Need revenue? Use your Supply Chain to get new customers January 5, 2011
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The greater elasticity your customer’s demand is for your competitor’s products, the more market share you can take by offering flexibility! What types of flexibility matter in your industry?
Can you can enable these capabilities?
- Very short lead time- Be the hero, use smart supply chain practices to deliver products just-in-time
- Configure to order- Get new customers by offering options and features not commonly stocked by others
Want to hear more, send a quick note to solutions@ppandt.com
Tips for reducing inventory in a global market December 4, 2010
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Do you have the data available to manage inventory levels globally? Here are the 4 things required to get stared;
- Physical inventory accuracy- needs to be 95+%,
- Lead times- Must be accurate and current,
- Safety stock rationalization plan- Critical to have a good one,
- Demand forecast- Without one, you’re driving blind
Want to chat with an expert on how to get started, send a quick note to solutions@ppandt.com
IRA-The building block for Operational Excellence November 13, 2010
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People and inventory frequently represent the two most significant investments a business makes. Inventory transactions usually involve people from many different departments which often cause a blurring of responsibility for Inventory Record Accuracy (IRA)and makes high IRA difficult to achieve but more important, very difficult to sustain. By focusing on processes a business can achieve absolute piece part IRAs above 90% in three months, in the high nineties in a six to nine month time frame and an IRA consistently and sustainable above 99% in 12 to 18 months.
What’s the secret: use a method that collects data focused on improving the processes coupled with effective use of that other asset– people……
Want to learn more, reach us at Solutions@PPandT.com
Ready to try Lean, but what about your organization? October 8, 2010
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Typically “doing” Lean means either the enterprise wide (change the entire organization at once approach) or the shock therapy of kaizen workshops (five day events to quickly implement good changes). These are often not the right approach, instead, involve an expert and develop a specific plan for your business that focuses where the best benefits exist based on your businesses needs. We focus on building a plan that:
- Creates and sustains process improvements in manageable chunks
- Provides the thinking time needed to develop exact solutions
- Guards against losing gains
- Develops your own Lean Navigators with the skills for the journey
Want to try it, send a quick note to solutions@ppandt.com
Are you in high mix low volume environment? September 3, 2010
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Has your scheduling and capacity planning become nothing more than an expedite process?
One of the most difficult things to accomplish when you have a high mix business, where end item forecasting just doesn’t work, is getting the right parts to the right place at the right time. Complex planning software like MRP is not necessarily the answer, but it can serve a purpose. A hybrid system that uses the traditional MPS/MRP for a strictly planning function while using lean techniques for execution of orders has become the technique of choice for many companies. A system using this method can be put in place by working together with planning, manufacturing and sales to get the system started.
Business Process Management; Who is Accountable? August 1, 2010
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Accountability in business and in government is the cornerstone of good governance and ultimately, good performance. Without single point accountability for processes, organizations have no means of ensuring that what have been determined as the goals for the organization are likely to be met. Before discussing why accountability is such an important issue, let me proffer an opinion on the difference between responsibility and accountability. A person, who is responsible for a process, executes the process. A person who is accountable for a process has the authority to change the nature of a process, its business purpose and is held accountable for the aggregate performance of the process over time. When we work in organizations we see weaknesses in the way in which people are made accountable for processes.
Project Management; an Undervalued Skill January 27, 2007
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Many skills are admired and sought by individuals who want to progress in an organization. But one which would make them more effective in an organization is usually treated indifferently by the individual and the organization. People studying for their MBA and aspiring executives concentrate their learning on marketing, strategy, finance, e-commerce and organizational behavior, but rarely show an interest in project management. Yet the skills of a good project manager, if practiced, will improve an individual’s capability in almost all other disciplines and are every bit as valuable as those of a good CEO.
Good project managers have the skills required of good CEOs. They apply their skills on a single or a few projects where a CEO applies their skills across several projects.
Projects may be difficult because of their length, their complexity, their political nature or their high profile. Difficult projects require good project managers.
Unfortunately, good project managers are usually not valued by their organization and are required to move into general management to get recognition for their skills.
The corollary, of course, is that unsuitable people are thrust into the role of project managers and most projects fail the test of full functionality on time and on budget.
Are you undervaluing your project managers and at what cost?
Want to hear more, send us a note to schedule a call at solution@ppandt.com
