Improving the Supply Chain for high-tech NPIs

Lamers High Tech Systems (LHTS) is a leading system integrator and installation company specializing in design & engineering, production, qualification, and construction of liquid and gas supply systems - focusing on ultra-high purity applications. Lamers is making enormous growth by delivering their high-tech customers in line with the plan. Because of the growth and the importance of securing future business, it is important to review the embedding of the New Product Introduction process in the operational organization. 

Customer Lamers High Tech Systems
Segment High tech industry
Improving the Supply Chain <span> for high-tech NPIs</span>

Assignment

WeY was tasked with managing the supply chain organization of the NPIs. To serve the customer and communicate a clear supply and demand plan regarding the delivery of the NPI product.  

Approach

In close contact with the engineering department, our WeY consultant developed a working process to integrate the project-wise way of working of the NPI project into the daily operation of purchasing, planning, production, and logistics. Demand and Supply tuning with the customer; from delivering the first prototypes to volume ready, planning and securing the future move rates. Handing over the structured supply chain, with minimal robust lead times, to the operational (volume) organization. 

In cooperation with the customer of LHTS, a way of working was developed for the so-called Heart Beats; a recurrent process of combining engineering changes in a “heartbeat” every 6 months. Planning of these heart beats with the goal to be as flexible as possible with reducing change lead times with reducing risk of obsolescence. Close collaboration between the customer, LHTS engineering, and early supply chain involvement was needed. 

Results

A clear way of working was developed for all steps in the NPI process, handovers are defined between different departments. NPI development and production is more accepted and understood in operations. A clear view of future move rates is established in a plan.  Time to market for engineering changes is reduced to one-third with minimal risk of obsolescence (reduced in this case to one-tenth).  

  • Early supplier involvement upstream in the supply chain 
  • Time to market of engineering changes reduced by 250 days 
  • Reduction of risk of obsolescence in an environment of frequent engineering changes