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
— 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
— Increasing EDI with
Reducing raw material procurement, component, and packaging cost
— Reducing premium
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
Improving Return on Net Assets by reducing unit and total
throughput (cycle) time by x%.
— Reducing queue (WIP)
Class Manufacturing Menu
six sigma six
scorecard training performance
quality management iso
9000 2000 training
tactical planning strategic
supply chain management
simulation game lean
outside the box
— Reducing the
staging area by x%.
— Simplifying the
— Reducing paperwork
in manufacturing by x%..
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.
setup/changeover/cleanup time by x%.
Reducing order lot sizes, batches, quantities or campaigns.
— Reducing scrap and
rework by x%.
— Improving on time
Synchronizing the manufacturing flow from raw material to finished
— Moving to more
visual controls in manufacturing.
Eliminating detail and time consuming labor reporting.
• Accounting and
Reducing cycle time and paperwork required to prepare an invoice
— Reducing the
cycle time for month-end closing.
Reducing the man hours to prepare and perform budgeting,
month-end closing, accounts payable, and manufacturing
Improvingbusiness performance because of better accounting
— 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
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