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Harvard Case - Solid as Steel: Production Planning at thyssenkrupp

"Solid as Steel: Production Planning at thyssenkrupp" Harvard business case study is written by Karl Schmedders, Markus Schulze. It deals with the challenges in the field of Operations Management. The case study is 9 page(s) long and it was first published on : Feb 11, 2016

This case study solution recommends that thyssenkrupp implement a comprehensive operational strategy focused on digital transformation, lean manufacturing, and supply chain optimization to enhance production planning, increase efficiency, and improve customer satisfaction. This strategy will involve a combination of technology and analytics, process improvement, and organizational change.

2. Background

The case study 'Solid as Steel: Production Planning at thyssenkrupp' focuses on the challenges faced by thyssenkrupp Steel Europe in managing its production planning process. The company, a major player in the steel industry, is grappling with fluctuating demand, volatile raw material prices, and increasing competition. This situation necessitates a robust production planning system that can adapt to changing market conditions and ensure efficient utilization of resources.

The main protagonists in the case study are the production planning team at thyssenkrupp Steel Europe, who are responsible for developing and implementing the production plan. They are faced with the challenge of balancing customer demand with production capacity, minimizing inventory costs, and ensuring timely delivery.

3. Analysis of the Case Study

This case study can be analyzed using the framework of Operations Strategy, which emphasizes the alignment of operational decisions with the overall business strategy. We can identify the following key issues:

  • Lack of Integrated Planning System: thyssenkrupp currently relies on a fragmented system for planning and managing production. This leads to inefficiencies, delays, and difficulty in responding to market fluctuations.
  • Limited Data Visibility and Analytics: The company lacks a centralized data repository and advanced analytics tools to gain insights into production performance, demand patterns, and supply chain dynamics.
  • Inefficient Inventory Management: High inventory levels contribute to increased costs and storage challenges. The current system lacks real-time inventory tracking and optimization capabilities.
  • Limited Process Automation: Manual processes and limited automation hinder efficiency and increase the risk of errors.
  • Siloed Operations: Information sharing and collaboration between different departments, such as production, sales, and procurement, are limited. This hinders effective decision-making and coordination.

4. Recommendations

To address these challenges, thyssenkrupp should implement the following recommendations:

1. Implement a Digital Transformation Strategy:

  • Invest in a robust Enterprise Resource Planning (ERP) system: This will provide a centralized platform for managing all aspects of production planning, inventory control, and supply chain management.
  • Develop advanced analytics capabilities: Leverage data from the ERP system and other sources to gain insights into demand patterns, production performance, and supply chain bottlenecks.
  • Implement a digital twin of the production process: This will allow for real-time monitoring and simulation of production operations, enabling better decision-making and risk mitigation.

2. Embrace Lean Manufacturing Principles:

  • Implement Value Stream Mapping: Identify and eliminate non-value-adding activities in the production process to optimize efficiency and reduce waste.
  • Adopt Just-in-Time (JIT) production: Minimize inventory levels by producing goods only when needed, reducing storage costs and improving responsiveness to demand fluctuations.
  • Implement Kaizen and Kanban systems: Encourage continuous improvement initiatives and implement a visual system for managing production flow and inventory.

3. Optimize Supply Chain Management:

  • Develop a robust demand forecasting system: Utilize historical data and advanced forecasting techniques to predict future demand accurately.
  • Implement a collaborative planning, forecasting, and replenishment (CPFR) system: Enhance communication and collaboration with suppliers to optimize inventory levels and ensure timely delivery of raw materials.
  • Explore strategic sourcing options: Evaluate outsourcing opportunities for non-core activities to reduce costs and improve efficiency.

4. Foster Organizational Change:

  • Promote a culture of continuous improvement: Encourage employees to identify and implement process improvements through training and incentives.
  • Develop strong cross-functional teams: Facilitate collaboration and information sharing between different departments to enhance decision-making and coordination.
  • Invest in employee training and development: Equip employees with the necessary skills to operate in a digitally transformed environment.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core competencies and consistency with mission: The recommendations align with thyssenkrupp's mission to be a leading provider of steel solutions by enhancing efficiency, reducing costs, and improving customer satisfaction.
  • External customers and internal clients: The recommendations focus on improving customer service by ensuring timely delivery and meeting quality standards. They also aim to improve internal efficiency and productivity.
  • Competitors: The recommendations will help thyssenkrupp remain competitive by reducing costs, improving efficiency, and enhancing responsiveness to market changes.
  • Attractiveness ' quantitative measures if applicable: The implementation of a digital transformation strategy, lean manufacturing principles, and supply chain optimization will lead to significant cost savings, improved efficiency, and increased customer satisfaction.

6. Conclusion

By implementing these recommendations, thyssenkrupp can transform its production planning process, become more agile and efficient, and gain a competitive advantage in the steel industry. The combination of digital transformation, lean manufacturing, and supply chain optimization will enable the company to adapt to market fluctuations, reduce costs, and improve customer satisfaction.

7. Discussion

Alternative approaches to production planning include:

  • Traditional planning methods: Relying on historical data and manual processes, which can be inefficient and less responsive to market changes.
  • Outsourcing production: This can reduce costs but may lead to loss of control over production processes and quality.

The risks associated with the recommendations include:

  • High initial investment: Implementing a digital transformation strategy and implementing new systems can be expensive.
  • Resistance to change: Employees may resist changes to established processes and workflows.
  • Technical challenges: Implementing new technologies and systems can pose technical challenges.

Key assumptions include:

  • The company is willing to invest in the necessary resources for digital transformation and process improvement.
  • Employees are willing to embrace change and adopt new technologies.
  • The company has the necessary technical expertise to implement and manage the new systems.

8. Next Steps

To implement the recommendations, thyssenkrupp should follow these steps:

  • Develop a detailed implementation plan: Define specific goals, timelines, and resource requirements for each recommendation.
  • Establish a dedicated project team: Assemble a team with expertise in digital transformation, lean manufacturing, and supply chain management.
  • Pilot test new technologies and processes: Implement pilot projects to test the effectiveness of new systems and processes before full-scale deployment.
  • Communicate effectively with employees: Provide regular updates on progress and address concerns to foster buy-in and support for the changes.
  • Monitor and evaluate results: Track key performance indicators (KPIs) to measure the impact of the changes and make adjustments as needed.

By following these steps, thyssenkrupp can successfully implement its new operational strategy and achieve its goals of improved efficiency, reduced costs, and enhanced customer satisfaction.

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Case Description

thyssenkrupp Steel Europe, a major European steel company, operates a so-called push-pickling line (PPL) in Bochum, Germany. The PPL produces a particular type of steel strips that are sold to B2B customers, mainly in the automotive industry. In spring 2014, a senior vice president of thyssenkrupp Steel's production operations and one of his production managers notice that over the span of ten years the production facility regularly did not meet its planned production volumes. They set out to determine the drivers for the deviations from planned production figures with the ultimate goal to improve the production planning process at the Bochum PPL. Students will step into the shoes of Markus Schulze-a production manager at thyssenkrupp Steel-as he searches for performance drivers at the Bochum PPL and analyzes recent production data to build a forecasting model for production planning.

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