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Highlights of our full range of training courses / Workshops:Lean & Agile Supply Chain / Inventory Modelling Lean & Agile Manufacturing Planning & Control Operations Management / Team Leader Training Step Change Management / Business Process Reengineering Procurement (Purchasing & Supplier Management) Product Management / New Product Introduction / Quality Management
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Relevant Training Course / In-house Workshop Highlights:S01 Business Process Re-engineering (BPR) (Exec overview) S02 Business Process Re-engineering (Detail) S03 Vision of a World Class Organisation S05 World Class Change Management S06 Introduction to Benchmarking (overview) S07 A Guide to Benchmarking (detail)
Relevant Further Reading: The following further articles were mentioned in this paper:a. Permanently Maintained Website Articles: Participative Sales and Operations Planning b. Previously Featured Articles from our Archives (Up to 2 per organisation available on request): B045: OTIF (on time in full) T007: CARAP: (Process Effectiveness Measurement (or why OEE / OME is for the birds) T040: Measuring MRP Success or Delinquency Q017 Benchmarking Getting Started Q029: What is "world class" forecast accuracy at National SKU level? |
Note 1: We tend to use raw material line shortages since this measures overall availability to where the items are needed and includes direct line feed methods and raw material stores efficiency. Note 2: There are 3 exceptions (agricultural crops, products / processes requiring maturation, and strategic spares, the effect of which can be ring-fenced), but otherwise you should be able to achieve: an overall stock turn roughly equal to 1-2 times the process lead-time of a typical job that you are expediting through the process without queuing (E.g. If your overall manufacturing lead-time without queuing is 2 weeks, you should have about 2-4 weeks' worth of total inventory); with excellent customer service (>98% of customer orders / schedule call offs, On-Time-In-Full). For this reason it is difficult to provide outside industry comparisons for stock turn, except it is possible to quote some examples for particular industries:
Note 3. We do not recommend the use of Overall Machine Effectiveness OME / OEE (See Previous Technique T007: CARAP (Process Effectiveness Measurement (or why OEE / OME is for the birds) because we feel it is meaningless for any resource other than the bottleneck. We also do not recommend composite measures such as this because it does not help in problem solving. Note 4. In most of our work floor space savings may be an objective. However ongoing measurement is unlikely to influence this. These changes can only be brought about from major change programmes, which might include:
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Whilst great care has been taken to provide relevant, accurate, practical, advice based on our considerable process design and development experience, this will almost certainly require interpretation into the context of your unique business. Please be careful in doing so and if in doubt seek expert advice. We would welcome your feedback!
© SM Thacker & Associates 2011