February 14, 2019 Industry Forum Blog Best practices for New Product Introduction process have been in existence for nearly 30 years. In this blog, Industry Forum’s principal consultant for New Product Introduction and Life Cycle Management, Robin Talwar, will present a view on the most common challenge with adopting best practices, an approach to trial as a solution and some tips on what to do next in making NPI best practice work for you; Since inception a number of organisations have adopted NPI best practices in pursuit of achieving launch excellence. In the same period requirements for quality management standards have developed in line with customer demands on supply chain to deliver quality products on time and at a competitive cost. Preventative thinking and risk based approach to New Product Introduction has increasingly been adopted by organisations to satisfy both the requirements from management systems and meeting customer requirements. Challenge On your NPI improvement journey and in pursuit of launch excellence, learning from best practice is admirable. Gaining cross functional stakeholder commitment is one of the common challenges in implementing a chosen NPI best practice. This is likely to be underpinned by missing a solid business case for using a particular best practice approach. Another challenge is an assumption made for best practice approach that it can be applied universally and equally across all situations – Really? Solution It is my view that organisations do not need to apply the whole structure of a NPI best practice approach model page by page, but instead ask themselves what problems are we trying to solve, what improvements do we want to achieve and how a best practice framework would help us to achieve that. With this approach it is more likely that best practice will more become a “best fit” and if done correctly will reflect an organisations strategy and values, responsiveness to customer needs and above all improve the competitiveness. What to do? Current state process mapping approach following Lean principles is a good starting point. Where required seek help to complete a technical assessment considering the best practice criteria. Following this build consensus in the team on how far the best practice needs to be implemented considering the needs of business and define a clear action plan to implement. Over the years Industry Forum has worked with clients to map the current state process and complete a technical assessment related to New Product Introduction best practice criteria. Following this a facilitated discussion with the team has resulted in an agreed work to plan for achieving the required maturity of New Product Introduction (NPI) process based on needs of the business. You can also start the journey right here by completing a free NPI self-assessment. This NPI self-assessment is based on process pillars in our NPI model for launch excellence (see Fig. 1) Fig. 1: Industry forum NPI model for Launch excellence
February 14, 2019 Industry Forum Blog UPDATED 12th June 2019: Failure Mode and Effects Analysis (FMEA) is a cross functional systematic and analytic process to identify, analyse and mitigate risk related to product design and manufacturing. When used correctly it fully supports Advanced Product Quality Planning (APQP), and improves customer satisfaction through emphasising defect prevention. In addition IATF 16949 requires that organisations assess the risk within Product and Process Design and development stages. This is detailed in the following specific clauses 3.2.1 Design and development planning:- c) Development and review of product design risk analysis (FMEA’s) include action to reduce potential risk. 3.5.1 Design and development output:- a) design risk analysis (FMEA) 3.5.2 Manufacturing process design output:- g) Manufacturing process FMEA. Suppliers who are currently supplying products to both the German and North American (N.A) OEMs have to evaluate their product using the VDA or AIAG approach to FMEA. Due to the differences in the scoring tables for severity, occurrence and detection, this sometime results in confusion and duplication of effort to satisfy the OEM’s requirements. To improve the FMEA development process and in an attempt to remove this possible confusion AIAG and VDA completed its work to harmonise their individual publications into one single handbook. This joint handbook, which is is now released and available via our web shop, will replace the existing AIAG and VDA publications. It will combine the best practices from the current AIAG and VDA manuals and provide an approach which will meet the requirements of both the German and North American OEMs. Probably the most noticeable change in this joint methodology is the use of a 7 step approach. This approach is seen to be more structured and so assists cross functional teams to be more effective and efficient in the use of FMEA. The first step of planning & preparation contains enhanced directions and has increased focus to improve clarity and understanding of the FMEA activity across cross functional teams. This reduces time wasted later due to lack of full team understanding. Other changes in the joint AIAG/VDA handbook include increased criteria specificity, increased focus on incorporating past lessons learned and improved linkages to The Cost of Quality (COQ). Next Steps If you are currently using AIAG FMEA 4th Edition or VDA 4, read and understand the new AIAG & VDA handbook as soon as possible. Some things have stayed the same but many things have changed. The publication is now available via our web shop. If you identify gaps in your current FMEA process ensure adequate training is provided to your cross functional teams employed in developing FMEAs. Confirm your customer specific requirements and incorporate these into all of your actions. Pilot, implement and then standardise the new business process. Industry Forum is running both awareness and practitioner training so if you would like to find out more please view the relevant course pages. You can also sign up for FMEA updates direct to your inbox. Relevant courses AIAG/VDA Combined FMEA Awareness Training (1 Day) AIAG & VDA Process FMEA: Transitioning for Practitioners (2 Day) Failure Mode and Effects Analysis (FMEA) Training (1 Day) – AIAG 4th edition Useful resource VDA and AIAG FMEA Alignment – FAQs
February 1, 2019 Industry Forum Blog The overwhelming feeling when we talk about Brexit is that of confusion and an overall lack of clarity. The question on everyone’s lips – “What do we need to do?” At Industry Forum we are committed to providing a valuable service so when you asked us for advice and clarity, we listened. Join us for a breakfast meeting held 26th February 2019 8am-10am hosted at our Birmingham head office, where Robert Hardy, Operations Director, BREXIT Advisor and Registered Expert with EU Commission, will give practical advice and instructions on what you can and should be doing to ensure minimal disruption from imports and exports. Robert has over 35 years of achievement in European shipping, freight and Customs clearance and will be ready to answer your questions. Since the referendum vote he has worked closely with leaders in Westminster, talked on national radio and TV about Brexit preparations and impacts. Worried about the impact of potential delays and costs but not sure what you can do to manage it? Concerned about processes or changes that may be needed but not clear on what you may be required to do? Not sure how changes in customs transactions may impact you financially? Can’t decipher what’s best for you: AEO, CFSP, CW and ETSF Approval? Don’t know what to believe or what to do for the best? Robert will discuss all things Brexit planning for import and export – giving you tips and advice on the best course of action that you can take right now to prepare for any Brexit situation. Join us on the 26th February for breakfast and answers. Agenda 07:45am Registration 08:00am Presentation from Robert Hardy, Operations Director, BREXIT Advisor and Registered Expert with EU Commission 09:00am Q&A and breakfast served 10:00am Depart Course booking details [IFCourseEvents 330] *SMMT Member price is £5. Please complete the form as directed to receive discounted rate. Further information enquiries@if.wearecoal.work +44 (0)121 717 6600
January 17, 2019 Industry Forum Blog Time is slipping by to ensure compliance with Rolls-Royce supplier requirements. On 2nd April 2018, Rolls-Royce Aerospace made an update to their Supplier Management Systems requirements document SABRe, now at edition 3, which added a mandate for compliance with AS/EN/SJAC 9145:2016. This was supported by a direct notification to suppliers (NTS 427) issued on the same day, which requires compliance to SABRe 3 by 2nd April 2019. Background: Back in 2016, the International Aerospace Quality Group (IAQG) created a team representing the Aerospace sector in the Americas, Asia Pacific and Europe. The team was assembled to write a common standard to cover new production introduction and product/process change management. Membership of the team included representatives from UTC, Rolls-Royce, GE Aviation, Airbus SNECMA, Bombardier and others; the result of the teams activity was the creation of an industry recognised standard. This standard was designated AS/EN/SJAC 9145:2016 and was released in November 2016. AS/EN/SJAC 9145:2016 provides a best practice framework for Advanced Product Quality Planning (APQP) and Production Part Approval Process (PPAP). In simple terms it is a project management tool following 5 standard phases and a part approval method which utilises an agreed set of supporting documents. The standard also gives organisations adopting the requirements an opportunity to further tailor the required supporting PPAP documentation to include requirements specific to their organisation – these additional requirements are termed Customer Specific Requirements (CSR). The overall objective of the standard is twofold: to provide a simplified and common approach to Project Planning/Part Approval and to define an approach that underpins the journey towards Zero defects. Having defined the standard, Aerospace Original Equipment Manufacturers (OEM’s) are now mandating compliance as can be seen by the example set by Rolls-Royce Aero. There is a new mood within the industry which, whilst recognising the need for product safety, also focuses on competitiveness and quality, with many OEM’s now driving towards a zero defects culture. AS/EN/SJAC 9145:2016 includes within its 5 phases, tools and techniques which are proactive in nature and hence support the drive towards greater competitiveness. This can be achieved through reduction in variation and waste from the supply chain, adopting defect prevention as a way of life and supporting continuous improvement. AS/EN/SJAC 9145:2016 sequences proactive techniques such as Design and Process Failure Modes and Effects Analysis (FMEA), Process Flow Diagram, Control Plan, Measurement System Analysis (MSA), Initial Process studies and First Article Inspection, all of which supports the expectation that from an OEM level and downwards, through the multiple layers of supply, that both products and processes will be designed with zero defects in mind. Organisations now have to make a key decision: do they seek to introduce AS/EN/SJAC 9145:2016 as a vehicle to change their culture into a truly proactive and competitive one or do they adopt AS/EN/SJAC 9145:2016 simply because the customer mandates it? Either way the driver for change has arrived and Industry Forum has the tools to assist with the adoption of the standard. Industry Forum offers a full range of courses. Find out more on our website or email enquiries@if.wearecoal.work
January 14, 2019 Industry Forum Blog In the typical launch phase of product life cycle the problems faced by most manufacturing companies lies not only in accelerating and maintaining sales after the launch but in reducing the costly development time before the launch. In an effort to improve timelines and effectiveness, a number of organisations are experimenting with different best practices in their NPI processes. Adopting best practices in product launch within supply chain provides confidence for the customer to partner on new programme developments and in turn provides growth opportunities for an organisation. Success of most product launches today is dependent on key resources within an organisation. These people come from cross functional team (sales, design and development engineering, manufacturing engineering, quality assurance and so on). To get the fundamentals right companies need to work on a standard approach for launch excellence and successful implementation would depend on the required skills existing in cross functional team Fig. 1: Industry forum NPI model for Launch excellence Industry Forum has developed a NPI model for Launch Excellence (Fig. 1) which can help organisations to achieve this desired performance. Product and technology roadmap element will help us to align our development efforts in organisation and efficiently manage product lifecycles while meeting customer needs. This element will play a key role in business strategy with definition of what new products or technology will contribute towards business growth targets Product costing and Portfolio analysis will help us match profitable solutions existing within our business with focussed Product Market Groups. This in turn will work as a good input for business development and help them to align bid opportunities with our commercial strengths in the business S&OP link with NPI will help us to manage resource and capacity balance while introducing new products in the business Key elements of stable foundation have a very close link to the business strategy NPI Process pillar will define a structure and a route map with cross functional roles and responsibilities to successfully complete a product introduction Project management pillar will help the governance of each individual product introduction going through an organisation Design Excellence pillar will help us in managing product risks and driving value throughout the product design and development process Manufacturing Process Design pillar will help us to pick the right and most efficient manufacturing solution driving right first time approach Product and Process Validation pillar will help us to validate customer requirements related to product and internal organisation requirements of a repeatable manufacturing process Supply chain readiness pillar will help us to support the supply chain during NPI and ensure their readiness to launch products right first time and On Time In Full to our organisation. Industry standards are valuable to keep each of the Process pillars elements intact and aligned As an output, implementation of this model has already proven to deliver Product Launch Excellence which can be measured by Product Launch Right First time, On Time in Full and at Target cost Industry Forum has launched a new course in 2019 which will help to build further understanding of launch excellence model in product lifecycle. For more details please click here or get in touch at enquiries@if.wearecoal.work
January 14, 2019 Industry Forum Blog The current version of Global MMOG/LE (Version 4) was first released in 2014. In October 2017 a global team started to review the assessment with the objective to develop an updated version considering the constant evolutions in supply chain processes and technology. The newly created MMOG/LE Version 5 is now in its final stakeholder review activity. A group of global stakeholder s and users have been asked to provide feedback on the new version by January 25th 2019. Upon receipt of this feedback the content of the assessment can be finalised with the formal release scheduled to be within Q1 2019. Shortly after that SMMT Industry Forum will offer a range of training options covering both the new MMPG/LE Version 5 and the MMOG.np new IT platform used for assessment completion and communication between Customer and Supplier. Further details on the modifications to MMOG/LE and the creation of Version 5 can be found here: 190110 MMOGLE v5 Stakeholder_Review_Presentation If you would like to be part of the MMOG/LE stakeholder review process please email enquiries@if.wearecoal.work Keep me updated on MMOG/LE Training!
January 14, 2019 Articles, Industry Forum Blog, Insights, Supply Chain Development Supply Chain Training We offer a range of courses from basic introductions to advanced certifications covering all aspects of Supply Chain Management. Whether it’s physical logistics, a broad understanding of Supply Chain theory of inventory management or professional globally recognised certification, we have a course to suit you. For more detail take a look at our Supply Chain training courses or contact us today to discuss your individual needs. Supply Chain Consulting Areas The Supply Chain is so vast, it can often feel overwhelming. Industry Forum’s expert consultants have experience in successful and profitable change projects. Remove the worry and deliver results to be proud of with the support and guidance of our team. We also understand that there are times when you simply need an extra pair of hands. Our consultants can support you in a flexible manner to meet the needs of your business without tying you into lengthy recruitment processes. Benchmarking How well does your business perform compared to your competitors or leaders in other sectors? Benchmarking areas in supply chain can include: Goods In/ Goods Out Processing Warehousing and Distribution Supply Chain Management Procurement/ Purchasing Cost to Serve Analysis We calculate the true cost of buying, handling, storing and moving the products as separate elements of your supply chain, rather than the traditional accounting method of the blanket distribution of costs. This allows you to understand the true costs of supplying your customers and identifies areas for improvement and profit enhancement. Physical Supply Chain Reviews – Warehousing and Distribution Process Improvement: We analyse your processes and workflows to identify strengths, weaknesses and gaps. Warehouse Layout: We review your current layout and process flows and develop and design more efficient warehouse layouts to increase productivity and improve your supply. Systems and IT: Are legacy systems holding you back? Are your team reliant on excel spreadsheets and paper based solutions? If you don’t think you’re getting the most from your current system, or feel the time has come to invest to support growth, one of our advisors can review its performance and help to negotiate and implement an improved offering from your provider. Network Design and Warehouse Moves: Our team can model your future requirements, support you through: Evaluation and remodelling of your current operation Design and build or sourcing new warehousing Negotiating leasing of existing warehousing Managing the exit from your current premises Logistics and Transport The cost of logistics and transport is too often overlooked as a ‘necessity’ without real understanding of the performance, effectiveness and structure behind the operation. Our experts can help you to identify and manage the elements of your logistics and transport operation in order to optimise your solution and improve both service and profit. One of our team will manage any tender and contracting process from beginning to end, ensuring a smooth transition and clarity throughout. Forecasting, Demand and Inventory Management Poor forecasts, poor inventory management, and unsuitable demand planning processes could be costing you significantly; tying up capital and eroding your bottom line profit. We can help you to understand the root causes of the issues within your planning function and identify ways to resolve them. Sales and Operations Planning (S&OP) Sales and Operations Planning brings together Sales, Operations, Finance and Senior Management to ensure the heart of the business is aligned to the strategic direction of the Board. A fully integrated S&OP that allows for collaboration within the business in a structured and controlled way can be difficult to achieve, but not impossible. Our wealth of experience will ensure your S&OP process is right for you. With a focus on a simple, achievable process which delivers instead of a regimented process drowning in theory that does nothing to enhance your performance. Good S&OP doesn’t need to be complicated. We can design, implement and restructure your S&OP process and deliver internal training to ensure your team continue to make it work. Product Lifecycle Management Our unique approach includes a combined process review and improvement project along with tailored training to your team to ensure all future new product launches run smoothly. Managing end of life product to maximise sales whilst minimise remaining obsolete stock within your business is all part of our lifecycle management review. Supply Chain Systems Implementation From design, selection, right through to installation and transfer from legacy systems the potential for failure is enormous. It’s unlikely that the business will regularly do a system change – so why not let us support you? We regularly support businesses through systems implementation in: WMS, Automation in the warehouse, Forecasting and Demand planning systems, ERP systems, EDI systems, Operational Planning System as well as end to end financial management systems. Let us manage the implementation project so that your people can focus on what you hired them to do. At the end of the project, we can train and support your staff to ease the transition.
December 11, 2018 Insights Japan Best Practice Study Tour 2018 This year Industry Forum relaunched the Japan Best Practice Programme. This is a manufacturing best practice study tour where senior leaders and change managers can witness first-hand some of the best examples Japan has to offer. The week long Study Tour included four manufacturing visits to World Class facilities, seminars on Toyota Production System and Industry 4.0, a cultural tour of Tokyo and the Toyota Museum and a day at the Global Karakuri Kaizen competition. Karakuri Kaizen is a creative problem solving technique that utilises any available energy source to move materials or ingenuity, to eliminate errors, risks or difficulties and hundreds of companies from all over the world share their example and compete for the prize of being champion. Day 1 The first day introduced the delegates to the programme, the itinerary and logistics for the week. Once those formalities were complete the group had a guided cultural tour of the amazing sites in Tokyo has to offer, ranging from the oldest Temples to the heights of the Sky Tree – for a time the tallest building in the world. Day 2 The first Plant visit was to Mitsuba Niisato Plant in the Tokyo area. Mitsuba are a global manufacturer of electric motors for the automotive sector, among other things. They have followed the Total Productive Maintenance path since 1996 and achieved great improvements. They describe a ‘Double TPM Approach’ which refers to Total Productive Management as well as Maintenance. This provides a leadership approach that sets clear direction and aligns appropriate resources to meet organisation wide successes. Later the more familiar Pillar approach was introduced to build stable processes and full engagement of people. After a short journey, the second Plant visit was Shindengen, a global manufacturer of car and motorcycle electronics. They owe much of their success to the effective deployment of the Shindengen Productivity Innovation System – which incorporates elements of Lean, TPM and Total Quality and is applied across people, process and products. As you approach the manufacturing facility from reception you are greeted by a wall of clear information that cascades objectives into individual themes, all clearly owned and executed through their small group activities. It is very clear to see how this helps engage everyone in the policy and targets organisation wide. Day 3 The group travelled by bullet train from Tokyo to Nagoya ready to visit the Toyota Museum and also the Toyota Motomachi Assembly facility to have a detailed guided tour through the whole process as well as a lecture on TPS by Mr Ron Haig of Toyota Head Office. The museum is truly a fascinating place to visit. It chronicles the progress through the generations of the Toyoda family and the developments from loom making into vehicle manufacture. In the great entrance the centre piece is the Circular Loom. An amazing piece of engineering in its day, and it holds centre stage as a lesson in humility because in his life time Sakichi Toyoda never took it to the level of perfection he desired, which was to auto change the shuttle. Day 4 At the Motomachi Assembly Plant it was fascinating to be reminded of the mantra Toyota has which is to ‘add value to society by making things’ – which seems simple enough. Following on from this there are some challenging commitments to reduce CO2 emissions by 90% and have zero emissions at the Plant by daily kaizen. There are different types of kaizen and different levels of involvement but the base line is an improvement every 2 weeks per person, this means more than 15,000 ideas implemented each year. You see this in action as you walk around the Plant and see how it differs from contemporary Plants. In Nagoya we had a lecture from JIPM on the subject of Industry 4.0 implementation. Over the course of the week there were many interesting discussions about the role of technology, when and how to invest and then how this relates to 4.0 and IoT. Some of the conclusions included: 4.0 was perhaps more of an evolution rather than revolution. It is important to consider the cost and benefit, for example whether to automate and use robots should target processes at capacity and operating 24/7 Karakuri Kaizen offers a complimentary strategy to 4.0 for low cost automation with zero emissions When considering all the capabilities technology can offer it is important to consider what to measure, how to collect the data and how to process it so it leads to the right action. One key to this is to make the process performance very visual so action is quick and direct There is now a sequence of steps to follow so you can introduce an innovation pillar in line with the other pillars deployed as part of TPM. Day 5 The 23rd Karakuri Kaizen Exhibition and awards takes place every year and provides an opportunity for any manufacturer to show off their ingenuity and compete for the prize of champion. There over 400 companies that participate so there are many examples to see and discuss. Karakuri Kaizen provides creative improvement that achieves a variety of outcomes. Moving items from one place to another and return with no additional energy Providing methods that result in error free processes (Poka Yoke) Methods that provide the correct orientation of parts for the next operation Methods that achieve more than one outcome from a single action Methods to position necessary items in exactly the right location with zero effort (Photo provided by Japan Institute of Plant) Day 6 The final leg took the group to Shiga prefecture to visit Sakata Inx. This is a global organisation processing chemicals and other ingredients to produce a range of ink products that may be applied to paper, metal, plastics and packaging. The application of TPM and Lean in a process industry can have its challenges because the process is dependent on chemistry and processing parameters rather than component parts. To guide this approach a new method to analyse the operation was introduced known as Through Neck Analysis. This led to various activities aligned with autonomous maintenance and planned maintenance, and established standard approaches to share with other facilities. The approach also led the technical team to radically redesign the operation with dramatic effects and established the new generation of Plant and Equipment that would become the Global standard for the company. Finally after all the visits there was a final dinner with awards and prizes for the delegates. The feedback was gathered each day and for the study tour as a whole. In summary the final rating for the overall experience was nine out of ten. In all cases people felt it would be good for others to attend in future. This might target Leaders and practitioners of transformation programmes whether TPM or Lean. Some quotes from participants include: “It triggers the mind to think of the improvements in a simple manner to better implement TPM” “A great opportunity to see some excellent examples of what a mature state of TPM looks like and helps you set some goals for your TPM journey” “A good programme for learning about TPM effectiveness” “TPM Learning through experience in Japan” “It was a clear reminder of what it really takes to be successful in transforming your business” Find out about the 2019 programme
December 11, 2018 Industry Forum Blog Although the current Excel based MMOG/LE tool has served the industry well over the past decade, Odette has now developed a modern browser based application called MMOG.np (new platform) to take its place. MMOG/LE users from both sides of the Atlantic have been involved in the development and testing of this new platform to ensure that it meets not only the current needs but also the ‘wish lists’ of both customers and suppliers in the automotive supply chain. We’ve developed an introduction to the MMOG new platform, which can be viewed here: If you’d like to be kept up to date with new developments about this, please sign up to our MMOG update service here.
October 1, 2018 Case Studies, Resources Reducing costs through the application of Total Productive Maintenance Background Philips Lighting Uden are part of Philips Electronics. The core business in Uden is the development and manufacturing of translucent ceramics (Alumina) for HID (High Intensity Discharge) lamps. HID lamps are widely used for retail, shop lighting and offices. These HID lamps have a unique combination of quality of light and lowest cost of ownership (low energy consumption). CDM lamps use only 20% of the energy, compared to Halogen lamps. Over the last years Philips changed over the main production technology from extrusion to Ceramic Injection Moulding (CIM). With a, highly mechanized, annual CIM production capacity of 25 Million translucent ceramic components, Philips Uden is the largest translucent ceramic injection molding facility in the world. The Challenge Philips (Uden) has been using Lean Improvement techniques to improve the productivity, delivery and quality of the factory for several years but they recognised the need to reduce costs even further to ensure that they remained competitive against emerging market competition. The Objectives The introduction of TPM was seen as a long term solution for the company which would allow the losses within the business to be identified and eliminated. This would allow them to achieve a production cost of €0.40 for a typical 70W ceramic component, a reduction of over 60% within a 4 year period. The Industry Forum Solution In 2010 Industry Forum and Philips (Uden) conducted initial management training and a pilot TPM project, focused primarily around Autonomous and Planned Maintenance on the Front and Mid End process. Following on from this a decision was taken by the Senior Leadership to use the Japan Institute of Plant Maintenance (JIPM) Total Productive Maintenance Award as a structure to drive sustainable business improvement within the organisation. During early 2011, further TPM Pillar training was conducted with members of the leadership team, followed by a roadmap activity to help establish a TPM Pillar structure and align it to the Vision and Strategy of the Philips (Uden) factory. This improvement structure is known as ‘One Uden World Class Manufacture’. It includes the standard 8 TPM pillars that are assessed by JIPM together with 2 additional Philips Specific Pillars: Lean and Supply Chain. Activities to support the introduction and sustainability of TPM within Philps (Uden) were conducted throughout the following 3 years. Periodic assessments against the JIPM Award criteria have shown that the Philips (Uden) team is on track to be to apply for the first level TPM Award in 2014. Philips (Uden) already have examples of zero breakdown equipment and zero accidents, operators have ownership for their areas and OEE, delivery and quality has improved across all areas of the factory. The Customer’s View “With the implementation of TPM we have focus for our improvement process. The improvements are on all areas of the factory, and the co-operation between departments is significantly improved! IF has given us direction where to go to. In the beginning the support was explaining the concept and benefits of TPM, and later in the process IF regularly audited our progress and kept us on track.” Marijke Swaving, Manager Operational Excellence and Cost Eng. , Philips Lighting B.V. Reference file: Download Case Study (pdf)
