IE 477-478 PROJECT DESCRIPTIONS 2012-2013 A 101 Retail Discount Store - Ankara 101 Yeni Mağazacılık A.Ş 2008 yılında kurulmuş hard discount konseptini benimsemiş mağazalar zinciridir. Günümüzde 13 deposu, 1600 ün üzerinde mağaza sayısı ve 8000 in üzerinde çalışanıyla hizmet vermektedir. Kurulduğun günden itibaren yüksek bir büyüme ivmesi yakalayan A101, 900 çeşidin üzerinde olan geniş ürün yelpazesiyle her gelir düzeyinden müşterilere hitap etmektedir. Depoların aynı zamanda bölge müdürlüğü olduğu yönetim sisteminde her depo kendi karar mekanizmasına sahiptir. Bütün depolar ise İstanbul Merkez Ofis ten koordine edilmektedir. A101, teknoloji ve mühendislik uygulamalarını kullanarak büyüme sürecini başarılı bir şekilde devam ettirmek istemektedir. Two of these projects will be selected. Project 1 Mağaza sipariş verme kuralı: Mağazalar sipariş verirken, bir gün-ürün grubu matrisine göre haftanın belli günleri sadece belli ürün gruplarını depoya sipariş verebilmekteler. Bu uygulama her ne kadar toplayıcıların depodaki yürüyüş mesafelerinin kısalması ve minimum sipariş miktarlarının sağlanması için olumlu olsa da; pratikte ürün gruplarını oluşturan ürün sayılarının homojen dağılmaması, mağazaların bu kuralı sıfır satmamak adına ihlal etmesi gibi sebeplerle amacına tam anlamıyla hizmet etmemektedir. Bu yönteme alternatif olarak sipariş günlerindeki ürün grubu kısıtlamasının tamamen kaldırılması, yani mağazanın sipariş verebildiği her gün bütün ürünlere sipariş verebilmesi durumunda, depo performansı, sipariş toplama süresi, mağaza sıfır satma oranı, mağaza sipariş hazırlama süresi, mağaza stok devir hızı ne şekilde etkilenir? Project 2 Sıfır satma oranı ölçümü: Mağazalardaki sıfır satma oranının- yani müşterinin mağazada satın almak istediği ürünü bulamayıp çıkması sonucu kaybedilen ciro tutarı- takibi için bir method geliştirilmesi hedeflenmektedir. Bu çalışmanın ilk kısmında, ciro payı büyük ürünler için bir muadillik anketi yapılıp, satınalınmak istenen ürün mağazada yoksa yerine müşterinin benzer ürünlerden alıp almama ihtimali sorgulanacak, benzer ürünlerin birbirini ikame edebilme yüzdeleri çıkarılacaktır. Bütün ürünler için anket yapmak maliyetli ve zaman alıcı olacağı için ciro payı düşük ürünler için de sistemdeki satış datasına ve ürün özelliklerine bakılarak bir yaklaşımla muadillik yüzdeleri belirlenecektir. Sonra, bir t anında sistemde mağaza stoklarında sıfır olarak görülen ürünlerin; ya önceki ya da sezonsal ürünler için- bir yıl önceki aynı ay satış tutarına bakılarak; ilgili ürünlerin mağazada sıfır olmasının şirkete ne kadar ciro kaybettirdiği bir yaklaşımla hesaplanacaktır. Bu çalışma örnek birkaç mağaza için yapılıp, tüm mağazalar için daha sonra yaygınlaştırılabilecek bir yazılım/algoritma yazılması ile tamamlanabilir. Project 3 Ürün yerleşim planı ve Sepet Analizi: Geçmiş dönemlerin fiş verilerine bakarak, birlikte satılan ürünlerin ve ürünlerin satış saatlerinin gün içi zaman sınıflarına dağılımının bulunması; ve bu bilginin mağaza raflarında ürün yerleşim planı ve promosyon planlarının yapılmasında kullanılması hedeflenmektedir. Bu çalışma örnek birkaç mağaza için yapılıp, tüm mağazalar için daha sonra yaygınlaştırılabilecek bir yazılım/algoritma yazılması ile tamamlanabilir. 1
ARÇELİK Dishwasher Plant White Appliances - Ankara Project 4 Material Warehouse Simulation and Determination of Requirements for Daily 10.000 Unit Production Scope of the Project: Material warehouse analysis/simulation for daily 10.000 dishwasher production and determining needs (total area, number of ramps, material storage systems, resources/labour) Expectation: Determination of area needed: Total area needed for loading-unloading and material storage areas located several places in factory in order to have efficient material incoming operations. Layout and material flow optimization: Develop a layout plan to use the area efficiently. (Incoming materials, rejected materials, returnable packaging, etc.) Deciding location of material groups for storage in order to optimize material transfer duration. Optimization of loading-unloading processes: Establish a system to prevent long waiting hours of trucks. Determining unloading/loading schedule (related ramp - hour - duration) for supplier trucks. ARÇELİK Refrigerator Plant White Appliances - Eskişehir Project 5 Dinamik Randevu Sistemi Projenin Kısa Anlatımı Portal üzerinden yardımcı sanayiler, buzdolabı üretimi için gerekli malzeme ihtiyaçlarını gün bazında görebilmektedirler. Üretimi tamamlanan malzemeler, öncelik çalışılan gün olmak üzere, e-irsaliye sistemi kullanılarak Bİ ne sevk edilmektedir. Gelen bu malzemelerin indirme rampalarına kabulü ise statik bir randevu sistemi doğrultusunda gerçekleşmektedir. Malzeme ihtiyaçları, sevk edilen malzeme miktarı kadar sistemden azalmaktadır. Bu sayede, sevk sonrası kalan ihtiyaç miktarı ve malzemelerin anlık durumu (yolda, kapıda, rampada ) sistem üzerinden görülebilmektedir. Hedeflenen İş Sonucu Malzeme getiren araçları dinamik bir randevu sistemi ile rampalara atamasını gerçekleştirebilecek ve üretim hattı duruşu yaşamamak için kritik malzeme getiren aracı acil malzeme rampasına yönlendirecek bir "iş atama" sistematiğinin kurulmasını hedefliyoruz. Beklentiler Yardımcı sanayilerimize ait araçların bekleme süresini en aza indirmek, değişen sipariş miktarlarına göre günlük bazda randevu sayılarını hesaplamak, bunun yanında üretimin durmasına müsaade etmemektir. Öte yandan yardımcı sanayi sevkiyatlarında araçlarda acil malzeme bulundurmanın da negatif bir izleme göstergesi olarak kurgulanması sistemin suistimal edilmesinin önündeki engel olacaktır. Arlight Lighting Ankara Our firm which had been founded in 1991 has 10.000 m² closed area and 14.000 m² open area. We see our lighting fixtures, special design, cable ladder and cable tray systems, emergency lighting fixtures are special solution for areas. ARLIGHT, which is making s name at global market, studies for global firm of future. We produce recessed and surface mounted luminaires, downlights, wall lantern, floor and stair fittings, waterproof and batten-type fittings, high ceiling fixtures, outdoor lighting fixtures and the hospital lighting. In addition, we present to different alternatives to our customers with linear fixtures and LED lighting fixtures. 2
Project 6 Mimimization Number of Box Types In our company which has a variety of products, cartoning and paletizing are performed in different sizes and qualities. Therefore we encounter problems with suppliers and have difficulties in storage area. In order to prevent this confusion, the revision of existing boxes and the determination of new alternative box dimension are required. Expectation: Cartoning with minimum number of box types. ASELSAN Defence Industry Ankara Two of these projects will be selected. Project 7 Elektronik Kart Üretim SMD Dizgi Makinesi Set-Up Minimizasyonu: Elektronik Kart Üretiminde büyük önem taşıyan SMD Dizgi makinesinin set-up surelerini enazlamayi hedefleyen (Tercihen Excel ile bütünleşik LP ile çalıştırabilen) bir yontemin gelistirilmesi ve gerekli program yazımı. Project 8 SST Üretim Direktörlüğü Barkod/RFID ye geçiş süreci kapsamlı sistem tasarımı: SST Üretim Direktörlüğü olarak 2014-2015 yılında Barkod /RFID sistemine geçilmesi planlanmaktadır. Geçiş için fizibilite çalışması yapılması, uygun iş akışı analizleri, fayda-zarar hesaplamaları ve alternatif senaryo analizi. Project 9 SST Üretim Direktörlüğü Ambarında Meydana Gelen 100 Malzeme Hareketinin İş Etüdü- Analizi: SST Üretim Direktörlüğü Ambarı 2014-2015 yılında tekrar bir yapılanma sürecine girebilir. Ambardaki kit işlemi esnasında meydana gelen 100 malzeme hareketinin iş etüdü yapılarak, analiz edilmesi, ardından 2014-2015 yılı için strateji haritasının çıkarılmasının sağlanması. Project 10 SST Üretim Direktörlüğü Ambar-Üretim Arasında Malzeme taşıma sürecinin İş Etüdü Yapılması ve Malzeme Taşıma Sürecine İyileştirme Önerilerinin Getirilmesi : SST Üretim Direktörlüğü Ambarı ve Üretimi 2014-2015 yılında tekrar bir yapılanma sürecine girebilir. Ortalama Ambar-Üretim arasında 2000 çeşit / gün malzeme akışı mevcuttur. Bu sürecin iş etüdü çıkarılarak ve incelenerek, uygun sistem tasarımı, uygun alet ve teçhizat seçimi konusunda bir çalışma yapılması gerekmektedir. Project 11 SST Üretim Direktörlüğü Kart, Kablo, Modül, Birim ve Sistem Üretimi hatlarının Detaylı Analizinin Gerçekleştirilmesi: SST Üretim Direktörlüğü Kart, Kablo, Modül, Birim ve Sistem Üretimi hatlarının analizinin (tercihen benzetim modelleri kullanilarak) gerçekleştirilmesi sonucunda İş gücü-makine-iyileştirme ve Lay-out değişikliklerinin üretim üzerinde ne gibi etkilerinin olacağını bu tür yatırımlar yapmadan önce tespit etmek, ve analiz edebilmek amaçlanmaktadır. B/S/H Refrigerator Plant (FIK2) White Appliances - Tekirdağ Project 12 Optimization of Transportation Systems in Micrologistic 3
Factory has 2 different production lines and it has a cellular production system which consists of seven main cells. Material transportation method varies depending on the material management type (kanban and variant), the area of material use in production and property of material (weight, size). Material transfers from warehouse to production are performed by milkrun and transpallets. Different milkrun systems are implemented in the factory such as light milkrun, heavy milkrun and door milkrun, and kanban materials are carried by milkrun on a defined route and schedule. Variant and specific materials are supplied to production by transpallet movements which do not have a certain route, time plan and lot size. Expectation is to optimize material transportation sytems in micrologistic process. While kanban materials are transported based on a certain time and lot sizes, variant materials are moved upon production request in different times and quantities after commissioning in the warehouse. In addition to material management type, features of material and the point of use in production can require different transportation methods and vehicles. Also, since there are a number of movements, a traffic jam occurs in the plant. Main aim is to design a lean and systematic transportation for all material flow in the factory. Steps to be taken: A Value Stream Mapping (VSM) should be drawn first to analyze and design the flow of materials (determining capacity of equipment and labor, cycle time, wastes, bottleneck points, etc. ) Improvements should be proposed for the current transportation system. A new transportation system could be proposed. The desired situation is to have only one transportation system for all material flow. It means there will be no different milkrun and no transpallet in production. A simulation can be run for the new system. To achieve the desired system, a routing, determination of frequency and amount of stock at lines should be defined. Also, new trolleys and material handling boxes could be designed. Traffic could be optimized. (Vehicle entrances and exits from warehouse could be tracked by RFID system; required data can be taken from its reports.) CCI Fast Moving Consumer Goods - Ankara 4
Project 13 Preseller Work Design on Traditional Channel-Home Market in Ankara Sales Center CCI customers of Traditional Channel are segmented as Gold/Diamond, Silver, Bronze and Basic. CCI executions are differentiated according to these segments. Expectations: Preseller Work Design on Traditional Channel in Ankara SC based on customer segmentation and sub-channels (inc. time&motion) Route Optimization for all segment groups( Gold/Diamond, Silver, Bronz) Suggesting visit frequency, # of daily visit and time spent/outlet for all segments. Project 14 Route Efficiency Improvement- On-Premise Channel in Ankara Sales Center On Premise Channel means accounts or group of accounts that operate on-premise or immediate beverage consumption outlets (restaurants, bars, gas stations, hotels etc.) 18,2% volume of total volume comes from this channel. Orders from On-Premise Channel have been taken by presellers or telsell operators. Expectations: Visit efficiency measurement of On-Premise Channel Presellers in Ankara city center (inc. time&motion). Controlling successful visit rate (successful visit/total visit), planned visit rate; suggesting actions to increase the rate of successful visit. Calculating cost of service- Both for telseller and preseller service. Route Optimization (Telsell/Preseller)- Checking the frequency of visits and calls, time spent in the outlet, #of visits/calls/day. Optimizing the routes both for telseller and preseller. RED Score (is a system to track execution performance in the field) should be considered. Doğadan Fast Moving Consumer Goods - Ankara Doğadan, Turkey s first packaged fruit-herbal tea manufacturer, is the market leader in Turkey on fruit and herbal tea production and one of the biggest manufacturer of black tea brand market. Doğadan is the largest tea bag company in Turkey, with a production capacity of more than 1 billion tea bags per year. Doğadan operates 2 factories in Turkey. Both fruit-herbal tea and black tea products are packed in Ankara-Akyurt plant and also there is a black tea processing plant that is operated in RİZE. More than quarter of its annual production is exported to countries around the world, mainly in Europe, Middle East and Asia. The company s success over the past 10 years has increased the infusion tea bag market volume. Doğadan s product portfolio is comprised of fruit - herbal tea and black tea products. Doğadan Akyurt Factory: Closed area: 9.000 m2 Employee: avg. 130 (65 of them is blue-collar) 5
Production ( 11): 26.000.000 boxes of infusion tea and 4000 tones of black tea Project 15 Designing of the Manuel Packaging Warehouse and Modelling of Packaging Team Performance Monitoring Scope of the Project: The expansion in the fruit and herbal tea market is a driving force which continuously brings new competitors in sector. Accordingly, Doğadan is bound to cover customer demands in order to maximum productivity by its all machine and employee supply. According to consumer demands, marketing promotions are done by manually. Average of the year, there are 25 employee works for these types of manual works. Scopes of these manual works are; preparation of mixes cases, bundle sets, mixed teabag boxes. For these manual packaging operations, products are produced and stoked. During the stocking there are many problems as some of them: stocking of finished goods -are not easy because of the limited warehouse area-, using finished goods with conformity of FIFO rules and provide conformity with the ERP system. There are a lot of SKU (Stock keeping unit) in this warehouse. During this operation, there is not only stocking finished goods area limits problem, but also monitoring and evaluating the performance of the team because performance criteria are not the same as a machine KPI s (Key performance indicator). The current KPI for manual packaging team is man-hour. But for the stocking area efficiency has not been optimized and monitored yet. Expectation: Designing and modeling warehouse system for manual packaging field. Monitoring and analyzing stocking area efficiency of the manual packaging field. Determination the main reasons which are negative effected stocking the finished goods and causing time looses. Create an ERP adapted KPI monitoring system and increase the productivity of the team. Increasing the awareness of employee about the KPI s and their importance. Create saving about the more efficient stocking and team s performance. Project 16 Automation of Production Scheduling & Warehousing Processes Integrated with the ERP System Scope of the Project: We must keep on the power of challenge, need to increase productivity and realize fast delivery of orders. This is fundamentally a complex production scheduling problem. But in Turkey, there is no scheduling consciousness in many firms and scheduling activities have been conducted casually. Therefore, with this project, it is aimed at developing a software which is appropriate for our production system and has many functions. This software (any software or Excel(VBA) can be used ) will have some functions like operations scheduling according to different performance criterion, able to generate alternative solutions, forward scheduling, workforce planning, lot size determination, rescheduling, and web applications. We can plan our operations truly using this software to manufacture in low costs and achieve stabilized due dates. At the end of the scheduling process, we began the system automation of warehousing processes. Expectation: Operation plans will satisfy the different targets of performance criteria, such as average flow time, minimum tardiness, etc. Daily-weekly Production plan preparation With this software, to find the solutions close to optimal in a reasonable time. It must be possible to rescheduling for emergency orders, machine distortions, raw material delays, cancellation of orders, new works, changing lead times etc. For our production system, software must give alternative solutions. Software must be integrated with our ERP system. Automatic stock entry and outflowing by the data transfer and product or palette based barcode label printing Work orders will be opened automatically 6
Doğuş Medya Media- Project 17 Eczacıbaşı Building Products/Vitra Building Products Industry - Bozüyük/Bilecik Project 18 Montaj Planlama Üretim Planlama Sistem Entegrasyonu Fabrikada üretilen seramik ürünler, tedarik edilen yan malzeme ve kutularla montajlanıp paketlenerek sevk edilmektedir. Mevcut durumda, üretim planlama bölümü seramik üretim planı yapmaktadır. Montaj planlanma bölümü de üretimden gelen ürünlere ve siparişlere göre depo ve sevkiyat için montaj planları yapmaktadır. Üretim planlama ve montaj planlama bölümlerinin sistemlerinin birbirine entegre olmaması ve aralarındaki koordinasyonun çok iyi olmaması nedeniyle: Montaj planlarının çok sağlıklı ve ileriye dönük olmamakta, bunun sonucunda da demontajlar olmakta ve direkte montaj oranı düşük olmaktadır. Montaj planları doğrultusunda yapılan yan malzeme ve kutu ihtiyaçlarının zamanında ve doğru yapılamaması nedeniyle yaşanan planlama ve müşteri terminlerine uyum problemleri yaşanmaktadır. Yapılacak proje ile montaj planlama ve üretim planlama bölümlerinin daha koordine çalışmasının sağlanması ve bölümler arasında entegre sistemin kurularak SAP da takip edilebilmesi amaçlanmaktadır. Beklentiler Yapılacak proje ile montaj planlama ve üretim planlama arasında entegrasyon yaratacak seramik üretimi ve montaj arasındaki pull-push modelini ve nasıl çalışması gerektiğini modelleyecek, ve netice itibariyle SAP ya da SAP a entegre bir şekilde bu tasarlanan modeli üretim ve malzeme planlama ve sevkiyat dağıtım bölümlerinin kullanımına göre tasarlayıp süreç ve sistemleri oturtacak. English Home Home Style & Decoration Store - Project 19 Replenishment Plan Optimization Scope of the Project: Internal replenishment activities starting from warehouse and ending with actual customer sales. Expectations: Optimization on Visual Stock Areas: Visualization is the important part in speciality stores. However, it is important to increase the availability of the products in the stores which has a direct effect on the revenue. Replenishment plan and product placement in store's area need to be perfect, since there is no storage area located in the stores. Minimum Inventory Level: To manage cash flow, inventory is supposed to be in the optimum level. %25 of the products comes abroad, %75 from domestic market. Lost Sales Prevention: Inventory level, display stock, logistics operation, replenishment strategy and customer demand variety is important parameters in lost sales. Project group should evaluate the entire supply chain operations and focus on alternative strategies aiming at decreasing the lost sales. 7
ETİ Food Industry - Eskişehir Proejct 20 Kamil Koç (2) Passenger Transportation Kamil Koç, is one of the prominent passenger transportation company which transported 10,5 million passengers in Turkey in 2011. Kamil Koç, which has 440 sale points in 29 cities in Turkey, operating approximately 540 buses. Employee: 1804 (avg) Turnover: 340 Million TL (2011) Number Of Passenger: 10,5 Million Number Of Cabin Crew: 800 (avg) Number Of Journey: 950 (daily) Project 21 Optimization on Assignment of Cabin Crew Activities Scope of the Project: Making the assignment of the cabin crews for spesific journey plans. Expectation: Efficient Assignment Methods: Checking availability of the cabin crews for assign to the journeys according to working hours, breaks, weekly and annual leaves. Targets, minimum waiting and wasting time, maximum benefit from cabin crews. Project 22 Determining and Satisfying the Passenger Demands with CRM application Scope of the Project: Analyzing the passengers profiles, which transports with Kamil Koc, for determines their demands. Expectation: CRM Applications: For the passengers profiles of the buses, determining the demands and comparing the services which we provide. Targets, passengers loyalty and increasing revenue per passenger. Türk Kızılayı Humanitarian Organization - Ankara Project 23 Revision of the physical construction of the Disaster Operation Center which is located in Turkish Red Crescent Etimesgut Campus in consideration of conducted functions and operations. Disaster management operations are conducted within three service groups which are Disaster Preparation, Disaster Response and Disaster Communication under the roof of the Directorate of Disaster Management. The Directorate of Disaster Management conducts the operations by the means of Regional Disaster Management Directorates (regional level) and Local Disaster Management Chieftaincy. The Directorate of Disaster Management; is the part of Turkish Red Crescent which conducts and coordinates disaster preparation, response, rehabilitation and rebuilding programs. Moreover the Directorate of Disaster Management fulfills all the responsibilities which are defined in the rules of Turkish Red Crescent about the mentioned operations. The Directorate of Disaster Management, the Disaster Operation Center is the agency in which disaster and urgent activities are conducted, disaster response teams are coordinated state of emergency communication is practiced, donation and donator processes are kept in record and regular 8
press releases (visual and written) are prepared. In addition to that, in an ordinary period disaster preparation and logistics operations are sustained in order to increase the disaster response capacity and the revision of physical construction is needed in order to sustain maximum benefit to disaster response activities. Moreover there exists 8 different Disaster Operation Center in 8 different regional centers within the body of Turkish Red Crescent. When the Directorate of Disaster Management is considered to be restructured as a whole; it will be inevitable that all Regional Centers belonged to Turkish Red Crescent are revised in accordance with this ideal structure. Scope: The Directorate of Disaster Management building operated as crisis command center in which ordinary and extra ordinary period activities are performed Expectations: Turkish Red Crescent Disaster Management and their volunteers, carry out their works against numerously disasters such as earthquake, flood, war, famine, drought occurred in Turkey and all around world with 7/24 principle. The adopted service manner is change and improvement. The main expectation of the project is the revision of the physical construction in order to perform all the processes (response, logistics, communication, donation, press, psychosocial studies, and disaster preparation etc.) of Disaster Operation Centers. The Directorate of Disaster Management which is responsible of disaster management coordination comprises Disaster Operation Centers which operates the functions in both ordinary and extra ordinary period. Main goals: 1. Determination of physical settlement of all functions within Disaster Operation Center and crisis desk; these functions exist in the process in order to provide effective working of disaster response system; approach and response to the problem occurred when Disaster Operation Center crisis desk is gathered. 2. Defining an ideal configuration in which the ordinary period functions of Disaster Operation Center including crisis desk are performed in optimum level. MAN Automotive - Ankara Project 24 MAN Truck and Bus Co. conducts its after-sales service processes with its 31 Authorized Services spread all over Turkey. MAN Truck and Bus Spare Part business; operating the original spare part services of the MAN and NEOPLAN brand bus and trucks present at Turkey in the most effective way with customer satisfaction aim. The service network that is spread all around the Turkey, carry on holding the availability of the MAN spare part at the maximum level with its original spare parts which are compulsorily to be found because of the regional necessities. MAN Truck and Bus AG Spare Part MGR operating the 7 days 24 hours Original Spare Part service for more than 40 years; with its customer oriented approach and every day spreading common service network. With the purchase of the NEOPLAN firm by MAN Truck & Bus; In addition to our MAN original spare part products, spare part service of the NEOPLAN brand vehicles has been provided since 2005 with sensitiveness and trust. Except the parts that were changed because of usage, original MAN spare parts changed in MAN service partners are under MAN Warranty coverage for 1 year without any kilometer limitation. Problem Definition: Introduction: According to end-item (truck and bus) sales figures, sales amounts are increasing year by year, together with changing end item types thanks to technology. Because of this, demand forecasting is one of the most crucial issues of spare parts management department. Forecasts, which form the basis for the planning of inventory levels, are probably the biggest challenge in the truck and bus repair industry. One problem is the need to forecast long term part demand with the highest possible degree of accuracy. In the after sales services supply chain, demand is unfortunately always unpredictable. Required response time is same day or the next day. The high cost of truck and the expense of such 9
repairable spares as engines and driveline components contribute greatly to the considerable total investment of many service partners. Some parts, though low in demand, are critical to operations and their unavailability can lead to excessive down time and customer complaints. Forecasting the demand for parts with highly variable demand patterns is one of our main objectives since some of the traditional forecasting methods generate results with large error margins which result in many stockouts. Focused Problem definition: Spare parts demand forecasting (in value) is the main problem to be solved. At the moment, current forecasting methods give error margins. Project will focus on a computerized sales forecasting system for the control of spare parts together with a method for monitoring forecast errors. Moreover, as to set accurate targets for spare parts sales, spare parts potential analysis should also be renewed, this will also help to discuss accurate market penetration. In order to forecast spare parts demand, first, workshop entrances of trucks and busses should be forecasted for each type. Then, required spare parts demands for each type should be calculated for the past years and considering future and sector dynamics, spare parts demand forecasting for the next 5 years should be realized together with the correct market penetration analysis. The main specific objectives in this project will be: 1- To analyze end item sales figures and workshop entrances and determine the distribution function for workshop entrances Forecasting of vehicle entrances for the next 5 years, considering future truck and bus sales o The rate of lost vehicles at each age o The rate of the affect of the new sales 2-Determine the market potential for both past and future according to the end-item sales forecast. Check Bill of Material for each end item and a data mining for the past should be done in order to analyze spare parts requirement for each vehicle type. 3- Considering both 1 and 2, forecast spare parts demand for the next 5 years and calculate possible market penetration rates for short term. Analysis on the behavior of different forecasting methods when dealing with lumpy and uncertain demand is expected. Based on the forecast accuracy measurements and the results of their statistical analysis, a predictive model should be developed successfully. MUDO Clothing, Accessories, Furniture and Home Decoration Retailer - Assistant Project 25/26 RENAULT Automotive - Project 27 Simsoft Computer Games and Simulation Systems - Ankara (Initial work of this project was conducted by Emrullah Koyunlu during his internship) SİMSOFT Simsoft has been established in 17 March 2006 by a group of doctoral students and instructors to work on computer games and simulation systems areas. Simsoft is conducting business as a university - industry Cooperation Company in Technology Development Center at Middle East Technical University Technopolis in METU Campus. 10
Due to rapid shifts in technology, increased customer needs, and more competitive conditions, processes, services, and products must be faster, more qualified, more effective, and more costeffective. Systems and processes need to optimize resources; Simsoft offers practical solutions to these challenges by using simulation and optimization techniques. ASELSAN Optimization on personnel logistics activities in Macunköy Compound.ASELSAN is a leading electronics and electronic systems company in Turkey that designs, develops and manufactures modern electronic systems for military and industrial customers, in Turkey and abroad. The company headquarters is situated at Macunköy facilities in Ankara, Turkey. According to the field of activities, ASELSAN has been organized in four main divisions: Communications Devices Division (HBT), Defense Systems Division (SST), Radar, Electronic Warfare and Intelligence Systems Division (REHIS), Microelectronics, Guidance and Electro-Optics Division (MGEO). Project 28 Scope of the Project: Internal logistics activities regarding daily transportation of the employees. Expectations Optimization on daily scheduled personnel transportation: Deciding on number of the services that required; distribution of the personnel on the services and algorithms for deciding on the routes. Usage of simulation: Utilization of simulation is expected in the project. Optimization on overtime personnel transportation: Developing a decision-supporting tool, aiming to improve availability and reduce the cost. Improvement on the registration system: Improvements on the registration system might be required. Developing a system for handling plant migration: Requires development of an algorithm to better handle the transportation system after the opening of the Gölbaşı plant. Tepe Home Furniture - Ankara Project 29 A team has already been assigned to this project. TURKCELL Telecommunication - Project 30 GSM-based mobile communication in Turkey began when Turkcell commenced operations in February 1994. Turkcell then signed a 25-year GSM license contract with the Ministry of Transportation on April 27 1998. Since then, it has continuously increased the variety of its services based on mobile audio and data communication, as well as on its quality levels and as a result, its number of subscribers. As of September 30, 2011, Turkcell has made 7.9 billion US dollars worth of investments (including 2G and 3G licenses) in Turkey. Again as of September 30, 2011, with its 34.4 million subscribers, Turkcell is not only the leading operator in Turkey, but also the third largest GSM operator in Europe in terms of subscriber number. Scope of the Project: We need to get the average waiting time in Shops: After a customer enter the shop till to contact with a worker. Expectation: We would like to improve our customer services through this estimation result, such as changing the service, influence to another channel, adding new extensive selling, using marketing tools etc. Shop Types: Turkcell have 4 different types of shops. Flagships, TİM, YTSN, Zincir. We need to measure only TİM channel. And, there are 1181 Turkcell İletişim Merkezi in Turkey. 11