For many years, “lean” has been a hot topic among automotive manufacturers. It is well known in the industry as the method Toyota has used successfully to streamline operations, reduce cost, and optimize the quality of its products. You may have heard claims about what lean can do based on the results of Toyota and other manufacturers and question how many of these claims are true. As an automotive OEM, you know the complexity of your product flow and how dependent your customer is on timely and accurate deliveries. Can lean be applied to the specific needs and challenges of your manufacturing process?
Millions of pages of text are dedicated to Sarbanes-Oxley compliance. What is it? Why do we need it? How do we achieve it?
In its simplest form, Sarbanes-Oxley is intended to provide for a more accurate and transparent financial disclosure for public companies. Financial disclosures are produced from transactions maintained within the company’s systems and processes, building blocks of the organization, but requiring a keystone to maintain the integrity of the internal controls and structure.
The keystone to Sarbanes-Oxley compliance is to clearly define an application security structure that easily empowers individuals to complete their assigned responsibilities while providing accountability throughout the organization to minimize the risk of unauthorized activities. Glovia’s standard applications, including Security Manager and Audit Manager, provide the tools for shaping the keystone to fit your specific business structure.
Organizations must evaluate their businesses to understand themselves, the market they are in, and the customers they serve.
Especially true for high volume manufacturers, proper alignment is essential, otherwise they are destined for failure. Shrinking margins, limits in differentiation, excessive proliferation, endless uncertainty, the list goes on and on. Manufacturers need a strategic approach and a plan of action that will guide them through the uncertainty and minimize their time and costs in production. To compete, competitive advantages must be developed by concentrating on three areas: manufacturing competencies, strategic alignment and best practices. Before a manufacturer decides how to balance the three, they must first evaluate the current position of their business and the market and then determine which direction they are both heading.
Most products pass through a development period during which time the data is very volatile. In advanced technological industries such as electronics, as well as most Engineer-to-Order and Make-to-Order environments, this volatile situation may exist throughout the life of the product. Additions to the product are made from time to time, using both existing and new parts, while other parts are deleted. Modifications range from a small change affecting a single item, to a design change involving a number of assemblies. The changes may affect the date, product definition (BOM and routing), tooling, inspection gauges, etc.
This white paper addresses the issues involved in engineering changes and how GLOVIA G2 functionality supports them.
Kanban is a Japanese word that literally means billboard sign. The term has been modified in its application of manufacturing activities to mean card or ticket. Toyota originally developed Kanban manufacturing techniques. The Toyota approach used cards as a signal that additional items were required to meet production schedules. So in its simplest form Kanban manufacturing uses a card to signal someone that an action is required to apply additional items to the shop.
The use of Kanban manufacturing techniques will help a company move to a just-in-time manufacturing environment. This then becomes one of the tools that can be used by a company to be more competitive in today’s environment.
Traditional logic assumes that all inventory is available to satisfy any customer requirement and does not allow for the separation or allocation of specific materials, parts, or in-process work for customer-specific use. The ability to maintain separate customer identification within the general population of parts and orders has traditionally been used in Contract and Project manufacturing environments. However, in today’s customer-oriented world, this identification approach is very useful in providing clear identification and availability of materials for specific customer demand-even in Assemble-to-Order, Make-to-Stock, or Repetitive manufacturing environments.
Separation of inventories is not uncommon in Japan where a Seiban (meaning “a manufacturing number”) is often assigned to customer-related inventory, work orders, and purchase orders. Glovia and Fujitsu have developed a unique implementation of Seiban-enabled MRP called PRP that allows the separation of product or customer-specific activities from the general MRP population.
Many manufacturers are finding it increasingly difficult to improve their financial performance. At the same time they are getting decreasing returns from their cost reduction initiatives, they are being buffeted by powerful market forces-growing customer expectation, rapid product commoditization, and global competition.
However, manufacturers do have an overlooked asset they can leverage to overcome these challenges: their post-sale service business. Long considered a second-class corporate citizen by many, service businesses are finally being recognized for the valuable contribution they make to the bottom line. Recent studies have shown that a manufacturer gets up to 40 percent of its revenues and more than 50 percent of its profits from services.
This white paper explores the growing importance of post-sale service to manufacturers and the steps manufacturers must take—and the investments they must make—to revitalize their service businesses.
This paper discusses the various functions within Glovia that address service as an entity. The paper takes on the subject in three contexts, which address the Service item itself as well as the after-market provision of those services.
Any organization that supplies a product is aware of the concept of service. That is, if your organization provides a product to the market, your organization – or someone designated by your organization – is ultimately responsible for supporting that product. This is particularly relevant to manufacturing organizations.
Many manufacturers have attempted to manage their supply chain more effectively through Sales and Operations Planning (S&OP). Sales and Operations Planning is a process, not an event. This process is meant to develop and evaluate the numerous tactical strategies available to the business, choose the one that contributes the most toward realization of the firm’s long-term objectives, and measure the actual performance versus the plan.
There are just three topics that need evaluation and consensus in most firms. Production is needed to support the expected level of Sales and maintain a buffer Inventory — PS&I. In manufacturing firms, Production is the major operations activity, Sales and Marketing forecast what is needed because they are close to the customer, and Inventory is important because it is a result of the interaction of the first two and is almost always one of the largest items on the firm’s balance sheet.
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