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SDT Paper Answersheet (Part B)

The document describes the operations and supply chain process at Siemens Ltd India's power transformer factory division. Due to the COVID-19 lockdown, manufacturing activities have been shut down for over a month. The factory is asked to formulate contingency supply chain strategies considering at least 10 factors. 10 factors are listed, including innovation in planning tools, relationships with suppliers and customers, outsourcing logistics, and utilizing government support. 5 proposed strategies are outlined to overcome the operations and supply chain crisis, such as reducing inspections at supplier premises, revising quality checklists, optimizing incoming inspections, allowing internal testing and outsourcing final packaging.

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kaushal dhapare
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55 views

SDT Paper Answersheet (Part B)

The document describes the operations and supply chain process at Siemens Ltd India's power transformer factory division. Due to the COVID-19 lockdown, manufacturing activities have been shut down for over a month. The factory is asked to formulate contingency supply chain strategies considering at least 10 factors. 10 factors are listed, including innovation in planning tools, relationships with suppliers and customers, outsourcing logistics, and utilizing government support. 5 proposed strategies are outlined to overcome the operations and supply chain crisis, such as reducing inspections at supplier premises, revising quality checklists, optimizing incoming inspections, allowing internal testing and outsourcing final packaging.

Uploaded by

kaushal dhapare
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Please write in given space only

Part B:
1. In light of COVID-19 Pandemic, many companies are suffering from Operations &
Supply chain crisis. This is a totally strange situations and companies don’t know how
to respond this catastrophe. Consider your company (mention the name of the company
with a short profile of their Operations & Supply Chain). In this situation company
asked you to help them formulate strategies to mitigate supply chain risks.

a. Discuss the factors (minimum 10) which you will consider while framing
contingency supply chain strategies. Propose at least five strategies considering
these factors to overcome O & SC crisis. (7+3)
Ans.
· I am working in Siemens Ltd India- Power & Distribution Transformer Factory
Division.
· The Factory is shut since last 1 month due to lockdown implemented in India as per
Govt. guidelines.
· Manufacturing activities for transformers, Logistics for incoming material & dispatch
of product, Final Testing is totally shut down.
· Only few departments including Marketing, Quality Management, Electrical &
Mechanical Design, Strategic Purchase & Commercial is working from home at
reduced capacity on new projects by conducting online meeting internally &
externally with end customer.

Process flow at T1 plant from Material Receipt to Dispatch:

Winding VPD
Receipt of Incoming Winding (Vapor Phase
Material Inspections
Drying)

Winding Block
Assembly Core Assembly Active part Active part VPD

Active part
tanking & Testing Dispatch Erection
processing

After sales
Commissioning
support
Factors (minimum 10) which you will consider while framing contingency supply chain
strategies:
1. Innovation in Process Planning Software’s/Tools at Siemens to fight COVID-19.
2. Business continuity management with customers who intake bulk orders from
Siemens.
3. Relationship with Suppliers (Copper, CRGO, tank)
4. Relationship with State & Central Govt Customers (PGCIL, MSETCL, MSEDCL,
etc.) to be improved.
5. Internal business units including TS, MS, GIS, etc supporting each other while taking
transformer order for any project i.e. promoting internal business opportunities.
6. Outsourcing of logistics for dispatch of transformers
7. Strategic Support from Top Management of India against Parent Company i.e.
Siemens AG, Germany to explore new markets & go into untapped market since
competitors like Crompton Greaves, EMCO have closed manufacturing facilities in
Mumbai, India.
8. Company Environment
9. Making use of Government Support and Policies for formulating future strategy if to
focus on power transformer market or distribution transformer market
10. Focusing on order intake for transformers in India against export order intake
considering expected restriction shipping for overseas transport.

5 Proposed Strategies to overcome O & SC crisis:

1) Reduced frequency of inspections at supplier’s premises & creating Green channels:


· Till the end of fiscal year i.e. September 2020, even after lockdown, clearance shall
be given after verifying photographic evidences and detailed checklist for raw
material/bought-out items at supplier premises in order to speed up material inflow of
incoming material. Use of Google glass/Smart glass to be proposed.
· Supplier end inspections to be reduced & Green channels to be created by
categorizing supplier. e.g. Inspections will be not done at A-category supplier
premises & material will be dispatched after verifying records.
· In case of customer specific CHP, it shall be taken up with Customer through
Marketing.
· For tank inspections, inspection at only two stages may be allowed complete
alignment and Painting. Leakage and Deflection tests.

2) In-coming and In-process Quality checklists needs to be revised:


· Critical points to be highlighted & sample of checking to be defined wherever
necessary.
· Ownership culture or self-Quality check to be implemented so that bottom line &
management are on same level.
· Kaizen to be implemented so that problem at hand is quickly solved within minimum
time & is not necessarily dragged on.
· Any non-critical issues inside shop floor and at in-coming stage shall be resolved
immediately, within 1 hour by active participation of QRT members. E-mails shall be
discouraged.

3) Optimising Incoming inspection:


· List of material with schedule (delivery date at factory) to be prepared & a common
cloud drive to be prepared wherein the same is accessible to both supplier & customer
so that real time information is accessible to all the parties involved and operations
can be monitored & speeded up.
· This will be useful for advance preparations to reduce in-coming inspection time.

4) Concession in stage inspection & Final Testing of Transformer:


· Communication should be sent to Customer for allowing internal testing of all
mechanical tests like leakage, dimensions, PRV check, jacking & DP test and stage
inspection (Winding, Core, CCA).
· The tests can be shown to customer using digital platform wherein live data & video
can be shared with customer.
· This will reduce time lost in waiting for customer in order to move to further stage in
manufacturing & testing.
· In-process testing can be undertaken by Quality engineers which will reduce delays
(as Testing engineers may be busy in FAT)

5) Optimising time in Lockdown for training programs:


· Maximum possible trainings shall be completed by April. No trainings shall be
undertaken from May till September.
· Web based trainings are available free of cost and should be encouraged in future.

6) Inventory allocation & usage:


· Non-moving inventory should be verified and used for our jobs or given back to
suppliers if needed.
· Customer & supplier should be consulted regarding usage of the same after verifying
technical parameters required.
· This will be helpful to clear up unused material in factory and will help to buy out
some time till inflow of new material is smoothly started.

7) Final Packaging & Dispatches should be outsourced:


· The time and investment lost in non-technical work of packaging of finished product
& accessories should be looked upon and tie-up with competent logistic company to
be done in order to speed up operations and at the time reduce man-hour cost.

8) Miscellaneous:
· Work from Home can be done on Saturday for all officers till September for
compensating loss hours.
· Time limit shall be set for closure of NCRs and target to be given to all process
owners to ensure effectiveness. Critical NCRs can be handled separately.
· Procurement activities for maintenance should be on hold till September. Critical
purchases can be handled on case to case basis.
· Monetary benefits, merit rewards, 3i can be replaced by appreciation letters till
September.
· Commissioning / trouble shooting for site problems & oil testing shall be done on
chargeable basis. SLA shall be made with Customer Service (CS).
· Dedicated space should be allocated for conducting low voltage tests which can be
done in parallel/one day in advance. Proper access to be ensured. This will reduce
Test-field cost for conducting low voltage tests. Cost of Cell3 can be considered.
· Similar type of jobs shall be planned in continuation to save testing set-up time e.g.
reactors or same type jobs. Also, DT jobs shall be done in one stretch.
· General shift or shift timings can be increased till September.

Q.1 B
Assuming AHP model:

Ensure O & SC continuity in crisis (Goal)

Use the strategic factors as mentioned in part-1 (Criteria)

Develop minute level sub -factors identifying risk & opportunities (Sub criteria)

Choose from available vendors & resources using management support (Alternatives)

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