Who is Bill Gaw?
And why should we listen to him?

Lean Enterprise Articles

Lean Manufacturing Principles and Techniques 

Continuous Improvement Training Program
A Continuous Improvement Program
Featuring 8-Training Modules by Bill Gaw

Increase the effectiveness of your
Lean Manufacturing Training Program

Lean Manufacturing Simulation Game 

Production and Inventory
Management Organizations

Part 3 of 3

privacy policy

 To review other training 
 courses, click on 
  the links below: 

World Class
Manufacturing Success

Management Training

Thinking Outside 
the Box Principles 

Kaizen Blitz - Event

Lean Manufacturing Implementation

Lean Six Sigma Basics

Supply Chain
Management Solutions

Strategic Planning

Total Quality
Management Training

Production Planning Solutions

Information Technology Changes

Information systems and services have had a significant change in their "products" and delivery method. Some key ones:

• database technology—information available where it is needed
• expert systems—shared knowledge
• portable computing—send and receive information anywhere
• automatic identification—effortless tracking
• affordable computing—real time processing
• telecommunications—flexible organization structures
• alternative architecture—rightsizing of applications
• remote conferencing—unlimited teaming
• document management—graphics and text combined
• electronic mail—extended enterprise
• multimedia—computer based training
• image management—scanning input/on-line archiving/ PC FAXing

The evolution that is taking place offers an exciting oppor­tunity for change. It began with the simple requirement for data collection and information processing, migrated to systems integration, data communication, network man­agement, and systems interoperability, and is now ad­dressing the high impact area of global information access. Finally, we have reached a point where the solutions which were considered unacceptable in the past now can be reexamined with the introduction of new and more cost effective technologies. Such things as "disposable" code, used as a cheap, short-term solution for unique require­ments, the availability of a competitive market for hard­ware/software solutions, multiple computer platforms for synergistic solutions, etc. What does this mean for the future of P&IM?

The Future of P&IM

If we were to apply rigorous scrutiny to the production and inventory management function from our customers'eyes, we could reach the conclusion that in its current state, it's a non-value-added activity. Further, from a process analy­sis we could conclude it's not an important process. If we are going to focus our concerns on what adds value to the customer or what the customer feels is an important process, then we have to consider reengineering P&IM. Historically, the primary function of that area has been to "balance priorities" given limited and conflicting choices. Doesn't it make sense to realign them as part of a larger, more important process that can focus on an achievable, stretch goal, rather than deal in on-going compromise? The role they execute is important, but how they execute it is begging for change. Before you begin your "what-if" sce­nario, remember the information needed to perform any task, in any structure, at any location is available. Your role is to utilize it.

Lessons Learned

Listed below are some lessons learned after engaging in some of the solutions discussed in this article:

• Do not identify a solution and apply technology prior to a real understanding of the requirement
• Be sure to define a real process rather than important tasks and identify a process owner that champions the change
• Recognize that change is traumatic on all individuals and they should be educated in dealing with change
• Downsizing or flattening an organization is not what reengineering is about
• Remember that progressive organizations have gone beyond the concept of "management information sys­tems (MIS)" and are using the expanded toolset of "information technology"
• Do not be restricted to conventional thinking of orga­nizations or processes
• Do not consider existing restrictions of information systems

For balance of this article, click on the below link:
Lean Manufacturing Articles and go to Series 02


To stay current on manufacturing competitive knowledge, please subscribe to our weekly bulletin, "Manufacturing. Basics and Best Practices (MBBP)."  Simply fill in the below form and click on the " subscribe button." 

We'll also send you our Special Report, "6-Change Initiatives for Personal and Company Success."  

All at no cost of course. 

First Name:
Your E-Mail:

 Your personal information will never 
be disclosed to any third party.

privacy policy

Here's what one of our subscribers said about the MBBP Bulletin:

"Great articles. Thanks for the insights. I often share portions of your articles with my staff and they too enjoy them and fine aspects where they can integrate points into their individual areas of responsibilities. Thanks again."

               Kerry B. Stephenson. President. KALCO Lighting, LLC

Lean Manufacturing Menu

Balanced Scorecard Training    Lean Manufacturing Implementation
Overview of Six Sigma    Inventory Reduction Techniques
Strategic Tactical Planning   Total Quality Management
Articles and MBBP Archives    Lean Management Training
Strategic Planning Training  Lean Six Sigma Training
Performance Management Training    Kaizen Training
Thinking Outside the Box Principles  Kaizen Blitz 
Lean Manufacturing Certification Program

Lean Manufacturing Improvement  Performance Management Improvement
ISO 9000:2000 Improvement  Continuous Process Improvement
Value Steam Mapping Improvement  Strategic Planning Improvement
Supply Chain Management Improvement

"Back to Basics" Training for anyone ... anywhere ... anytime

Business Basics, LLC
6003 Dassia Way, Oceanside, CA 92056
West Coast: 760-945-5596

© 2001-2007 Business Basics, LLC