SMART FACTORY DIGITAL library

The history of Sunil Dyfas dates back to 1976. Sunil Dyfas started its business as Sunkyung Machinery Co., Ltd., which the Sunkyung Group founded in 1978 to produce and supply nuts and bolts for vehicles. In 1983, it changed its name to Sunil Dyfas and ever since it has been maintaining its traditions and well-earned reputation. In this sense, the growth of Sunil Dyfas aligns with the history of Korean vehicles.

Sunil Dyfas accomplished production technology independence for nuts and bolts for vehicles that had been import-dependent until the early 1990s and localized the facilities. Through this, the company could lower sales prices to the level of a third of the existing import price. Currently, it is growing into a global company expanding its supply to major overseas car makers such as GM and Ford. Although the company had been growing as a nuts & bolts and cold forged products company for about 40 years, it still had difficulty due to customers’ irregular demands. It performed a mixed production due to the nature of products, and it was not easy to establish production plans unless customers placed a fixed order. Sunil Dyfas had supplied parts to customers based on the stock they predicted would be ordered but sometimes they had to simply fill the order like filling in the blanks. That’s why it was more difficult to make production plans. In 2020, the demands decreased by nearly 90% until June due to COVID-19, but since July, orders suddenly and dramatically increased by two or three times previous levels. Such abnormal demands became the cause of an increase in production cost such as overtime allowances and transport. Such problems from special external environmental factors like this year were also faced by the company in the past.

Sunil Dyfas first established a weekly demand plan operation system by introducing APS APS APS(Advanced Planning Scheduling) An automated production plan system A production plan system in which raw materials and production capacity are optimally allocated to respond to customers’ irregular demands. Based on the weekly demand plan, the company established weekly/daily production plans and promoted the project of advancing production plan as a second step. Then, they had remarkable achievements and could respond quickly to any changes in customers’ demands. Not being complacent, Sunil Dyfas will produce higher-quality products by further introducing a thermal process monitoring system. Sunil Dyfas made production planning possible by a system, not by humans, by introducing APS MP2 MP MP(Manufacturing Plam) Manufacturing plan. A format where manufacturing plans of products and materials are written in detail system. In turn, inactive stock was reduced and efficiency of production planning was increased. And since customers’ demands could be predicted through the system, flexible and quick responses to the changes in customers’ demand became possible. Also, problems of overstock or stock shortages caused by difficulties in managing inventory could be prevented through a production planning system. Production plans were made by the judgment of skilled experts in the past. However, when such skilled employees were absent, it was difficult to make production plans and a lot of inactive stock was accumulated. However, after implementing APS MP system, production planning was possible by calculating production quantity by process facility in the field based on customers’ demands. In turn, inactive stock was reduced and the efficiency of production planning increased. The previous process involved monthly production planning using the production amount of the previous month. So, it was inevitably difficult to respond to sudden demands. However, quick response became possible since the APS system predicted customers’ demands. And as monthly production planning was changed to weekly/daily production planning, an optimal production and supply system became firmly established. It was difficult to identify the amount of stock in the past as humans established production plans and carried out the process. Problems occurred, such as stock shortages for urgent production request or the generation of inactive stock, and the response system for such problems was not robust. However, after establishing the production planning program, the production team could visualize its current stock status as well as future stock needs. In turn, not only were stock-related problems prevented but also resource distribution became more efficient. It was said Sunil Dyfas had effects in three aspects through the introduction of the smart factory. First, the process defect rate was decreased by about 31.8% from 830PPM to 566PPM. Also, stock and work in process were reduced by 6.2%. Along with this, delivery emergency response was reduced by 8.6%, thereby reducing the occurrence of transport and overtime allowances that was major cause of production cost increase.