The situation at Plastal AB is following; the plant in Simrishamn has not capacity enough but the plant in Kristinehamn has unused capacity. My task with this master thesis is to build a logistic flow between this two plants, optimize purchase quantities and ensure delivery safety.
The production of the Intermediate Section (LS) will be divided between the plants. The LS will be produced in the following way; the injection moulding process will be done in Simrishamn and the assembling and lacquering processes in Kristinehamn, The reason to divide the production is to ensure delivery safety. Plastal AB can not move the whole production of the l.S because the two plants have different processes (moulding res. injection moulding).
When the 1.5 has been transported to Kristinehamn following moments are included in this order; lacquering, welding and assembling. Producing the 1.5 in this order minimises rejected costs and material handling. The factory layout must be altered so it fits the 1.5. According to the analyse the optimum is to move the assemble station (SNICC) to ship five and the 1.5 station should be placed where SN/CC station earlier was situated.
The customer makes daily CALL-OFFs which includes two fixed days and the rest are just prognosis. This results in high demands on the production process. When there is no possibility to build a safety inventory of finished I.S:s to guarantee one hundred per cent delivery safety, a stock of lacquered LS must exists. It works like a sequence supplier against the assemblinglwelding station.
The purchase quantities of assembling details and the LS:s are optimised with the Wilson- formula which here also pays attention to transport costs. With the MRP (material requirement planning) system the order points are received and they are formed by the safety inventories. The safety inventories are determined by the lead times of the articles. An ABC-analyse was done ...
