Review layouts, flows, and movements of raw materials in the warehouse and production

Treball desenvolupat en el marc del programa "European Project Semester".
Incorporation of new raw materials in the existing warehouse and elimination of intermediate buffers for production storage, to locate new machinery. By eliminating Kanban’s factory of raw materials of large consumption or use, ensure the efficiency of the factory during 3 production shifts and 2 warehouse shifts (ensure raw material for production during the night shift). AkzoNobel, a Dutch multinational with 30 manufacturing plants and 125 warehouses located across Europe, is the subject of this project. The focus will be on the Vilafranca del Pendès warehouse, which currently employs manual tools in certain manufacturing processes. The company has encountered limitations in its production line and requires significant changes to enhance its capacity. The project aims to improve the company through four fundamental concepts: efficiency, sustainability, competitiveness, and effectiveness. These concepts are closely associated with the main objective of this project, which can also be defined as: Increasing efficiency by automating production. Implementing automation can be a crucial step toward achieving better outcomes. By using automated multi-stations instead of relying on human resources only, labor costs and risks can be minimized and at the same time achieve much higher production outputs. This reduction in costs and human resource requirements also opens up new opportunities for future development within the company. To remain competitive in the industry, it is essential to make changes that will benefit the future of the company. As this famous naval saying by John Paul Jones, “Those Who Do Not Risk Cannot Win”. The purpose of this report is to showcase the AkzoNobel team’s work during the first part of the EPS on automating production. The report starts with an overview of the company’s background, their state of the art to see what they have achieved, benchmarking with other companies, the EPS program, our team, and the project roadmap. Followed by the pr
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