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

Auditing Manufacturing Systems 


PART V. 


Material procurement, planning, and scheduling.

— Improving the procurement and planning process.

— Reducing the amount of paperwork (work orders, purchase orders, MRP planning information & transactions) associated with releasing orders, tracking WIP, planning, and scheduling.

— Reducing cycle time from planned manufacturing and supplier order to release.

— Reducing inspection on x% of suppliers.

— Developing a supplier certification process and program.

— Increasing raw material, packaging and purchased component's inventory turns by x turns.

— Developing partnerships and improving relation­ships with the suppliers.

— Increasing EDI with suppliers.

— Reducing raw material procurement, component, and packaging cost by x%.

— Reducing premium freight cost.

— Ensuring plant material flow is driven by cus­tomer demand.

— Delegating ordering of B & C items to the produc­tion floor.

— Reducing expediting cost and time. Manufacturing effectiveness.

— Improving manufacturing flexibility, reliability, delivery and quality.

— Improving Return on Net Assets by reducing unit and total operating costs.

— Improving throughput (cycle) time by x%.

— Reducing queue (WIP) by x%.

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Managing Change

— Reducing the staging area by x%.

— Simplifying the work process.

— Reducing paperwork in manufacturing by x%..

— Increasing productivity by x%.

— Significantly improving ergonomics, housekeep­ing and safety.

— Reducing equipment and unscheduled down time by x%.

— All production employees trained in interpersonal, listening, team building skills and problem solv­ing tools.

— Having a predictive and preventive maintenance system in place.

— Reducing setup/changeover/cleanup time by x%.

— Reducing order lot sizes, batches, quantities or campaigns.

— Reducing scrap and rework by x%.

— Improving on time schedule performance.

— Synchronizing the manufacturing flow from raw material to finished goods.

— Moving to more visual controls in manufacturing.

— Eliminating detail and time consuming labor re­porting.

• Accounting and financial.

— Reducing cycle time and paperwork required to prepare an invoice by 50%.

— Reducing the cycle time for month-end closing.

— Reducing the man hours to prepare and perform budgeting, month-end closing, accounts payable, and manufacturing accounting.

— Improvingbusiness performance because of better accounting information.

— Moving to Activity Based Accounting.

— Reducing process time in managing outstanding receivables.

— Reducing carrying cost on receivables.

— Reengineering the accounting and reporting pro­cesses to provide value-added information to prof­itably run the business.

• Information services technical.

— Developing integrated systems.

— Eliminating multiple and redundant data bases.

— Reducing system and programming cost by x dol­lars.

— Improving the productivity of systems analysts and programmers.

— Reducing cycle time from system design through testing & implementation by x%.

— Working closer with the internal customers in design, development & implementation, and im­proving services provided by IS.

To be Continued

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