
10037 18-Mar 73 31
10038 25-Mar 41 181
10039 25-Mar 91 119
10040 25-Mar 94 98
10040 25-Mar 74 33
10041 1-Apr 51 188
10042 1-Apr 29 23
10043 1-Apr 88 137
10044 1-Apr 86 144
10045 8-Apr 72 72
10046 8-Apr 20 113
10047 8-Apr 35 89
10048 8-Apr 40 161
10049 15-Apr 62 63
10050 15-Apr 41 97
10051 15-Apr 94 200
10052 15-Apr 76 192
10053 15-Apr 19 104
10054 22-Apr 25 5
10055 22-Apr 36 198
10056 22-Apr 14 33
10057 22-Apr 52 77
10058 29-Apr 90 135
10059 29-Apr 6 154
10060 29-Apr 20 38
10060 29-Apr 31 109
10061 6-May 90 157
10062 6-May 41 100
10063 6-May 67 151
10064 6-May 90 88
10065 13-May 82 90
10066 13-May 20 79
10067 13-May 44 143
10068 13-May 67 135
10069 13-May 10 7
10070 13-May 73 177
10071 13-May 61 118
10072 13-May 95 186
10073 20-May 54 72
10074 20-May 24 119
10075 20-May 5 121
10076 27-May 82 89
10077 27-May 89 41
10078 27-May 40 8
10079 27-May 57 46
10080 27-May 92 63
10081 3-Jun 40 121
10082 3-Jun 40 130
10083 3-Jun 57 23
10084 3-Jun 80 82
10085 10-Jun 33 112
10086 10-Jun 72 142
10087 10-Jun 7 128
10088 10-Jun 16 2
10089 17-Jun 13 179
10090 17-Jun 32 125
10091 24-Jun 31 156
10092 24-Jun 38 189
10093 24-Jun 2 135
10094 24-Jun 47 57
10095 24-Jun 21 31
10096 1-Jul 93 56
10097 1-Jul 43 10
10098 1-Jul 45 56
10099 1-Jul 88 39
10700 1-Jul 20 74
10800 8-Jul 98 182
10900 8-Jul 30 27
10100 8-Jul 46 76
10101 15-Jul 43 102
10102 15-Jul 5 182
10103 15-Jul 95 26
10104 15-Jul 11 29
10105 15-Jul 41 136
10106 15-Jul 1 15
10107 15-Jul 75 63
10108 22-Jul 62 197
10109 22-Jul 81 19
10110 22-Jul 23 195
10111 22-Jul 42 17
10112 22-Jul 76 76
10113 22-Jul 70 5
10114 22-Jul 95 41
10115 29-Jul 59 88
10116 29-Jul 97 50
10117 29-Jul 69 14
10118 5-Aug 21 51
10119 5-Aug 31 134
10120 5-Aug 64 190
10121 5-Aug 87 135
10122 5-Aug 43 130
10123 5-Aug 42 70
10124 5-Aug 99 100
10125 12-Aug 42 114
10126 12-Aug 6 94
10127 12-Aug 6 189
10128 12-Aug 38 150
10129 12-Aug 67 169
10130 12-Aug 22 40
10131 12-Aug 43 49
10132 12-Aug 20 64
10133 19-Aug 80 174
10134 19-Aug 34 36
10135 19-Aug 23 145
10136 19-Aug 70 70
10137 19-Aug 79 175
10138 19-Aug 24 75
Labor Hours Planned Labor Hours Actual Delay Reason
1 1.7 N/A
1.1 2.2 Labor Shortage (Absence)
1.5 1.8 Others
1.5 2.5 Delays in bringing the line down
0.5 2.2 Labor Expertise
1.6 1.2 N/A
0.7 2.3 Labor Shortage (Absence)
2.5 2 N/A
1.6 2 Labor Expertise
1 1.4 Labor Expertise
2.3 1.9 N/A
1.7 1.8 Others
1.7 2.6 Delays in bringing the line down
1.7 1.1 No Spares parts
2 1.6 N/A
1.2 2.3 Labor Expertise
1.1 1 No Spares parts
2.3 3.6 Labor Expertise
1.9 0.3 No Spares parts
0.9 1.1 Labor Shortage (Absence)
1.8 1.7 No Spares parts
1.1 2 No Spares parts
1.6 1.8 No Spares parts
0.5 2 Delays in bringing the line down
0.6 1.2 Delays in bringing the line down
2 1.5 N/A
1.4 2.1 N/A
0.9 1.9 Labor Expertise
0.3 2.2 Labor Shortage (Absence)
1.1 1.8 Delays in bringing the line down
1.7 1 No Spares parts
2.1 1.4 No Spares parts
2 3.8 Labor Expertise
2 2.5 Labor Expertise
1.4 1.5 Labor Expertise
1.4 0.9 No Spares parts
1.8 1.9 Labor Expertise
0.7 1.9 No Spares parts
1.5 1.4 N/A
1.9 2 N/A
1.7 1.7 N/A
1.6 1.3 N/A
2.3 2.5 Labor Expertise
0.6 1.6 Labor Expertise
1.2 1.7 Labor Expertise
2.4 2 Labor Expertise
0.6 2.1 N/A
0.5 1.9 N/A
2.5 2 Labor Shortage (Absence)
1.6 0.8 No Spares parts
1.5 1 Others
1 2 Labor Shortage (Absence)
1.2 1.4 Labor Expertise
1.3 1.6 Labor Expertise
1.6 1.4 Labor Expertise
2.8 2.3 N/A
1.6 2 N/A
1.7 1.8 N/A
1 1.6 N/A
1.6 2.6 Labor Shortage (Absence)
2 1 No Spares parts
0.9 1.6 Labor Expertise
1.3 0.8 N/A
2 1.7 N/A
1.5 0.8 N/A
1.6 1.5 No Spares parts
2.5 2.3 Labor Expertise
2.2 1.9 N/A
1.2 1.5 N/A
0.7 1.2 N/A
1.5 0.9 N/A
1.6 1.9 Labor Expertise
1.2 1.7 Labor Shortage (Absence)
1.8 0.7 No Spares parts
2 1.9 No Spares parts
1 1.5 No Spares parts
1.1 0.5 No Spares parts
2 3.8 Labor Expertise
1.5 1 N/A
1.9 0.2 No Spares parts
0.9 2.6 Labor Expertise
2.5 2.5 Labor Expertise
1.9 1.9 N/A
2.1 1.4 N/A
2.1 1.9 No Spares parts
0.7 2.1 Delays in bringing the line down
1.9 2.1 Labor Expertise
2 1.7 Labor Shortage (Absence)
1.7 1.4 N/A
0.9 1.7 Labor Expertise
1.8 2.2 Labor Expertise
0.3 2.7 Delays in bringing the line down
1.9 1.4 No Spares parts
2.1 1.3 No Spares parts
1.5 1.5 N/A
0.7 1.3 No Spares parts
0.9 2 Labor Expertise
1 1.9 N/A
1.5 0.6 No Spares parts
1 1.2 Labor Expertise
1.2 2.2 Labor Expertise
1.6 1.8 Others
2.3 1.3 No Spares parts
1.5 2.5 Labor Shortage (Absence)
1 1.2 Others
1.1 1.2 Labor Expertise
2.9 0.7 No Spares parts
1.8 2.1 Delays in bringing the line down
2.2 2 No Spares parts
1.3 1.8 Labor Shortage (Absence)
2.4 1.9 No Spares parts
1.6 2.4 Labor Expertise
1.6 1.7 No Spares parts
1.6 0.7 No Spares parts
2 4 Labor Expertise
1.8 1.1 No Spares parts
0.6 1.2 No Spares parts
0.8 1.1 N/A
1.5 2.7 N/A
0.4 2.2 Labor Shortage (Absence)
1.7 2 Labor Expertise
1 1.9 Labor Shortage (Absence)
0.9 2.7 Labor Shortage (Absence)
1.3 1.8 Labor Shortage (Absence)
2 2.7 Labor Shortage (Absence)
1.4 2.6 Delays in bringing the line down
1.1 0.9 N/A
1.5 1.7 Others
2 1.2 N/A
1.9 1.4 N/A
1.1 1.6 Labor Expertise
1.1 0.8 N/A
1.1 2.1 Delays in bringing the line down
1.3 1.3 N/A
2 3 Labor Expertise
1.3 1.6 Labor Expertise
1.4 1.3 Labor Expertise
1.2 1.5 Labor Expertise
Electrical Work Hour Planned Operator Worked Hour Planned
0.6 0.2
0.4 0.5
0.6 0.1
0.5 0
0.3 0.2
0.7 0.2
0.2 0.3
0.8 0.9
0.7 0.8
0 0.1
0.8 1
0.9 0.6
0.9 0.4
0.1 1
0.7 0.9
0.6 0
0.3 0.1
0.9 0.9
1 0.6
0.3 0.4
0.7 0.8
0.7 0.3
0.7 0.7
0.1 0.2
0.2 0.4
0.5 0.7
0.4 0.5
0.3 0.6
0.3 0
0.5 0
0.7 0.5
0.1 1
0.9 0.3
0.6 0.7
0.4 0.9
1 0.4
0.6 0.7
0 0.2
0.6 0.7
0.8 0.6
0.6 0.9
0.2 1
0.7 1
0.1 0.3
0.3 0.8
1 1
0.1 0
0 0.5
0.5 1
0.9 0.7
0.5 0.3
0 0
0.1 0.2
0.2 0.1
0.6 0.9
1 1
0.4 0.2
0.1 0.8
0.4 0.1
0.7 0.2
0.9 0.1
0.1 0.4
0.1 0.4
1 0.1
0.5 0.2
0 0.7
0.5 1
0.8 0.9
0.5 0.7
0.2 0.1
0.8 0
1 0.5
0.9 0.2
0.5 0.8
0.8 0.4
0 0.8
0.2 0.6
0.2 0.9
0.7 0.6
0.8 0.6
0.5 0
0.8 0.9
0.9 0.5
0.7 0.5
0.8 1
0 0.3
0.6 0.3
0.2 0.9
0.5 0.3
0.8 0
0.9 0.4
0.2 0
0.9 0.8
0.4 1
0.1 0.8
0.1 0.2
0.7 0.2
0.1 0
0.1 0.5
0.4 0.4
0.3 0.1
0.7 0.6
0.7 0.6
0.3 0.9
0 0.7
0.2 0.8
1 0.9
0.5 0.3
0.5 0.8
0.5 0.2
1 0.6
0.2 0.9
0.9 0.5
0 0.6
0.3 0.8
0.9 0.5
0.2 0.2
0.6 0.2
0.1 1
0.4 0
0.6 0.7
0 0.6
0.2 0
0.3 0.9
0.7 1
0.3 0.4
0 0.7
0.8 0.1
0.1 1
0.6 0.5
0.7 0.4
0.9 0.2
0.3 0.8
1 0.2
0.5 0.5
0.7 0.4
0.8 0.4
1 0
Mechanical Work Hour Planned Electrical Work Hour Actual Operator Hour Actual
0.9
0.9
0.9
1
0.3
0.7
0.8
0.7
0.5
0.6
0.7
0.5
1
0.8
0.8
0.3
0.4
1.2
0.1
0.8
0
0.9
0.6
0.5
0.4
0.5
0.5
0.9
1
0.4
0
0.4
1
1
0.5
0.4
0.4
0.8
0.2
0.7
1
0.1
1
1
0.8
1
0.7
0.1
0.4
0.7
0.6
0.7
0.3
0
0.4
0.4
0.7
0.7
0.3
0.3
0.8
0.9
0.4
0.4
0.2
1
0.3
0.8
0.9
0.8
0
1
0.3
0
0.2
0.6
0.1
1.3
0.4
0
1
0.6
0.1
0.4
0.3
1
0.8
0.4
0.6
0.7
0.5
0.9
0.9
0.5
0.9
0.3
0.7
0.9
0.4
0.7
0.8
1
0.7
0.8
0.6
0.6
0.2
0.5
0.5
1
0.8
0.9
1
0
1
0.7
0.8
0.2
1
0.5
1
0.9
0.9
0.2
1
0.9
0.6
0.1
0.5
0.4
0.5
0.5
0.4
0
0.5
0.5
0.2
0.1
Exhibit D
Palletized and
shipped to
customer
Beverage
Production
Staging
Area WIP
Filing/Packaging
Bay 8 Bay 10
Finished Goods
Exhibit F
Planning
1 3
Begin planning Manage Backlog
1-2 weeks Schedule/
Planner Before MD Re-schedule/ Close
Operators
3
Store Supervisor PO
Generation
1 week Before MD
Currently the plant executes an 8 hour maintenance day (MD) twice a month.
maintenance activities are selected from the preventive maintenance schedule
prioritized. Each maintenance activity has details on time and skill set required
that, the total labor hours activities are planned.
Average time from order to receipt of spares is 2 weeks. Based on the MD activ
execution. On the morning of the MD, the spares are staged next to the packag
based on availability on the day and activities are executed. At the end of the M
noted.
Current State Process
Planning Execution
5 8
10
Execute MD
7 7
Cage Cart
Receive Parts
Staging Staging
(MD) twice a month. The planning starts 2 weeks before the MD and
maintenance schedule. Backlog or pending maintenance activities are
e and skill set required (electrician, operator, etc) for completion. Based on
Based on the MD activities, spares are staged in the storeroom 2 days before
ged next to the packaging line. The MD activities are assigned to the staff
ed. At the end of the MD, progress is noted and activities not completed are