正式社名 ニデックアドバンスドモーター NIDEC ADVANCED MOTOR
ニデックグループは世界最大の精密小型モータメーカーです。
The NIDEC Group is the world’s largest manufacturer of precision small motors.
当社はAsprovaを2018年4月に本社工場において本格的な利用を開始し、
2019年1月にはベトナムの工場にも導入しました。（SAP＋Asprovaをセットで導入 中国工場にも入りました）
We started using Asprova at our Japanese factory in April 2018, and introduced it to our factory in Vietnam in January 2019.
(SAP + Asprova project, finally in Chinese factory.)
月間５００品種製造
少量多品種で多いときには製造する品種が月間で500におよぶこともあります。
生産数は、日本工場とベトナム工場を合わせると月平均で約300万台
５００items/month
With small quantities of many different products, the number of different products manufactured can reach 500 per month.
The average monthly production volume is about 3 million units, including the Japanese and Vietnamese factories.
どのように使用しているのでしょうか?
基幹システムから受け取った生産計画をもとに、各生産品の構成部品に関してBOM展開をします。
各生産品の構成部品の必要な数量を計算します。＜BOM展開＞
その数と在庫の引き当てを行いどの部品がいくつ不足するのかを計算します。
一日一回、５ヶ月先まで計算し調整していきます。
How is it used?
Based on the production plan received from the core system, a BOM is expanded for the components of each product.
The required quantity of components for each product is calculated. <BOM expansion>
That number is then used to allocate inventory and calculate how many of each part are in short supply.
Calculations are made once a day for up to five months in advance, and adjustments are made.
導入の理由
Reason for introduction
Delivery deadline compliance rate was nearly 100%, but 60% of the production plan had changed, so the leader was busy checking parts inventory and making adjustments on-site every day.
“Before introducing Asprova, we could only see the stock surplus or shortage of parts one level below the product.
With Asprova, we can see all the way down to the lowest level and even see when they will arrive. It has completely changed things.”
計画を60%変更の理由は？
– 営業からの納期変更依頼
– 加工機や金型のトラブル
– 調達の遅れも多く現場はそれぞれできるものを優先してしまい工程の連携が
悪くなり仕掛りも増加し残業が増加していました。
The reasons for the change 60% of schedule
– request from sales to change the delivery date
– problems with processing machines and molds
– procurement delays, so each site prioritized what they could do, which led to poor coordination between processes, an increase in work in progress, and increased overtime.
導入効果は？
手作業で行っていた部品の引き当て作業を、簡単、迅速、高精度で実施できるようになりました。
その結果、生産計画の変更を10％に抑えることができました。
また個人の経験やカンによる部品製造や手配のばらつきや無駄をなくせました。
The effect of the introduction
The parts allocation work was previously done manually, now can be done easily, quickly, and with high accuracy.
As a result, we were able to keep changes to the production plan to 10%.
We were able to eliminate variations and waste in parts manufacturing and procurement that were caused by individual experience and intuition.
We can now take swift action to procure missing parts (in-house production or purchasing).
部品や仕掛かり部品の余剰在庫も解消され、管理コストや保管スペースの削減にもつながりました。
ベトナム工場では、空いたスペースを従業員の休憩スペースとして活用することで大変喜ばれました。
Excess inventory of parts and work-in-progress parts was also eliminated, leading to a reduction in management costs and storage space.
At the Vietnam factory, employees were very pleased to be able to use the freed up space as a break area.
今後、AsprovaのSolverオプションに注目しています。
In the future, I’m looking forward to Asprova’s Solver option.
