Mahindra CIE Project Report

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To Prepare a Production Scheduling

Model for Downstream Value Chain


AT MAHINDRA CIE AUTOMOTIVE LTD, COMPOSITES DIVISION

Manoj Kuchipudi | Goa Institute of Management | PGDM 2018-2020

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Author of report: Manoj Kuchipudi

Company name: Mahindra CIE Automotive LTD

Address: Composite Division, Gate No – 467 & 470, Takwe Road, Pune – 412106

Date of Report: 30th June 2019

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Acknowledgment

I have taken efforts in this project but its completion is the result of the kind support and help
of many individuals and the organization. I would like to extend my sincere thanks to all of
them.

I take this opportunity to express my deepest gratitude and sincere regards to Mr. Uday
Sankar Yarramilli, Dy. Chief Operating Officer and my project guide Mr. Subrata Roy
(Production manager) for their guidance and constant encouragement throughout the course
of this project.

I would also like to thank my faculty guide Prof. Amiya Kumar Sahu for his guidance
during the course of the summer project.

I would like to thank the entire team of MCIE composites division who have helped me in
some way or the other during the course of this week.

Manoj Kuchipudi

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List of Figures
Figure 1.1: MCIE customer details ........................................................................................................................ 8

Figure 1.2: MCIE plant process ............................................................................................................................. 9

Figure 4.1: Production planning model process flow ............................................................................................ 14

Figure 4.2: Dispatch Sheet .................................................................................................................................... 17

Figure 4.3: Priority list .......................................................................................................................................... 17

Figure 4.4: Sheet for molding plan........................................................................................................................ 18

Figure 4.5: Production scheduling logic ............................................................................................................... 19

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List of Tables

Table 4.1: Logic for “To Be Produced” ................................................................................................................ 16

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Contents
1. Description of Organization ....................................................................................................................... 8
1.1. About MCIE .................................................................................................................................... 8
1.2. About Composites Division .......................................................................................................... 9
2. Learnings...................................................................................................................................................... 10
2.1. Application of concepts and skills ............................................................................................... 10
2.2. New knowledge and Tools ........................................................................................................... 10
2.3. Directions for Future learning ..................................................................................................... 10
3. Project Introduction .................................................................................................................................... 11
3.1. Nature of Problem .......................................................................................................................... 11
3.2. The objective of the study ............................................................................................................. 11
3.3. Expected Benefits ........................................................................................................................... 11
4. Methodology................................................................................................................................................ 12
4.1. Collection of Data ......................................................................................................................... 12
4.2. Formulate problem / Identify Constraints ................................................................................. 12
4.3. Rough Model ................................................................................................................................. 13
4.4. Testing ............................................................................................................................................ 21
4.5. Implement with the present order .............................................................................................. 21
5. Advantages and Limitations ...................................................................................................................... 22
5.1. Advantages ..................................................................................................................................... 22
5.2. Limitations ..................................................................................................................................... 22
6. Conclusion ................................................................................................................................................... 23
6.1. Organizational Issues ................................................................................................................... 23
6.2. Recommendations ........................................................................................................................ 23
7. Annexure ..................................................................................................................................................... 24
7.1. Dispatch Sheet Code .................................................................................................................... 24
7.2. WIP Inventory Sheet.................................................................................................................... 26
7.3. Post Moulding Plan Sheet ........................................................................................................... 28
7.4. SIP Certificate ................................................................................................................................ 32
8. References .................................................................................................................................................... 33

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Executive summary

Mahindra CIE Automotive Ltd has various divisions, which supplies automobile parts for
various companies like (Mahindra & Mahindra, Daimler, Nissan, TVS, etc.). Composites
division delivers the plastic parts for a vehicle such as battery box, cut bumper, etc. to their
clients.

Earlier the company had a stable demand from some loyal customers and therefore the
production planning was simple and efficient. However, from January 2019, the company
started to face uncertainty in customer demand, which led to the company shifting its plant to
a new location for better planning.

Due to these uncertainties, the production planning became difficult and the plant was unable
to deliver their products to the customers on time. The company does the production planning
manually where the planner needs to focus on many things other than planning which makes
the job hectic. To add to the problem, many manual errors are made in the process. To avoid
this the company needed a production-planning model for the downstream value chain, which
would include all the variables and generate a production-planning schedule for the complete
month.

This production model should include the inventory in hand and take care of many other
constraints like family molds, machine failures, etc. At present, they need this model in the
spreadsheet so that they can use this logic for their SAP application and do the production
planning in SAP. This main aim of this model is to give more flexibility to the production
planning and help us check for the possibility of on-time delivery to the customer. The job of
the planner is to focus on planning and not on other activities like data collection, preparing
excel sheet, etc.

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1. Description of Organization

1.1. About MCIE


Mahindra CIE Automotive Limited is an auto components supplier with presence in many
technologies, which include forgings, castings, stampings, magnetic products, and
composites. The Company is focused on the automotive market, including cars, utility
vehicles, commercial vehicles, and tractors. The Company's Forgings business offers
crankshafts, stub axles, forged and machined parts, front axle beams and steel pistons,
fleshless near net forgings and forged steel parts. Stampings business offers sheet metal
stampings, components, and assemblies. Castings business offers turbocharger housings,
axle, and transmission parts. Magnetic Products business offers soft and hard magnets and
magnetic induction lighting. Composites business offers compounds, components, and
products, and Gears business offers engine gears, timing gears, transmission gears,
transmission drive shafts, and crown wheel pinion. It operates in India, Italy, Spain,
Lithuania, Germany, and the United Kingdom. (Business Standard, 2019)

Figure 1.1: MCIE customer details (Mahindra CIE, 2019)

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1.2. About Composites Division
MCIE composites division has two plants, one in Pune (Kanhe) and other in Mangaon. The
Mangaon plant produces the sheet-molding compound (SMC) and Dough molding
compound (DMC) with a capacity of 10000 tons SMC and 4000 tons DMC. Around 90%
of the production is supplied to the external customers and remaining for the internal
Production. Total in the compression molding shop they have 12 press machines from 100
up to 2000 Tons, among them four are in Mangaon and remaining in Pune. Molding and
post-molding processes are done in Pune (kanhe) plant the majority of the production and
dispatches will be done from here.

Figure 1.2: MCIE plant process

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2. Learnings

2.1. Application of concepts and skills


 To prepare a production-planning model one must have good knowledge on
the production process, concepts I learned in operations management subject
helped me to understand the production process (flow of materials, inventory
types) more easily.

2.2. New knowledge and Tools


 I have learned about the different kind of production planning models and
techniques used to make the plan more accurate.
 To make the planning process more simple and flexible I have learned VBA
coding in excel and used it to import or export the data automatically.
 I have learned about the different constraints that automotive industry faces and
how they handle the day-to-day issues.

2.3. Directions for Future learning


 Need to learn more about inventory management and procurement policies, I
can use these observations from plant and improve my learning.
 Need to learn more about the bottleneck management and more concepts from
the Theory of Constraints. (S. Chopra, 2016)

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3. Project Introduction

3.1. Nature of Problem


With the sudden increase in customer demand and other issues (plant shifting) made
the present planning model more difficult at MCIE Composites division. Present, the
company was planning manually and it takes more than 2 days to plan the months
production and less flexible. At the same time, the difference between planned
production quantity and actual production quantity was increasing and the company
was not confident about the delivery on time to customers because of these
inconsistencies in the planning.
For post-molding there is no standard process, there were no particular lines and
workstations allotted to them. The production supervisor arranges the complete
production process daily based on the requirement. Therefore, we do not have a proper
cycle time and structure for planning this process. Without proper structure, it is also
difficult to identify the constraints in the process which leads to an increase in lead-
time or delay in delivery to customers.

3.2. The objective of the study


The objective of this project is to prepare a planning and scheduling model that reduces
the human intervention in the planning process and increase the feasibility and
accuracy of the plan.
To standardize the post-molding process and prepare a planning model for it and
integrate it with the main model.

3.3. Expected Benefits


Reduced Human Intervention – By reducing the human intervention the planner can
actually focus more on planning then preparing the plan. It also reduces the number of
inputs given into the system; therefore, a person with less technical knowledge should
be able to plan the production.
More Feasible – There can be many unexpected events happening in the plant, and
sometimes the plan needs to be changed in the middle of the month. This plan will be
more flexible and allows the planner to do the modifications/changes anytime.

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4. Methodology

4.1. Collection of Data


A model is a simplified representation of a real-world situation. It can be regarded as
a substitute for the real system, stripping away a large amount of complexity to leave
only essential, relevant details. Therefore, first, we need to decide on the flow of the
model like where it starts and ends then decide on what all data we need and how to
collect them. To do that we need to have the complete idea about the production
process and details like where to hold inventory, bottlenecks, etc. At the same time, I
have checked different models and techniques to improve accuracy and tried to include
them in this model. After this, I made a list of data I require and collect it from different
departments. (Barlow, 2007)

List of Requirements –
 Process Sheet for all the products – to find the number of operations required,
pressure and temperature details.
 Previous data of orders received – To find runners, repeaters, and strangers.
 Previous data on customer dispatch trends – to plan the post-molding process.
 Machine specifications and constraints
 Setup cost and Inventory cost – to calculate EPQ
 Safety Stock calculations
 Timings of operations (setup time, cooling time, cycle time, etc.)
 Inventory details( Work in progress inventory, Finished goods inventory,
Customer norms)
 Previous Rejection, Availability and Performance data – To calculate
OEE(overall equipment effectiveness)
 Present Line data for post-production (number of workstations, workers, etc.)

4.2. Formulate problem / Identify Constraints


After finding, the data points it is important for us to find the relation between each
data point and formulate them for the required output. While planning this model at
every point I tried to reduce the assumptions and use the data available for calculating
a number of runs, getting the priority list and schedule.

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There are many constraints while preparing the model; one of them was a family mold,
there are few products, which can be produced, in a single mold. While planning one
single allocation should be given to all these products. Therefore, I prepared a separate
list at the bottom of “orders update sheet” and “data sheet”, this list contains all family
molds and a new part name and part code for each group. Then I allocated the
maximum of cycle time, price, dispatch quantities, demand, safety quantity and
minimum of OEE% and inventory to the new part. For molding, we used this new part
name while planning so that the repetition will not be there and for post-molding, each
part has a separate process so individual parts will be used there not the group name.
While doing these few products can have different demand and dispatch date so to
satisfy one order we may need to produce the other part which adds up to our inventory.
To plan the post-molding process we do not have any standard process so no capacity
restrictions or no pre-allocated lines. Therefore, before planning, we need to make the
process standardization, calculate the cycle time for each product and then plan the
production process. (Stevenson, 2018)
For some products, we produce in Mangaon plant and for some, we do molding in
Mangaon and Post Molding at Kanhe location so for all these products different steps
need to be followed and they will be discussed further.

4.3. Rough Model


Considering all these constraints, I have prepared a rough model using five products,
while preparing this model for some functions I need to do coding. Therefore, I learned
VBA coding and used it to import and export data. I prepared this complete model
based on three questions “What to produce?” “How much to produce?” and “When to
produce?” also the structure of this model was followed by these questions.

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Figure 4.1: Production planning model process flow

Data Sheet - Until now we do not have the complete data in one single file, it is difficult
for a planner to collect the data from different teams. Therefore, I prepared a data sheet
that contains all the required data for planning. We need to update opening inventory
details at the beginning of the month and any other changes if required. The data from
this sheet is used all over the planning process so if we make any change in this sheet
it will be updated throughout the plan. This sheet has two tables one for products data
and other for press data, these tables contain the following data

Product table contains the following data -

 Part Name & Part Code


 Sales Category
 Price
 Press Category
 Setup Time
 Molding Cycle Time
 Post-Molding Cycle Time
 Painting and Packing Time
 WIP Inventory
 FG Inventory

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 FG Norms
 Setup Cost
 Safety Stock
 Inventory Cost per unit
 Rejection%
 Quality%
 Performance – Target Production Quantity/ Actual production Quantity
 OEE% - It identifies the percentage of manufacturing time that is truly productive.

OEE% = Availability * Productivity * Quality

Availability – Actual operating time / planned production time

Productivity – Actual production/ target production

Quality – OK Production / actual production

Press table contains the following data

 Press
 Availability – Actual production time/ Planned Production time
 Setup Time
 Manpower Required
 Setup Cost

Orders Update – In this sheet, we update the monthly orders along with their price,
FG norms (customer minimum inventory) and their dispatch dates. Even the sales team
can update this sheet. Data Sheet and Orders update are the only sheets where we add
data manually and all the other sheets use this data for production planning.

EPQ – In the first step of our planning process, we need to decide on “what to produce?
For a few products, opening inventory is enough to fulfill the customer order, for some,
we need to produce according to the demand and for others, we should fill the safety
stock. To decide this we need to check WIP inventory, safety stock and demand for that
particular product. The logic we used for this is:

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Condition To Be Produced

(Customer orders + Safety (Customer orders + Safety stock) -


stock) > Opening Inventory Opening Inventory

(Customer orders + Safety


0
stock) < Opening Inventory

Safety Stock < Opening


Safety Stock – Opening Inventory
Inventory

Table 4.1: Logic for “To Be Produced”


After getting the “To be produced” amount we need to decide on “How much to
produce in one run?” to reduce the setup cost and inventory cost. If the setup cost is
high, we produce the complete order in one run and if inventory cost is more then we
produce the complete order in multiple runs. Therefore, to find the optimal production
quantity per run we calculate EPQ (Economic Production Quantity)

EPQ= √ ((2* D*Co*P)/ (Ci*(P-D)))

From sheet

D – To be produced

P – Rate of production (No of working days * no of hours * 60/ cycle time)

Co – Setup Cost

Ci – Inventory cost

After getting the EPQ amount, by dividing the total demand with EPQ amount we get
the number of runs, and quantity per run for the complete month.

Dispatch Sheet – In the EPQ sheet we decided on “What to produce?” and “How much
to produce?” now we need to decide on “When to produce?”, also till now we focused
on the complete data, in this sheet we take the products which we need to produce based
on the number of runs (VBA code in Appendix 7.1: Dispatch Sheet code). For these
products, we import dispatch dates from the orders update sheet using VBA code. After
importing the data, we check for the opening inventory and check until which date we
can dispatch using opening inventory. Whenever the present inventory level goes below

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the FG norms we note that date, using this date and production lead times we generate
the priority list. There are two tables in this sheet one for dispatch dates and another for
priority list, above priority list table we have a dropdown to select the machine and
based on our selection we get the list(VBA code in Appendix 7.1: Dispatch Sheet
Code).

Figure 4.2: Dispatch Sheet


In the above figure, we can observe that for Crash Shield we need to maintain 2000 in
our inventory according to customer norms, where we have an opening inventory of
2636 units and after dispatching 2000 units on eighth the inventory is going below FG
norms. Further, we should subtract the maximum of molding or post-molding lead-time
to prioritize the production. For a few products where inventory is less then Safety
stock, this model will take the last date of the month and prioritize using it. Therefore,
we satisfy the customer orders first and then focus on filling the safety stock.

Figure 4.3: Priority list


Here the WIP is ending on 8th and after subtracting the post-molding lead-time the
model gave the first priority to Crash Shield which needs to be produced first on the
400T press.

Molding Plan – This sheet will give the complete plan for the month, which need to
be shared with the production supervisor. It contains the day-to-day plan for production
and we can check for the percentage of production we can complete by the end of the
month. Therefore, the planner can try to change the machine or outsource these products
to satisfy the customer. We just need to copy the priority list from the Dispatch sheet
and paste it here for each press, and it will give the complete plan.

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Figure 4.4: Sheet for molding plan
This sheet contains

 Press
 Part Name
 Part Number
 Plan – production quantity per run
 Setup Time
 Cycle time
 Planned OEE% - production efficiency(Availability*Productivity* Quality)
 Parts per hour – (60/cycle time)*(OEE/100)
 Production run hours – total number of hours required to produce that plan
 Cumulative run hours – setup time + production run hours
 Start hour – Previous product stop hour + setup time
 Stop hour – start time + production run hours
 Plan Hours – number of working hours for the day
 Cumulative Plan Hours – the cumulative sum of planned working hours

Although the complete process was automatic, few inputs need to be given manually
such as planned production hours per day, setup time and maintenance time if required.
To make the daily planning automatic we prepared a logic using start hour, stop an hour
and cumulative plan hours.

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Logic -

Figure 4.5: Production scheduling logic


Step 1 –

If the present day’s cumulative hours is greater than stop hour or the start hour is greater
the next day’s cumulative hours, it says that production must have completed by this
date or should start later. If anyone condition agrees then we will fill that blank with “”
or zero it means no production else, we go to the next step.

Step 2 –

If the start hour is greater than present day’s cumulative hours and the stop hour is less
than next day’s cumulative hours, it means that the production run hours of that product
is less than the planned hours of that day. Therefore, we assign the product run hours
to that day.

Step 3 –

If the start hour is greater than present day’s cumulative hours and less than next day’s
cumulative hours, then the previous product was completed that day and we need to
produce the new product for remaining hours, (CPH2 – Start Hour) gives the remaining
time.

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Step 4 –

If the stop hour is greater than present day’s cumulative hours and stop hour less than
next day’s cumulative hours, it means the production needs to be ended that day and
we assign the remaining production amount to that day, else we are producing for the
complete day.

This logic will give the time available for production and we need to multiply products
per hour to get the total number of products to need to be produced.

Formula -

=IFERROR(ROUND(IF(OR($M12<=O$9,$L12>=P$9),0,IF(AND($L12>=O$9,$M1
2<P$9),$J12,IF(AND($L12>=O$9,$L12<P$9),P$9-
$L12,IF(AND($M12>O$9,$M12<P$9),$M12-O$9,O$10)))*$I12),0),"")

WIP Inventory – For molding process, we created a separate part name for family
groups now in this sheet we separate them to get the exact production quantity for each
product. We need to do this to plan post-molding, where each part has a different
process.

Post Molding Plan – For molding, we used dispatch dates just to give priority and
planned the production from the start of the month. However, in post molding the
planning needs to be done based on dispatch dates, using the production lead-time we
will complete the production one day before the dispatch. This is because our inventory
management was not that good, so it will be risky to keep finished goods in inventory
for a long time. For post-molding, we have six lines and products allotted to each line
based on their dispatch dates, one line we kept aside for reworks. Now for each product,
we start at the end of the month and for every dispatch, we take that dispatch amount,
calculate the lead-time and allocate that before dispatch based on available time. Here
this production quantity is allocated using the planned production time for that day and
dispatch quantity lead-time(VBA code explained in Annexure).

In this plan, I have given a buffer time of one day for every product and after every line
plan we have a check for that line, here we check the post-molding plan and WIP
inventory available that day. Therefore, if the WIP inventory is not available for that
particular day then it will be marked as red, and using this the planner can decide
whether we can deliver this product on time or not, If not can we outsource it or ask the
customer for delay in dispatch.

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For some products, the Molding process will be done in Mangaon plant and for these
products, the “demand” need to be given as “0” in Orders update sheet, so it will not be
planned for production. If the post-molding needs to be done here, then fill the WIP
inventory with the Demand and keep the demand as “0” so that the WIP Inventory will
be ready for Post-molding plan.

4.4. Testing
After preparing the rough model with a few products, I have tested this model by giving
extreme values and test it with different conditions. By varying the values of safety
stock and FG norms I have checked the “To be produced” values and EPQ calculations
by varying the Setup cost and Inventory cost. In EPQ, calculations showed some errors
due to the roundup function so changed it and verified it.

While checking the VBA code it is updating the new values but not clearing the old
ones, this is giving some errors while planning and to avoid this error I have included
a function to clear the sheet as the first step in the code and update with new values.

4.5. Implement with the present order


After testing the model, I started adding all the products to the model and each product
has different conditions, it worked well after adding that data, then after that I have
given May month orders to identify the gaps in the model and check the results.

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5. Advantages and Limitations

5.1. Advantages
Reduced Planning time – It took five hours to prepare the complete plan for May
month, which used to take more than two days using the previous model. Therefore,
immediately after getting the orders the planner can prepare a plan in this model and
take the decisions fast.
More Flexible - In the manufacturing process, there is a possibility of unexpected
shutdown, in this model we can include that at any time in the month and generate the
plan for remaining days.
Reduced Human Intervention – Almost 80% of the model was automated but few
steps need human intervention to take decisions. This will help the planner to focus
more on decision making while preparing the plan.
More Feasible – Planning in this model was simple compared to the previous one and
any person having the basic idea on production process can plan the production.

5.2. Limitations
More Excel Knowledge – Few parts in the model are done using VBA coding, so if
the planner wants to make any changes to the model he needs to know the excel coding.

Post Molding – Through the molding process was more flexible, in post molding we
planned according to the dispatch dates so if there is any delay in the production process
the planner needs to be more attentive and make sure the production catches the plan.

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6. Conclusion

6.1. Organizational Issues


Many processes in the organization are not in place and not standardized. Apart from
it, the organization is very small and it is people-driven at present there should not be
any communication barriers between teams. In some processes employees miss some
steps for example in quality check they miss checking few operations. Through the
plant was new the management needs to take immediate steps to handle inventory and
reduce the setup times. There was a clear communication gap between the top
management and operators, individual feedbacks need to be collected and should verify
them regularly.

6.2. Recommendations
Each operation should have a process check sheet where the operator can check the
happening of each step, similarly with quality checking to reduce human errors. For an
inventory, it is better to maintain work in progress products then finished goods, and
racks should be used to store them and arrange them according to their customer
segment (strangers on top, repeaters at middle and runners at the bottom). Create a
feedback system or suggestion box where each employee can add their suggestions and
top-level management should check those suggestions. There should be a clear structure
for data management; collecting the data and updating it in SAP tool should be done
accurately.

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7. Annexure

7.1. Dispatch Sheet Code


Button – Generate List

Sub dispatch()
Dim epqlist As Integer
Dim displist As Integer
epqlist will take values from EPQ sheet and displist will fill the values in dispatch
sheet
displist = 5
For epqlist = 7 To 175
If Worksheets("EPQ").Cells(epqlist, 14).Value > 0 Then
If number of runs is greater than 0 then enter
Worksheets("DispatchSheet(M)").Cells(displist, 2).Value =
Worksheets("EPQ").Cells(epqlist, 2).Value
Copy the product name from EPQ sheet and fill it in Dispatch sheet and go to next
displist = displist + 1
End If
Next

Dim dispfill As Integer


Dim orderfill As Integer
Ddispfill and orderfill is to fill the data from orders sheet to dispatch sheet
For dispfill = 5 To displist - 1
For orderfill = 7 To 200
If Worksheets("Dispatch Sheet(M)").Cells(dispfill, 2).Value = Worksheets("Orders
Update").Cells(orderfill, 1).Value Then
If the names in Dispatch sheet and orders update sheet match then enter
Dim dispdata(31) As Integer
Dispdata(31) is an array with size of 31 to store dispatch dates
Dim p As Integer
p=0
Dim z As Integer
For z = 6 To 37
dispdata(p) = Worksheets("Orders Update").Cells(orderfill, z).Value

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p=p+1
Next z
p=0
For z = 14 To 75 Step 2
Worksheets("Dispatch Sheet(M)").Cells(dispfill, z).Value = dispdata(p)
If Worksheets("Dispatch Sheet(M)").Cells(dispfill, z + 1).Value <
Worksheets("Dispatch Sheet(M)").Cells(dispfill, 7).Value Then
If WIP Inventory (z+1) is less than customer norms then fill that cell with red, and if
it is less then customer norm add plan quantity(production per run) for the next day
WIP inventory
Worksheets("Dispatch Sheet(M)").Cells(dispfill, z + 1).Interior.ColorIndex = 3
End If
p=p+1
Next z
End If
Next orderfill
Next dispfill
End Sub

Button – Priority List

Sub press2000T()

Dim priority list As Integer


prioritylist = 216
Dim displist As Integer
Displist is to go through in dispatch data table and prioritylist is to fill in priority
table
For displist = 2 To 207
Dim noofruns As Integer
Dim m As Integer
Dim k As Integer
If Cells(displist, 4).Value = Cells(214, 3).Value And Cells(displist, 10).Value > 0
Then
If press selected in dropdown and press for machine both are same and number of
runs greater than 0

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noofruns = Cells(displist, 10).Value
ReDim prodbefore(noofruns - 1)
Introducing a new array where you can change its size every time based on number
of runs
Dim j As Integer
j=0
For k = 13 To 74
If Cells(displist, k).Interior.ColorIndex = 3 Then
If the cell color is red then copy that date to the prodbefore array, the number of red
cells will be equal to the number of runs
prodbefore(j) = Cells(3, k - 1).Value
j=j+1
End If
Next
For m = 0 To noofruns – 1
Using number of runs fill the priority list if 2 runs fill the name 2 times and fill the
wip end dates using array
Cells(prioritylist, 2).Value = Cells(displist, 2).Value
Cells(prioritylist, 5).Value = prodbefore(m)
If Cells(prioritylist, 5).Value = 0 Then Cells(prioritylist, 5).Value = 30
If safety stock need to be filled then they will not have any dispatch so check there
number of runs and fill last working date as there WIP end date.
prioritylist = prioritylist + 1
Next
End If
Next
End Sub

7.2. WIP Inventory Sheet

Button – WIP Inventory

Sub wipinventory()

Dim productlist As Integer


Dim moldinglist As Integer

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Productlist is to check the list in WIP inventory sheet and moldinglist is to search that
in Moulding sheet
For productlist = 4 To 165
For moldinglist = 11 To 210

If Worksheets("WIP Inventory").Cells(productlist, 2).Value =


Worksheets("Moulding Plan").Cells(moldinglist, 3).Value Then
If the product names in both the sheets match then
Dim z As Integer
Dim m As Integer
m = 15
For z = 5 To 35
Worksheets("WIP Inventory").Cells(productlist, z).Value = Worksheets("WIP
Inventory").Cells(productlist, z).Value + Worksheets("Moulding
Plan").Cells(moldinglist, m).Value
Fill the values from the molding sheet and if number of runs more than one, the
second run values shouldn’t erase the previous values, so present cell value +
molding sheet value
m=m+1
Next
moldinglist = 210
End If
Next
If productlist = 116 And productlist < 120 Then
In 116 we have family mould and we need to skip 4 products for this product and 2
products for remaining
productlist = productlist + 4
ElseIf productlist > 120 Then
productlist = productlist + 2
End If
Next
End Sub

27
7.3. Post Moulding Plan Sheet

Button – Melectric Line

Sub melectricline()

Dim meline As Integer


Dim dispamt As Integer
Meline is to check for the products in Melectric line and dispamt is to fill the
dispatch amounts
For meline = 11 To 45
For dispamt = 7 To 230

If Worksheets("PM Plan").Cells(meline, 3).Value = Worksheets("Orders


Update").Cells(dispamt, 1).Value And Worksheets("Orders Update").Cells(dispamt,
4).Value > 0 Then
If the product names in Melectric line matches with the name in the orders update
sheet then
Worksheets("PM Plan").Cells(meline, 3).Interior.ColorIndex = 17

Dim dispdata(34) As Integer


Array to copy all the dispatch amounts from orders update sheet, here array size was
34 ( 31 + 3) is to include the painting lead time
Dim p As Integer
p=0
Dim z As Integer
For z = 6 To 37
dispdata(p) = Worksheets("Orders Update").Cells(dispamt, z).Value
p=p+1
Next z
p=0

Dim k As Integer
p=1
Dim disp As Integer
disp = 0

28
If Worksheets("PM Plan").Cells(meline, 13).Value = 3 Then
If the products need paint then we need to plan post molding 3 days before the
dispatch date
disp = dispdata(0) + dispdata(1) + dispdata(2)
p=3
Else
Else, start from one instead of zero to give a buffer time of 1 day
p=1
End If

Dim count As Integer


count = Worksheets("PM Plan").Cells(meline, 12).Value - Worksheets("PM
Plan").Cells(meline, 6).Value
finished goods inventory – fg norms is the amount we need take for planning,
therefore assigned it to “count” if our finished goods inventory is less then norms
then we need to produce this immediately.
For k = 16 To 74 Step 2
If count > 0 Then
If disp + dispdata(p) >= count And disp <= count Then
Disp is the cumulative sum of all the dispatches till that date
if the sum of dispatches till now(disp) + next dispatch is greater then count
and disp less then count then
Worksheets("PM Plan").Cells(meline, k).Value = disp + dispdata(p) – count
Do the post molding process for the remaining amount from the present
dispatch
ElseIf disp >= count Then
else give the complete dispatch amount
Worksheets("PM Plan").Cells(meline, k).Value = dispdata(p)
End If
Else
Worksheets("PM Plan").Cells(meline, k).Value = dispdata(p) – count
If count is less than 0 it means inventory is less than norms so produce the
amount to fulfill the norms
count = 0
End If

29
disp = disp + dispdata(p)
p=p+1
Next k

For k = 76 To 15 Step -2
If Worksheets("PM Plan").Cells(meline, k).Value > 0 Then
Till now we allocated the dispatch dates with one day buffer and now we allocate
them for production
If Worksheets("PM Plan").Cells(7, k - 1).Value - Worksheets("PM Plan").Cells(8, k -
1).Value > Worksheets("PM Plan").Cells(meline, k).Value * Worksheets("PM
Plan").Cells(meline, 8).Value Then
If the dispatch amount lead-time is greater than the difference between the planned
hours and allocated hours then assing the complete dispatch amount tot that day
Worksheets("PM Plan").Cells(meline, k - 1).Value = Worksheets("PM
Plan").Cells(meline, k - 1).Value + Worksheets("PM Plan").Cells(meline, k).Value
Using round function to get a perfect number of production.
Worksheets("PM Plan").Cells(meline, k - 1).Value =
Application.WorksheetFunction.Round(Worksheets("PM Plan").Cells(meline, k -
1).Value, 0)
Worksheets("PM Plan").Cells(meline, k - 1).Interior.ColorIndex = 37
ElseIf Worksheets("PM Plan").Cells(7, k - 1).Value - Worksheets("PM
Plan").Cells(8, k - 1).Value = 0 Then
If the available time is equal to zero then shift that production to the next day, means
we are running from backward so if our capacity is done with 21st then produce on
20th.
Worksheets("PM Plan").Cells(meline, k - 2).Value = Worksheets("PM
Plan").Cells(meline, k - 2).Value + Worksheets("PM Plan").Cells(meline, k).Value
ElseIf Worksheets("PM Plan").Cells(7, k - 1).Value - Worksheets("PM
Plan").Cells(8, k - 1).Value < Worksheets("PM Plan").Cells(meline, k).Value *
Worksheets("PM Plan").Cells(meline, 8).Value And Worksheets("PM Plan").Cells(7,
k - 1).Value - Worksheets("PM Plan").Cells(8, k - 1).Value > 0 Then
If the available time is less then dispatch lead-time and greater than zero, produce for
that remaining time
Worksheets("PM Plan").Cells(meline, k - 1).Value = (Worksheets("PM
Plan").Cells(7, k - 1).Value - Worksheets("PM Plan").Cells(8, k - 1).Value) *
Worksheets("PM Plan").Cells(meline, 10).Value

30
Worksheets("PM Plan").Cells(meline, k - 1).Interior.ColorIndex = 37
Worksheets("PM Plan").Cells(meline, k - 1).Value =
Application.WorksheetFunction.Round(Worksheets("PM Plan").Cells(meline, k -
1).Value, 0)
Worksheets("PM Plan").Cells(meline, k - 2).Value = Worksheets("PM
Plan").Cells(meline, k - 2).Value + Worksheets("PM Plan").Cells(meline, k).Value -
Worksheets("PM Plan").Cells(meline, k - 1).Value
Send the remaining amount to the next day
End If
End If
Next k
dispamt = 230
End If

Next dispamt
Next meline
End Sub

Button – Export Line, Line A, Line B, Line C

Same logic (me line) is used for all the lines

31
7.4. SIP Certificate

32
8. References
1. Barlow, J. F. (2007). Excel models for business and operations management.
Chichester: Wiley.

2. Business Standard. (2019, June). Mahindra Cie Automotive Ltd. (MahindCIE) -


Company History. Retrieved from Business Standard: https://www.business-
standard.com/company/mahindra-cie-27486/information/company-history

3. Mahindra CIE. (2019, June). Customers. Retrieved from Mahindra CIE:


http://www.mahindracie.com/customers/customers.html

4. S. Chopra, P. M. (2016). Supply Chain Management: Strategy, Planning and Operation.


Boston: Pearson.

5. Stevenson, W. J. (2018). Operations Management. New York: McGraw-Hill


Education.

33

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