Helping You Get to Where You Want to Go.
raining materials tell you what you need to do.
What's usually missing is identifying and mastering the "How To."
"Best-in-Class Manufacturing e-Library"
not only tells you what to do... it shows you how to do it: Here
are some of the "How To" you'll find in his e-Library:
* How to initiate, develop and empower
* How to
develop and optimize your "walk-the-talk"
How-to "bullet-proof" continuous process improvements
How to eliminate the need for unproductive meetings
* How to create motivational performance scorecards
* How to eliminate EOM chaos (Hockey Stick Syndrome)
* How to accelerate MRP (Push) to LEAN (Pull) results
How to reach your full growth and earning
* How to
gain recognition for bottom line contribution.
The e-Library contains ten e-Tutorials with a total
of 357 charts and graphs with relevant narratives plus "lessons
learned" from a been there, done that,
make-it-happen manufacturing professional.
delivered via Internet in both .pdf and .ppt downloads
and can be installed on all Internet
devices and a company's Intranet.
(Both .pdf and .ppt versions)
1: Strategic Planning & Tactical Execution
Strategic planning is a business process that many companies employ to identify their critical success targets that set the course for future growth and profits.
Without effective tactical planning and execution, strategic plans
simply become another book on executives' book shelves. e-Tutorial No.
1 focuses on improving tactical Planning and execution.
Sales & Operations Planning
Bringing sanity to
floor and supplier scheduling requires continuously improving
the integration of sales forecasts, master
schedules and day-to-day
e-Tutorial No. 2 covers an effective visual scheduling
and monitoring approach.
3: Point-of-Use Supply Chain Management
will never achieve best-in-class manufacturing expectations as
long as business leaders continue to talk about value-added supplier
partnerships, while continuing to deal with their suppliers as
e-Tutorial No. 3 present the elimination of the stockroom and a move
to point-of-use inventory.
MRPII/ERP expectations will not be achieved when day-to-day
production and manufacturing/supply chain control systems are
driven by inaccurate, untimely and uncontrolled data and/or
documentation. e-Tutorial No. 4 emphasizes how poor data and
information create non-value added chaos and how to identify and
eliminate their root cause.
Analysis of the processes which the maps
represent can help you increase customer satisfaction by identifying
actions to reduce process cycle time, decrease defects, reduce
costs, establish customer-driven process performance measures,
reduce non-value-added steps, and increase productivity are a few.
e-Tutorial No. 5 presents the process that produces the before and after
No. 6: Continuous Improvement
Price Pritchett puts it this way," Without Kaizen,
you and your employer will gradually lose ground. Eventually, you’ll
be “out of business,” because the competition never stands still."
e-Tutorial No. 6 details a quick and effective Kaizen Event procedure.
No. 7: Performance Management
Financial numbers may tell us who's
winning the war, but it takes a motivational balanced scorecard
measurement system to win all the battles along the way.
Remember, without data you're just another opinion. e-Tutorial
No. 7 drives home the important of establishing a company-wide
graphic display of daily, weekly and monthly performance chates.
No. 8: Cycle Time Management
If your business teams can handle only one strategic
initiative at a time, then let it be the implementation of a
cycle time reduction program. e-Tutorial No. 8 shows why there just isn’t any other more
important program in our pursuit of profits.
No. 9: Sequential Production
Effective shop floor control has proven elusive as we have upgraded
our manufacturing control system from MRP to MRPII and then
to ERP. To capture control of shop floor activities, we need to
stop beating a “dead horse” and implement the Sequential
Production Process. e-Tutorial No. 9 covers why and how the winners are!
No. 10: Production Linearity
Companies will never achieve their full growth and profit potential
if they produce more than 25% of their monthly shipment plan in the
last week of the month or more than 33% of their quarterly shipment
plan in the last month of the quarter. e-Tutorial No. 10 advocates one of the strategies by which gains in speed,
quality and costs can be achieved is to pursue and achieve linear
Train the Trainer Manual -
Should you decide to use your e-library for team training,
we include a hard copy of an effective training methodology... a
vital train-the-trainer e-book.