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 Best-in-Class Manufacturing."
for optimizing and sustaining growth and profits
10-Basics for increasing speed
10-Basics for improving customer responsiveness
10-Basics for transforming a vision into reality
10-Basics for exceeding goals and expectations
10-Basics for creating a fun working environment
10-Basics for individual growth and earnings
10-Basics for creating a winning culture.
The e-Library is a grouping of 10 Mini-Courses with a total
of 357 PowerPoint charts and graphs with note page content plus "lessons
learned" from a manufacturing "been there, done that" professional.
The e-library is
delivered via Internet download and can be installed on all Internet
devices and a company's Intranet. You'll also be able to print hard
copies and create an effective reference binder for your company
trainer. (Training package also includes a "Train-the-Trainer" Manual
and a "How to Overcome
Objections and Road-blocks" presentation.)
Basic 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.
Sales & Operations Planning
Bringing sanity to
floor and supplier scheduling requires continuously improving
the integration of sales forecasts, master
schedules and day-to-day
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
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
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 scorecard 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 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. 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. As companies struggle to
remain competitive, one of the strategies by which gains in speed,
quality and costs can be achieved is to pursue and achieve linear