Copyright Infor. All Rights Reserved.

Size: px
Start display at page:

Download "Copyright Infor. All Rights Reserved."

Transcription

1 1

2 SYSi 2983 XA Best Practices in Manufacturing Execution Mike Canik Sr. Manufacturing Consultant Paper-Less, LLC 2

3 An excellent source of information to help Cope with a changing landscape Demand Management in Discrete Industries: Order to Delivery Excellence November 2007 Demand Management: Bridging External Market Inputs with Internal Statistical Forecasting June

4 And another Factory Physics: Foundations of Manufacturing Management Wallace J. Hopp And Mark L. Spearman Irwin / McGraw-Hill Publishers 4

5 What are the pressures you face? 5

6 How do you compare? 6

7 How do companies respond? 7

8 The more things change. WAIT!! WHADDYA MEAN!? What happened to last years list? All those things like inventory accuracy, turns, past due orders, on-time delivery, Lean, etc.. etc etc.? We just started working on those issues and now there s another list?!?!? 8

9 The more things change Product life cycles are shrinking. Decision time frames are compressing. Competitive pressures are coming faster than ever and usually from unexpected/new directions. Customers are becoming more and more impatient. Speed has become the new currency of business. 9

10 the more they stay the same! Every morning in Africa a gazelle wakes up knowing it must outrun the fastest lion or it will be killed. Every morning in Africa a lion wakes up and knows it must run faster than the slowest gazelle or it will starve. It does not matter if your are a lion or a gazelle, when the sun comes up, you better be running! 10

11 the more they stay the same! You must understand that in today s business world it s not the big that eat the small. it s the fast that eat the slow. and you better wake up running! Your challenge. to figure out how to deliver real value using all the tools and information you have. And then get it all done by yesterday! 11

12 Do you know how fast you are? The truth of the matter is, most don t really know 12

13 Manufacturing Best Practices Lead Time Reduction Focus Manufacturing cells (Focused Factories) Associate Engagement Strategic Inventory Reduction Cross-Functional Teamwork Equipment/Process Reliability Quick Changeover High-Performance Leadership Continuous Improvement In-Process Quality Optimal Shift Schedule Standard Operating Procedures Goal Deployment Visual Management Systems Plant Safety, Loss Prevention & Organization Incentives, Rewards & Recognition Problem-Solving Capability Cross-training & Multiskilling Supplier Partnerships World-Class Performance Measures 13

14 But the only Best Practice that matters is to.. MAKE MORE MONEY 14

15 So we need to think in those terms Goldratt taught us to look at EVERYTHING in manufacturing as a form of money. Throughput the rate at which money is generated by the system through sales Inventory all the money that the system has invested in purchasing things it intends to sell Operating expenses all the money that the system spends to turn inventory into throughput 15

16 But more importantly We need to remember the old saw that says TIME IS MONEY 16

17 Understanding, Managing, and Reducing Cycle Times 17

18 In our Manager s Toolkits We generally have several KPI s, like Efficiency Utilization Productivity Quality Etc., etc., etc. These all help us move in the right direction, right? 18

19 What makes a good KPI? From Forrest Breyfogle s book Integrated Enterprise Excellence Volume II: Business Deployment : Business alignment: Metrics consume resources for both data collection and analyses. Metrics need to provide insight to business performance, its issues, and its needs. Honest assessment: Creating metrics so that the performance of someone or an organization will appear good has no value and can be detrimental to the organization. Metrics need to be able to provide an honest assessment, whether good, bad, or ugly. 19

20 What makes a good KPI? Consistency: Identified components in any metric need to be defined at the outset and remain constant. Criteria and calculations need to be consistent with respect to time. Repeatability and reproducibility: Measurements should have little or no subjectivity. Actionability: Often measures are created for the sake of measuring, without any thought as to what would be done if the metric were lower or higher. Include only those metrics that you will act on; that is, either remove a degradation problem or hold the gain. When the metrics response is unsatisfactory, organizations need to be prepared to conduct root-cause analysis and corrective or preventive actions. 20

21 What makes a good KPI? Time-series tracking: Metrics should be captured in time-series format, not as a snapshot of a point-in-time activity. Time-series tracking can describe trends and separate special-cause from common-cause variability in predictable processes. Predictability: A predictability statement should be made when time-series tracking indicates that a process is predictable. Peer comparability: In addition to internal performance measurements, benefits are achieved when comparisons can be made between peer groups in another business or company. A good peer comparison provides additional analysis opportunities, which can identify improvement possibilities. 21

22 The Best KPI s are Customer-Centric That is, they focus on those things that affect your customers buying decisions. These tend to have the most direct bearing on revenue. Quality Lead times Delivery reliability Etc. 22

23 Do traditional measures work? How does an efficiency metric relate to the customer? How does utilization contribute to my ability to deliver on time? If I improve my productivity by 20%, what happens to my quality? 23

24 Common Mistakes Metrics for the sake of metrics (not aligned to business results) Too many metrics (no action) Metrics not driving the intended action Lack of follow up record of methodology benchmark Underestimation of the data extraction effort 24

25 Should I include Cycle Time in my Manufacturing Scorecard? 25

26 Manufacturing Cycle Time Defined: The cycle time of a given manufactured item is the average time from the release of a job at the beginning of a routing until it reaches an inventory point at the end of the routing. Is this the same as lead time? No. This is just a portion of the total order-todelivery cycle time, and may not include long waits for parts. 26

27 How predictable is your shop floor? Other functions like product design are governed by physical laws. The design requirement is for a car that entails A mass of 1,000 kg, for comfort and safety Acceleration from zero to 60 (ax. 2.7 meters per second squared), for sportiness An engine that generates no more than 200 newtons (approx. 45 pounds) of force, for fuel efficiency Can it be done? Remember, F = ma 200 N << (1,000 kg)(2.7 m/s 2 ) = 2,700 N No Way! Hopp and Spearman, Factory Physics,

28 But factories aren t quite as deterministic as that A senior VP of manufacturing demands that a printed circuit board (PCB) factory produce: 3,000 PCB s a day With a lead time (from order placement to receipt of goods) of not greater than 10 days And a service level (percent of jobs delivered within the lead time) of at least 90 percent Can it be done? This time, it s not so clear. 28

29 Easy to answer if we have the data 29

30 Basic Factory Dynamics An excellent source of information and understanding is Factory Physics: Foundations of Manufacturing Management Wallace Hopp and Mark Spearman Irwin/McGraw Hill 30

31 Trouble signs What s the cause of these symptoms? A sudden increase in late shipments A sudden decrease in total shipments Regular failure to meet published lead times 31

32 Sometimes we know right away Labor shortages Critical equipment down Material shortages 32

33 but sometimes we don t Business seems to be good, and volume is growing. This is a REALLY bad time to have these issues. What could be up? 33

34 Fundamental issues There are some basic elements to manufacturing processes that we deal with every day that we don t always think of when problems pop up. There are relationships on the factory floor that operate just like laws of physics. 34

35 Everybody knows that Throughput (TH) is the quantity of non-defective parts produced per unit of time. Work in Process (WIP) is inventory between the start and end points of manufacturing Cycle time (CT) is the time between releasing a job to manufacturing and when it reaches an inventory point at the end of manufacturing. 35

36 Law #1: Little s Law The fundamental relationship between throughput, work-in-process, and cycle time is TH = WIP/CT or WIP = TH x CT So if I know two, I can solve for the third. If TH is 100 units per day and WIP is 500 units, then CT is 5 days. Almost too simple! 36

37 Easy to imagine in a balanced system with no Process time = 8 hours = Cycle time 37

38 Start our system with just one unit to produce Process time = 8 hours = Cycle time 38

39 Start our system with just one unit to produce Process time = 8 hours = Cycle time 39

40 Start our system with just one unit to produce Process time = 8 hours = Cycle time 40

41 Start our system with just one unit to produce Process time = 8 hours = Cycle time 41

42 Start our system with just one unit to produce Process time = 8 hours Cycle Time = 8 hours Throughput = 1 piece every 8 hours, or.125 pieces per hour 42

43 The second piece changes to Process time = 8 hours Cycle Time = 8 hours Throughput = 2 pieces every 8 hours, or.250 pieces per hour 43

44 The third piece changes to Process time = 8 hours Cycle Time = 8 hours Throughput = 3 pieces every 8 hours, or.375 pieces per hour 44

45 and the fourth piece takes us to a full line with no WIP the ideal state Process time = 8 hours Cycle Time = 8 hours Throughput = 4 pieces every 8 hours, or.50 pieces per hour 45

46 Charting the Results Critical WIP (W 0 ) CT = Process Time (T 0 ) 46

47 Charting the Results Critical WIP (W 0 ) Bottleneck rate (r b ) 47

48 Law #2: Best Case Performance The minimum cycle time (CT best ) for a given WIP level, w, is given by CT best = T 0, if w<= W 0, otherwise w / r b The maximum throughput (Th best ) for a given WIP level, w, is given by Th best = w / T 0, if w <= W 0, otherwise r b 48

49 Law #3: Worst Case Performance The worst-case cycle time for a given WIP level, w, is given by CT worst = w T 0 The worst-case throughput for a given WIP level, w, is given by Th worst = 1 / T 0 49

50 And finally As utilization approaches unity, cycle time approaches infinity. WHY? 50

51 The point is.. There are relationships on the shop floor that afford a measure of predictability when conditions change. If we watch what s happening, we can manage the situation instead of having the situation manage us. 51

52 But the ideal state usually doesn t stay that way very long hrs small hrs Large hrs Med hrs 52

53 And our flow isn t as simple 53

54 So how do I keep an eye on things? First, report real-time execution with a Manufacturing Execution System like Paper-Less MES. Then, monitor your activity regularly to spot deviations from the norm or deteriorating conditions An increase in late shipments A drop in total production Cycle time changes Infor XA gives discrete manufacturers a wealth of information to support this 54

55 The available data in XA The MO master and MO history files contain a lot of valuable data, but accuracy degrades if not collected real-time Item detail Item, revision, warehouse, quantity, etc. Customer job (maybe) Dates! Create date, first/last activity date, scheduled / actual start, due date / order complete date, etc. Enables measuring for lateness and cycle times 55

56 Power-Link makes it simple! Create a view over either Manufacturing Orders or Manufacturing Order History Subset to get the exact data you want Export to clipboard or file Move to Excel or other package for further analysis Charting Statistical analysis Mean. Std deviation, etc. 56

57 Power-Link 57

58 Order Complete Date Start Lateness* Completion Lateness** Planning Cycle Time*** Planned Order Cycle Time**** Actual Order Cycle Time***** Item MO # Order Qty Scheduled Start Actual Start Order Due Date Create Date 3424 M /8/2001 2/21/ /2/2001 3/1/2001 2/7/ M /28/2001 3/1/2001 7/27/2001 3/7/2001 3/1/ M /8/2001 2/28/ /2/2001 3/15/2001 2/28/ M /17/2001 7/17/2001 7/26/2001 7/31/2001 7/17/ M /23/2001 7/20/ /12/2001 8/6/2001 7/19/ M /8/2001 1/4/2001 1/16/2001 3/1/2001 1/4/ M /1/2002 2/28/2002 2/28/2002 3/31/2002 2/26/ AA810 M /4/2001 9/25/ /2/2001 9/10/2001 8/21/ AA810 M /23/ /6/ /2/2007 3/23/2007 1/6/ Average: Metrics * Actual Start minus Scheduled Start ** Completion Date minus Due Date *** Actual Start minus Create Date **** Due Date minus Scheduled Start ***** Completion Date minus Create Date 58

59 By Item or Item Family Order Complete Date Start Lateness* Completion Lateness** Planning Cycle Time*** Planned Order Cycle Time**** Actual Order Cycle Time***** Item Average Actual CT Item Order Qty Scheduled Start Actual Start Order Due Date Create Date /8/2001 2/21/ /2/2001 3/1/2001 2/7/ /28/2001 3/1/2001 7/27/2001 3/7/2001 3/1/ /8/2001 2/28/ /2/2001 3/15/2001 2/28/ /17/2001 7/17/2001 7/26/2001 7/31/2001 7/17/ /23/2001 7/20/ /12/2001 8/6/2001 7/19/ /8/2001 1/4/2001 1/16/2001 3/1/2001 1/4/ /1/2002 2/28/2002 2/28/2002 3/31/2002 2/26/ AA /4/2001 9/25/ /2/2001 9/10/2001 8/21/ AA /23/ /6/ /2/2007 3/23/2007 1/6/ Average: Metrics * Actual Start minus Scheduled Start ** Completion Date minus Due Date *** Actual Start minus Create Date **** Due Date minus Scheduled Start ***** Completion Date minus Create Date 59

60 More detailed analysis shows Op Seq No. Work Center Std Labor Hours Actual Labor Hrs Scheduled Start Actual Start Sched Complete Actual Complete Start Complete Lateness Lateness Queue / Wait Time Efficiency 0010 MILL /23/2012 7/20/2012 7/24/2012 7/21/ % 0020 WASH /27/2012 7/23/2012 7/28/2012 7/24/ % 0030 GRIND /29/ /5/2012 7/30/ /6/ % 0040 GRIND /2/ /22/2012 8/3/ /23/ % 0050 WASH /4/ /5/2012 8/5/ /12/ % Planned Cycle Time Actual Cycle Time Planned Value Added %: 22.78% Actual Value Added %: 2.04% 60

61 What does this tell us? What is at the root of our long cycle time? What contributes to long times? How much will it help cycle times if I improve efficiency by 20%? What measures can I take to reduce my cycle times? (HINT: Little s Law) 61

62 Another KPI to consider Use lateness (positive and negative) in addition to more traditional tardiness measures, for Manufacturing orders Operations And, as always, customer shipments Also, consider KPI s that relate to factors that drive your customers to do business with you! 62

63 Questions and Comments? 63

64 64

2. Action plan tasks. These tasks are more complicated and cannot be easily completed without good thought and planning. These are some examples:

2. Action plan tasks. These tasks are more complicated and cannot be easily completed without good thought and planning. These are some examples: Tool 4 For Effective Action Plans, GAS IT At the most basic level, a manager s job is to get stuff done. The management part comes into play because a manager must get stuff done by directing the actions

More information

Leverage Data-Driven Manufacturing for Greater Productivity, Efficiency and Profits

Leverage Data-Driven Manufacturing for Greater Productivity, Efficiency and Profits Leverage Manufacturing for Greater Productivity, Efficiency and Profits SME Smart Manufacturing Series Cincinnati, OH May 24, 2017 Presented by: John Rattray, Senior VP, Sales & Marketing, MEMEX Inc. Agenda

More information

IT 470a Six Sigma Chapter X

IT 470a Six Sigma Chapter X Chapter X Lean Enterprise IT 470a Six Sigma Chapter X Definitions Raw Materials component items purchased and received from suppliers WIP work in process, items that are in production on the factory floor

More information

Mind Your Own Business

Mind Your Own Business Mind Your Own Business You may be asking by now, what is the point of all this financial analysis that has been presented in the previous seven articles? It isn t to make work for your accountant although

More information

Divide and Conquer by Segmenting Your Inventory

Divide and Conquer by Segmenting Your Inventory Divide and Conquer by Segmenting Your Inventory Kaye Cee McKay,CFPIM, CSCP Tuesday, October 6th Top 5 Priorities for Inventory Management Today! Type of business What are your: Inventory turns Inventory

More information

Meeting Tight Software Schedules Through Cycle Time Reduction

Meeting Tight Software Schedules Through Cycle Time Reduction Meeting Tight Software Schedules Through Cycle Time Reduction Dennis J. Frailey Retired Principal Fellow, Raytheon Company Sole Proprietor, DJF CO Frailey@ACM.ORG Copyright 1995-2014, Dennis J. Frailey

More information

consumption function

consumption function 1 Every day you make choices on what to do with the money you have. Should you splurge on a restaurant meal or save money by eating at home? Should you buy a new car, if so how expensive of a model? Should

More information

Brad Staats NE Indiana Lean Network. Dec 8, 2016

Brad Staats NE Indiana Lean Network. Dec 8, 2016 Brad Staats Dec 8, 2016 Lean Culture Traditional Way Of Thinking Cost + Profit = Selling Price Lean Culture Lean Way Of Thinking Price Cost = Profit Lean Culture The Only Way To Increase Profit Is To Decrease

More information

Lean Office Twelve Steps to Creating Money-Saving Company-Wide Efficiencies

Lean Office Twelve Steps to Creating Money-Saving Company-Wide Efficiencies Lean Office Twelve Steps to Creating Money-Saving Company-Wide Efficiencies John Berger VP of Quality and PI March 19, 2014 Overview What is Fiserv? Lean in the Office? What are the Twelve Steps? What

More information

"Value Stream Mapping How does Reliability play a role in making Lean Manufacturing a Success " Presented by Larry Akre May 17, 2007

Value Stream Mapping How does Reliability play a role in making Lean Manufacturing a Success  Presented by Larry Akre May 17, 2007 "Value Stream Mapping How does Reliability play a role in making Lean Manufacturing a Success " Presented by Larry Akre May 17, 2007 LAKRE 2007 1 Lean Manufacturing What is Lean Manufacturing? A philosophy

More information

Eliminating waste isn t enough; you have to reduce inputs to save money. lean accounting. By Reginald Tomas Yu-Lee.

Eliminating waste isn t enough; you have to reduce inputs to save money. lean accounting. By Reginald Tomas Yu-Lee. Eliminating waste isn t enough; you have to reduce inputs to save money Proper lean accounting By Reginald Tomas Yu-Lee October 2011 39 proper lean accounting rom its inception, lean has been about cost

More information

10 Steps to become a Lean Enterprise. Level 2 Lean Practitioner In Manufacturing Training Course. Step 1 - Part 2

10 Steps to become a Lean Enterprise. Level 2 Lean Practitioner In Manufacturing Training Course. Step 1 - Part 2 10 Steps to become a Lean Enterprise Level 2 Lean Practitioner In Manufacturing Training Course Step 1 - Part 2 Table of Contents Welcome to Lean Certification Online... 3 Course Objectives... 4 Elements

More information

PwC Digital Services Connected manufacturing. Collaboration realized.

PwC Digital Services Connected manufacturing. Collaboration realized. PwC Digital Services Connected manufacturing Collaboration realized. Digital in manufacturing. Manufacturing has been on a constant evolution since the Industrial Age. Today, digital technologies are creating

More information

The Top 3 Must Do s for Every Business Owner

The Top 3 Must Do s for Every Business Owner The Top 3 Must Do s for Every Business Owner Cash Flow, Sales & People Start here Small businesses - we salute you UK small and medium enterprises are the heroes of the private sector, generating an eye-popping

More information

Inspired Lean Thinking and Kaizen through Leadership and Teamwork

Inspired Lean Thinking and Kaizen through Leadership and Teamwork Inspired Lean Thinking and Kaizen through Leadership and Teamwork Roadmap: 4 Assignments Illustrating Improvement Thinking Organisational Structures to complement Lean And Kaizen Common denominators related

More information

Introduction screen. Good morning everybody.

Introduction screen. Good morning everybody. Introduction screen Good morning everybody. My name is Mike Corbett and I am the Applications Manager here at XYZ Machine Tools and my talk this morning is about how machine tools fit into the world of

More information

Seven Ways Metals, Mining, & Materials Companies Turn Data into a Sustainable, Competitive Advantage

Seven Ways Metals, Mining, & Materials Companies Turn Data into a Sustainable, Competitive Advantage Seven Ways Metals, Mining, & Materials Companies Turn Data into a Sustainable, Competitive Advantage This guide focuses on streamlining the flow of information within Metals, Mining & Materials (MMM) companies.

More information

Cash Flow if you re out of money, you re out of business.

Cash Flow if you re out of money, you re out of business. Cash Flow if you re out of money, you re out of business. Thanks for downloading this Cash Flow Cheat Sheet from SmartBusinessPlans.com.au Cash Flow is probably the most important aspect of keeping a business

More information

22 ways to get the most out of OEE and lean manufacturing disciplines

22 ways to get the most out of OEE and lean manufacturing disciplines automation technology & consulting 22 ways to get the most out of OEE and lean manufacturing disciplines Overall equipment effectiveness (OEE) and lean manufacturing have won many converts. These two disciplines

More information

Delivering Value Why Else Are You Doing The Project?

Delivering Value Why Else Are You Doing The Project? Delivering Value Why Else Are You Doing The Project? THOUGHT LEADERSHIP WHITE PAPER In partnership with By Andy Jordan, PMP, ProjectManagement.com Research Analyst Projects are the way that an organization

More information

Optimizing Inventory Control at PT. Total Pack Indonesia by Using Kanban System

Optimizing Inventory Control at PT. Total Pack Indonesia by Using Kanban System ISSN 1816-6075 (Print), 1818-0523 (Online) Journal of System and Management Sciences Vol. 5 (2015) No. 1, pp. 52-66 Optimizing Inventory Control at PT. Total Pack Indonesia by Using Kanban System Leonardo

More information

FREE! YOURS. CHAPTER 5: Process Intelligence Improving Process Performance with Continuous Monitoring

FREE! YOURS. CHAPTER 5: Process Intelligence Improving Process Performance with Continuous Monitoring YOURS FREE! CHAPTER 5: Process Intelligence Improving Process Performance with Continuous Monitoring Get the entire book at www.intelligentguidebooks.com CHAPTER 5 PROCESS INTELLIGENCE Improving Process

More information

5 Best Practices for Transforming Financial Planning and Analysis

5 Best Practices for Transforming Financial Planning and Analysis WHITE PAPER 5 Best Practices for Transforming Financial Planning and Analysis Accenture s Findings on Transforming Finance Table of Contents 1 Why Transform Finance? Closing the knowledge gap: the Accenture

More information

2018 Amazon Seller Fees: Cost of Selling on Amazon

2018 Amazon Seller Fees: Cost of Selling on Amazon 2018 Seller Fees: Cost of Selling on Fit Small Business 2018 Seller Fees: Cost of Selling on seller fees include account fees and referral fees. Account fees range from $0 to $39.99 per month, and referral

More information

ACCOUNTING FOR THE AMBITIOUS HOW TO TAKE YOUR DENTAL PRACTICE FROM MEDIOCRE TO HIGH GROWTH

ACCOUNTING FOR THE AMBITIOUS HOW TO TAKE YOUR DENTAL PRACTICE FROM MEDIOCRE TO HIGH GROWTH ACCOUNTING FOR THE AMBITIOUS HOW TO TAKE YOUR DENTAL PRACTICE FROM MEDIOCRE TO HIGH GROWTH Introduction Our experience in the dental industry has taught us, that like all successful businesses, you must

More information

Rhino Report: The Top 3 Manufacturing Pain Points of 2018

Rhino Report: The Top 3 Manufacturing Pain Points of 2018 Rhino Report: The Top 3 Manufacturing Pain Points of 2018 Introduction Technology is evolving, consumers are changing, expectations are getting higher and as a result, the way that organizations are doing

More information

Techniques for Improving Machinery Reliability

Techniques for Improving Machinery Reliability Techniques for Improving Machinery Reliability Ian McKinnon, Reliability Solutions One of the biggest challenges facing industry today is taking the available reliability initiatives and creating an integrated

More information

MAKING THE CASE FOR LOGISTICS OUTSOURCING

MAKING THE CASE FOR LOGISTICS OUTSOURCING MAKING THE CASE FOR LOGISTICS OUTSOURCING A practical guide for managers and directors of logistics, supply chain and warehouse operations on developing the business case for outsourcing. 1 2016 G&D Integrated

More information

WHY DO I NEED CRM? Answers to frequently asked customer relationship management questions.

WHY DO I NEED CRM? Answers to frequently asked customer relationship management questions. WHY DO I NEED CRM? Answers to frequently asked customer relationship management questions. INTRODUCTION In a 2015 survey conducted by Salesforce, more than half of small business owners said their companies

More information

reasons to invest in a CMMS

reasons to invest in a CMMS 11 reasons to invest in a CMMS 11 reasons to invest in a CMMS 1. Effectively plan preventive maintenance The purpose of preventive maintenance (PM) is to plan scheduled inspections so that defects are

More information

Headline. Body. Traffic Leaf Your Institute Old Marketing 2 Behind The 6 Automotive Marketing Tactics You Need To Quit Cold Turkey

Headline. Body. Traffic Leaf Your Institute Old Marketing 2 Behind The 6 Automotive Marketing Tactics You Need To Quit Cold Turkey Headline Body Traffic Leaf Your Institute Old Marketing 2 Behind The 6 Automotive Marketing Tactics You Need To Quit Cold Turkey TABLE OF CONTENTS Introduction... 04 Fall Off The Price Bandwagon... 05

More information

3 STEPS TO MAKE YOUR SHARED SERVICE ORGANIZATION A DIGITAL POWERHOUSE

3 STEPS TO MAKE YOUR SHARED SERVICE ORGANIZATION A DIGITAL POWERHOUSE GUIDE 3 STEPS TO MAKE YOUR SHARED SERVICE ORGANIZATION A DIGITAL POWERHOUSE www.celonis.com IN THIS GUIDE Shared-service organizations (SSOs) are about to get a digital upgrade. For decades, SSOs have

More information

How Small Wholesale Distributors and Retailers Can Use Key Performance Indicators to Help Grow Their Businesses

How Small Wholesale Distributors and Retailers Can Use Key Performance Indicators to Help Grow Their Businesses How Small Wholesale Distributors and Retailers Can Use Key Performance Indicators to Help Grow Their Businesses Perspectives Report Introduction 2 Section 1: Goals and KPIs: Set, Measure and Improve 3

More information

Knowing how to identify fake flow develops your eyes for recognizing continuous flow

Knowing how to identify fake flow develops your eyes for recognizing continuous flow COVER STORY Knowing how to identify fake flow develops your eyes for recognizing continuous flow By Rick Harris You read the books, took the seminars, and brought your new knowledge back to the factory

More information

Steps to Infor EAM Success

Steps to Infor EAM Success 5 Steps to Infor EAM Success www.swainsmith.com INSIGHTS JANUARY 2018 Contents INTRODUCTION Leveraging the industry s top EAM system... 2 What does EAM success look like?... 2 STEP 1 Organization... 4

More information

Playing. to win. employee engagement

Playing. to win. employee engagement employee engagement Playing to win Competitive organizations need to engage their people in a way that focuses on performance that matters to the enterprise. Here s how by Jim Shaffer 16 Communication

More information

Store layouts & merchandising to grow convenience sales

Store layouts & merchandising to grow convenience sales Store layouts & merchandising to grow convenience sales Presented By Hugh Large The Convenience Guru Every morning, in Africa, a gazelle awakens knowing that it must outrun the fastest lion if it wants

More information

Pekka Barck, Head of Management Reporting Solutions, Nokia:

Pekka Barck, Head of Management Reporting Solutions, Nokia: HUT BI and Data Warehousing Pekka Barck, Head of Management Reporting Solutions, Nokia: Models for Data Warehousing Strategy and their Corporate Fit s of Pain and Focus in Data Warehousing today in Large

More information

Lean Culture and Leadership Factors

Lean Culture and Leadership Factors Lean Culture and Leadership Factors A Survey of Lean Implementers Perceptions of Execution and Importance I recently solicited the opinions of lean implementers regarding the progress they have made and

More information

Sales and Operations Planning Overview

Sales and Operations Planning Overview Sales and Operations Planning Overview J. E. Boyer Company, Inc. John E. Boyer, Jr., President Copyright 2009 by J. E. Boyer Company, Inc. No portion of this article may be reproduced in whole or in part

More information

Lean Financial Model. Supporting document

Lean Financial Model. Supporting document Supporting document Supporting document Welcome to your guide to completing the Lean Financial Model (LFM). The LFM is a tool for start-ups to clarify their business models and review the financials. It

More information

Epicor Informance. Enterprise Manufacturing Intelligence Overview

Epicor Informance. Enterprise Manufacturing Intelligence Overview Epicor Informance Enterprise Manufacturing Intelligence Overview Epicor Software Corporation Epicor Software Corporation Real-time information for better production Epicor Informance Enterprise Manufacturing

More information

How to Turnaround a Company

How to Turnaround a Company Empowering Companies to Achieve Sustainable Growth How to Turnaround a Company Whitepaper Turning a company around can be a difficult task; it involves all the aspects of the organization, can take several

More information

8 Tips to Help You Improve

8 Tips to Help You Improve 8 Tips to Help You Improve Service Level Management by Stuart Rance 1 What Is the Purpose of Service Level Management? The purpose of service level management (SLM) is to understand and influence your

More information

The Market Economy. The Economy. Consumers, Producers, and the Market. Are You Motivated Yet? Name:

The Market Economy. The Economy. Consumers, Producers, and the Market. Are You Motivated Yet? Name: The Economy You ve probably heard people say things like, The economy is down, or, Such-and-such would be good for the economy. Maybe you ve figured out that the economy has something to do with money.

More information

Choices in Setting up a Business

Choices in Setting up a Business Choices in Setting up a Business www.localenterprise.ie/mayo Choices in Setting up a Business Choices in Setting up a Business In deciding to set up in business for yourself, you face a great many choices.

More information

The New Rules to Improve Productivity and Control Costs

The New Rules to Improve Productivity and Control Costs Authored by TOP 5 TECHNOLOGY GAME CHANGERS FOR WORKFORCE MANAGEMENT The New Rules to Improve Productivity and Control Costs Sponsored by Top 5 Technology Game Changers for Workforce Management Business

More information

MFS605/EE605 Systems for Factory Information and Control

MFS605/EE605 Systems for Factory Information and Control MFS605/EE605 Systems for Factory Information and Control Fall 2004 Larry Holloway Dept. of Electrical Engineering and Center for Robotics and Manufacturing Systems 1 Collect info on name, major, MS/PhD,

More information

Operational Success = Audits, Metrics And Right Technology

Operational Success = Audits, Metrics And Right Technology Operational Success = Audits, Metrics And Right Technology Sponsored by: Presented by: Chris Arnold Intelligrated, Vice President Solutions Development Rod Gallaway Staples, VP Logistics Strategy, Design,

More information

Performance Metrics: Good, Bad, or Indifferent?

Performance Metrics: Good, Bad, or Indifferent? Performance Metrics: Good, Bad, or Indifferent? AN ENTREPRENEUR S GUIDE TO KEY PERFORMANCE METRICS By Mark Collins, Trep Advisors Revised December 2013 http://www.trepmetrics.com 2013 MCX Enterprises LLC

More information

Turning Feedback Into Change

Turning Feedback Into Change White Paper FEEDBACK Turning Feedback Into Change The key to improving personal success Thought leader, Joe Folkman describes a model consisting of three elements to help accept feedback from others and

More information

Operator Development Game Plan. Do you have a Game Plan for each Production Area for developing your Operators?

Operator Development Game Plan. Do you have a Game Plan for each Production Area for developing your Operators? Assisting organisations to engage and develop their people through on-going Continuous Improvement e tech 7 February 2018 Operator Development Game Plan Do you have a Game Plan for each Production Area

More information

Sales and Operations Planning (S&OP) WHAT S STOPPING YOU? Kaushik Dutta

Sales and Operations Planning (S&OP) WHAT S STOPPING YOU? Kaushik Dutta Sales and Operations Planning (S&OP) WHAT S STOPPING YOU? by Kaushik Dutta Agenda Sales and Operations planning 10-step methodology Key considerations Summary 2 S&OP it s all about ALIGNMENT Vision Goals

More information

Digitizing Complex Discrete Manufacturing Processes

Digitizing Complex Discrete Manufacturing Processes GE Intelligent Platforms Digitizing Complex Discrete Manufacturing Processes Driving lower costs, higher quality and faster production to stay competitive today and ensure success tomorrow Introduction

More information

By: Adrian Chu, Department of Industrial & Systems Engineering, University of Washington, Seattle, Washington November 12, 2009.

By: Adrian Chu, Department of Industrial & Systems Engineering, University of Washington, Seattle, Washington November 12, 2009. OPT Report By: Adrian Chu, Department of Industrial & Systems Engineering, University of Washington, Seattle, Washington 98195. November 12, 2009. The Goal Every manufacturing company has one goal to make

More information

BUILDING A SAFER, MORE PRODUCTIVE WORKFORCE

BUILDING A SAFER, MORE PRODUCTIVE WORKFORCE BUILDING A SAFER, MORE PRODUCTIVE WORKFORCE ONE HIRE AT A TIME WHITE PAPER PSIONLINE.COM/TALENT BUILDING A SAFER, MORE PRODUCTIVE WORKFORCE ONE HIRE AT A TIME 7 SUGGESTIONS FOR BUILDING A BETTER WORKFORCE

More information

THE CEO S GUIDE TO KPIs, Scorecards and Reports. How to Drive Growth, Increase Profits and Improve Cash Flow by Keeping Score

THE CEO S GUIDE TO KPIs, Scorecards and Reports. How to Drive Growth, Increase Profits and Improve Cash Flow by Keeping Score THE CEO S GUIDE TO KPIs, Scorecards and Reports How to Drive Growth, Increase Profits and Improve Cash Flow by Keeping Score When two companies compete in the exact same target market, with the exact same

More information

HOW YOUR CAREER BACKGROUND CAN HELP YOU BECOME A BUSINESS ANALYST

HOW YOUR CAREER BACKGROUND CAN HELP YOU BECOME A BUSINESS ANALYST By Laura Brandenburg Lesson Objective: After completing this lesson, you ll be able to identify strengths from your career background that will directly support your transition into business analysis.

More information

TEN STEPS to Lean Electrical Controls

TEN STEPS to Lean Electrical Controls Complements of: TEN STEPS to Lean Electrical Controls EXECUTIVE SUMMARY Globalization is forcing companies to constantly become more efficient. To drive efficiencies, many companies are implementing Lean

More information

Enterprise Performance Management

Enterprise Performance Management RG Perspective Enterprise Performance Management An Executive-Level Implementation Guide 11 Canal Center Plaza Alexandria, VA 22314 HQ 703-548-7006 Fax 703-684-5189 teamrg.com 2017 Robbins-Gioia, LLC 1.

More information

Ops Mgt John T Anderson DMI Case Study

Ops Mgt John T Anderson DMI Case Study Synopsis and Purpose Diversified Manufacturing, Inc (DMI) is a multibillion dollar company which calls Denver, CO it home. DMI manufactures and distributes electronic, photographic, and reprographic equipment

More information

The Ideal Lean Scorecard Assessment Tool

The Ideal Lean Scorecard Assessment Tool The Ideal Lean Scorecard Assessment Tool Mitch Millstein, CFPIM, C.P.M., CQM, CQE Supply Velocity, Inc. mitch@supplyvelocity.com (314) 406-4962 October 2013 info@supplyvelocity.com 1 Using the Ideal Lean

More information

HOW TO TRANSFORM. Supplemental Chapter for THE SCIENCE OF LEAN SOFTWARE AND DEVOPS. Extra Material for Accelerate by

HOW TO TRANSFORM. Supplemental Chapter for THE SCIENCE OF LEAN SOFTWARE AND DEVOPS. Extra Material for Accelerate by HOW TO TRANSFORM Supplemental Chapter for THE SCIENCE OF LEAN SOFTWARE AND DEVOPS Extra Material for Accelerate by Nicole Forsgren, PhD Jez Humble, and Gene Kim 25 NW 23rd Pl, Suite 6314 Portland, OR 97210

More information

THE ZEN OF A CONNECTED BUSINESS. Why it makes sense to move your financial information to the cloud

THE ZEN OF A CONNECTED BUSINESS. Why it makes sense to move your financial information to the cloud THE ZEN OF A CONNECTED BUSINESS Why it makes sense to move your financial information to the cloud Introduction Every day, millions of business people use different products and apps to share financial

More information

THE WORKPLACE WORK BASED A GUIDE TO GETTING THE MOST OUT OF YOUR PART-TIME JOB LEARNING

THE WORKPLACE WORK BASED A GUIDE TO GETTING THE MOST OUT OF YOUR PART-TIME JOB LEARNING THE WORKPLACE A GUIDE TO GETTING THE MOST OUT OF YOUR PART-TIME JOB WORK BASED LEARNING I OVERVIEW 02 Welcome to the Workplace Portfolio! The Portfolio is designed to help you squeeze more learning out

More information

Chapter 1 The Manufacturing Plant as a Business System

Chapter 1 The Manufacturing Plant as a Business System Chapter 1 The Manufacturing Plant as a Business System We tend to focus on snapshots of isolated parts of the system. And wonder why our deepest problems never get solved. Peter Senge The Scene Beta International

More information

Changing a culture with lean management

Changing a culture with lean management Changing a culture with lean management An interview with Bryan Robertson of Direct Line Group Changing a culture with lean management 2 Direct Line Group, based in Bromley, England, is a leading provider

More information

INVENTORY MODELS. Defining Inventory. Different Types of Inventory

INVENTORY MODELS. Defining Inventory. Different Types of Inventory INVENTORY MODELS Defining Inventory Inventory is an idle stock of physical goods that contain economic value, and are held in various forms by an organization in its custody awaiting packing, processing,

More information

Infor CloudSuite Industrial Whatever It Takes - Advanced Planning & Scheduling for Today s Manufacturer

Infor CloudSuite Industrial Whatever It Takes - Advanced Planning & Scheduling for Today s Manufacturer Infor CloudSuite Industrial Whatever It Takes - Advanced Planning & Scheduling for Today s Manufacturer May 2017 CloudSuite Industrial Where Did APS Come From? APS grew out of the convergence of two movements.

More information

Anytime Adviser New Car Buying Coach

Anytime Adviser New Car Buying Coach Anytime Adviser New Car Buying Coach Welcome. This interactive guide offers you strategies for getting the best deal on a new car. Let's begin. Interested in a little guidance to negotiate your best deal

More information

Iwas stuck. I was at an institution that was never going to

Iwas stuck. I was at an institution that was never going to Deferred Maintenance Reporting for the Have-Nots By Richard L. McDermott Qualification This topic is not for institutions that have plenty of money, which replace everything in the facilities inventory

More information

1. Inventory management

1. Inventory management 1. Inventory management 10.1 Introduction The importance of proper inventory management is evident when one considers that inventories have lead to the demise of many a business. The downfall of some companies

More information

Drive Predictability with Visual Studio Team System 2008

Drive Predictability with Visual Studio Team System 2008 Drive Predictability with Visual Studio Team System 2008 White Paper May 2008 For the latest information, please see www.microsoft.com/teamsystem This is a preliminary document and may be changed substantially

More information

2010 John R. Grandzol

2010 John R. Grandzol 30% Worst Case 20% 10% 0% ACC BIS CIS FIN MGT MKT 30% Best Case 20% 10% 0% ACC BIS CIS FIN MGT MKT Relative Frequency Peer-reviewed Journal Articles (22) Author Discipline Search Term Hits # Distinct

More information

Five trends in Capacity Management

Five trends in Capacity Management Five trends in Capacity Management Planning ahead to meet business requirements and SLAs while managing: When we look at capacity management today there are a lot of challenges out there. We typically

More information

A Thought Leadership White Paper By Howard W. Coleman, MCA Associates

A Thought Leadership White Paper By Howard W. Coleman, MCA Associates Do Wholesale Distributors Really Need Better Forecasting? Exploit the Constraints - Lean Thinking Can Take Time and Cost Out of Your Inventory and Supply Chain A Thought Leadership White Paper By Howard

More information

LEAN MANUFACTURING & TPM.

LEAN MANUFACTURING & TPM. LEAN MANUFACTURING & TPM www.fourprinciples.com BACKGROUND The core area of any manufacturing facility is the shop floor. Manufacturing is most often also the largest function within an organisation. In

More information

What s the point of product management?

What s the point of product management? product What s the point of product management? Well let me tell you a story. Some of it you may recognise... www.productfocus.com Product Focus 2018 The early years Y ou ve got a product management team

More information

Buyer s Guide: Best Practices for

Buyer s Guide: Best Practices for Buyer s Guide: Best Practices for Marketing Database Cleanse Executive Summary In partnership with Ascend2, ZoomInfo conducted a study, entitled Data-Driven Marketing Benchmarks For Success, in which 234

More information

You might not realize it yet, but every time you log in to salesforce.com

You might not realize it yet, but every time you log in to salesforce.com Chapter 1 Looking Over Salesforce.com In This Chapter Solving business challenges Extending the value of what you have Deciding what salesforce.com size fits you You might not realize it yet, but every

More information

Get a clearer view of your business

Get a clearer view of your business Get a clearer view of your business Essential Tips for Every Business Owner START HERE Small businesses - we salute you Canada s small and medium businesses account for 95% of all net job creation.¹ That

More information

...Let s talk business. The Choices in Setting up a Business

...Let s talk business. The Choices in Setting up a Business ...Let s talk business The Choices in Setting up a Business Setting up in Business: The Choices In deciding to set up in business for yourself, you face a great many choices. Your first choice is what

More information

Building High Performance Teams with Scrum

Building High Performance Teams with Scrum Building High Performance Teams with Scrum by Scrum.org Improving the Profession of Software Development Eat a live frog first thing in the morning and nothing worse will happen to you the rest of the

More information

Throughput Accounting Fundamentals Financial reporting for operational decision-making

Throughput Accounting Fundamentals Financial reporting for operational decision-making Throughput Accounting Fundamentals Financial reporting for operational decision-making General: August 2016 Throughput Accounting is a simple, yet extraordinary, way to look at a company s finances. It

More information

Lesson 1: Introduction to Production, Planning, and Control (PPC) Systems

Lesson 1: Introduction to Production, Planning, and Control (PPC) Systems 1. Production, Planning and Control (PPC). This module covers: An introduction to Production, Planning and Control. Guidelines on Sales and Operations Planning (S&OP) and Aggregate Planning. Definition

More information

How to be a CULTURE ARCHITECT. by Laura Hamill, Ph.D.

How to be a CULTURE ARCHITECT. by Laura Hamill, Ph.D. How to be a CULTURE ARCHITECT by Laura Hamill, Ph.D. About the author DR. LAURA HAMILL Laura is the Chief Science Officer of the Limeade Institute and Limeade Chief People Officer has spent more than 25

More information

Synchronous Flow Helping the Countertop Fabricator to synchronize the business system March 2017 Ed Hill

Synchronous Flow Helping the Countertop Fabricator to synchronize the business system March 2017 Ed Hill Synchronous Flow Helping the Countertop Fabricator to synchronize the business system March 2017 Ed Hill Custom countertop manufacturers are much like companies in any industry. They struggle to meet a

More information

Overall Equipment Effectiveness: A Strategic and Practical Improvement Tool

Overall Equipment Effectiveness: A Strategic and Practical Improvement Tool Overall Equipment Effectiveness: A Strategic and Practical Improvement Tool Used strategically, overall equipment effectiveness can be a valuable key in unlocking a manufacturer s production potential

More information

5 Ways to Enhance Your Delivery Process

5 Ways to Enhance Your Delivery Process 5 Ways to Enhance Your Delivery Process 5 Ways to Enhance Your Delivery Process Companies want repeat customers. It s a fact you simply can t ignore. In fact, the National Law Review reports that it costs

More information

8 Benefits of Network Marketing & Communicating Them

8 Benefits of Network Marketing & Communicating Them 8 Benefits of Network Marketing & Communicating Them If you ve been in the network marketing profession for any length of time you already know the importance of leadership. It drives momentum, customer

More information

Top 10 Marketing Mistakes Even the Smartest Companies Make And How You Can Avoid Them

Top 10 Marketing Mistakes Even the Smartest Companies Make And How You Can Avoid Them Top 10 Marketing Mistakes Even the Smartest Companies Make And How You Can Avoid Them By Susan LaPlante Dube & Maureen O Grady Condon, MS www.precisionmarketinggroup.com Top 10 Marketing Mistakes Even

More information

Workforce Solutions Guide

Workforce Solutions Guide Workforce Solutions Guide [Innovative Solutions To Everyday Challenges] Part 2 1/15 Control costs. Meet deadlines. Improve productivity. Capitalize on opportunities. Manage resource constraints. Build

More information

ThermoFab and DBR: Manufacturing At Warp Speed. A White Paper Report

ThermoFab and DBR: Manufacturing At Warp Speed. A White Paper Report ThermoFab and DBR: Manufacturing At Warp Speed A White Paper Report June 2004 You probably know ThermoFab as a leading custom thermoforming provider of high-quality plastic enclosures for a wide range

More information

Warehouse Management Systems by the Numbers by Rene Jones

Warehouse Management Systems by the Numbers by Rene Jones Warehouse Management Systems by the Numbers by Rene Jones Abstract: When it comes to warehouse management systems (WMS), the stats are both shocking and thought-provoking. And although you don t see these

More information

Leading You into The Digital World

Leading You into The Digital World it.manufacturing SAP S/4HANA is GST Ready 2016 SAP S/4HANA Adoption Partner and Global Value Added Reseller itelligence solutions for the Discrete Manufacturing Leading You into The Digital World GLOBAL

More information

Cups4U Forecasting Process Design Case

Cups4U Forecasting Process Design Case Team Assignment 1 ESD.260 Logistics Systems Fall 2006 Page 1 of 5 Cups4U Forecasting Process Design Case Cups4U, Inc. is a $3 billion paper cup manufacturer based in North America. The company sells its

More information

Marketing Automation: One Step at a Time

Marketing Automation: One Step at a Time Marketing Automation: One Step at a Time 345 Millwood Road Chappaqua, NY 10514 www.raabassociatesinc.com Imagine a wall. Your small business is on one side. A pot of gold is on the other. The gold is the

More information

Strategies for Achieving Lean Despite Inherent Variability in Processes or Products

Strategies for Achieving Lean Despite Inherent Variability in Processes or Products Strategies for Achieving Lean Despite Inherent Variability in Processes or Products Dr. Hugh McManus Senior Special Projects Engineer Metis Design, Boston MA hmcmanus@metisdesign.com Former Associate Director,

More information

Our passion is creating highly effective sales and marketing strategies for SMEs and then helping them achieve their vision.

Our passion is creating highly effective sales and marketing strategies for SMEs and then helping them achieve their vision. Our passion is creating highly effective sales and marketing strategies for SMEs and then helping them achieve their vision. 2017 BROCHURE index 3 4 6 9 11 14 17 21 24 Welcome to our business What we do

More information

MAXIMIZE PROFITS VAR BUSINESS

MAXIMIZE PROFITS VAR BUSINESS HOW TO MAXIMIZE PROFITS IN A LOW MARGIN VAR BUSINESS Introduction With each passing day, VAR business is getting more and more competitive. As a result, margins have shrunk considerably which has reduced

More information