Mastering the 10-Basics of
as presented via Bill Gaw's e-Tutorial Library
Many historic, recurring day-to-day problems (perhaps
the same problems that plague your operation)
can be permanently eliminated by a tenacious execution of Bill's
10-Basics of MRP-LEAN Manufacturing.
for individual and team empowerment
10-Basics for increasing speed
10-Basics for improving customer responsiveness
10-Basics for tenacious
10-Basics for implementing
a point-of-use supply chain
10-Basics for creating a fun working environment
10-Basics for individual growth and earnings
10-Basics for creating a winning
I realize the
word "BASICS" is not very sexy. But it is a very
important thing to understand. Mastering MRP-LEAN manufacturing basics of what has worked in the past establishes
needed to successfully implement and optimize the change initiatives of
today and tomorrow.
Bill Gaw's MRP-LEAN
Manufacturing e-Tutorial Library
(You'll receive both .pdf and .ppt versions)
The Library contains 10-e-Tutorials covering the 10
basics of MRP-LEAN Manufacturing with a total
of 357 charts and graphs with relevant narratives plus "lessons
learned" from a MRP-LEAN manufacturing "been there, done
that" LEAN professional. The
delivered via Internet in both .pdf and .ppt downloads
and can be installed on all Internet
devices and a company's Intranet.
e-Tutorial No. 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.
If MRP-LEAN are not in the plan as a strategic objective....
they will never produce to expectations.
Sales & Operations Planning
Bringing sanity to
shop floor and supply
chain scheduling require continuously improving
the integration of sales forecasts, master schedules and
No. 3: Point-of-Use Supply Chain Management
will never achieve their manufacturing expectations as
long as business leaders continue to talk about value-added supplier
partnerships, while continuing to deal with their suppliers as
are obsolete and huge non value added contributors. How and why
point-of use inventory is back.
No. 4: Information
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
No. 5: Value
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.
No. 6: Kaizen
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."
No. 7: Performance Management
Financial numbers may tell us who's winning the war, but it takes a motivational balanced
performance measurement system to win all the battles along the way. Remember, without data
management is just another opinion.
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. There just isn’t any other more
important program in our pursuit of profits.
No. 9: Sequential and Linear Production
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. As companies struggle to remain competitive, one of the
strategies by which gains in speed, quality and costs can be
achieved is to implement and optimize sequential and linear
No. 10: Empowered, Self-directed Work Team Development
A primary reason why many LEAN transformations have not delivered
results to expectations is lack of effective training and management
transformation has come to many companies that have trained and
empowered self-directed work teams.