Solving Your Resource Management Problems
Do you need help with any of these problems? Here's how you can get started.
In Customer and Business Performance
Poor flexibility to the customer
Last-minute surprises regarding customer orders
Late or missed customer deliveries
Customer requested changes and customizations take too long and are too expensive
Poor inventory performance - excessive inventory, low turnover
Excessive work in process inventory
Cash flow problems: too much inventory, or inventory in the wrong places in the supply chain
Excessive manufacturing cost
Excessive purchasing costs
Unexpected excess cost: overtime, freight, etc.
Inconsistent quality, excess scrap and rework
In Demand Management And Customer Service
Abnormal demands not identified soon enough
Customer “big events” not managed or forecasted.
Ownership lacking for the forecast or sales plan
What to forecast is a significant issue
Overall customer service is poor
In Lean Manufacturing
Excessive time & cost for setup/changeovers
Some work centers overloaded, some under loaded, causing poor utilization of people, disjointed flow and capacity bottlenecks.
Unexpected downtime resulting in schedule disruptions and expensive avoidable repairs
Excessive number of non value adding steps causing inflexibility, long lead times and waste
Complex scheduling system resulting in slower product flow, excessive paperwork & transactions and no visual controls.
Constant material and capacity shortages causing poor customer service, missed deliveries, and expediting
Kanbans or Demand Pull signals that result in excess inventory or late deliveries
Quality problems that interrupt the flow
In Manufacturing And Purchasing Performance
Poor manufacturing on-time delivery performance
Poor supplier on-time delivery performance
Last-minute production surprises
Excessive lead times
Inflexible plant schedules
Inflexible manufacturing processes
Push scheduling system causing excessive WIP and missed schedules
In Manufacturing Management
Disjointed and dysfunctional manufacturing flows
Erratic production schedules causing intermittent, start and stop flows and missed schedules
Excessive production floor paperwork and transactions
Excessive and unexpected downtime
Frequent shortages as well as excess inventory
Capacity problems and surprise production bottlenecks
In New Product Introductions
New product development takes too long and is too expensive
Too many last-minute surprises in the product development cycle
Time and cost targets are unreliable
Too many product changes (ECNs) after product launch
Engineering deliverables (parts list, structured bills, routings, drawings, visual aids, or material specs) are always late
No defined and formal new product introduction process including phases & gates milestones exists in the company
No post audit & root cause analysis of the new product introduction problems exists
Issues associated with new product introductions are not communicated effectively outside the engineering organization
The new product introduction process is too complex.
In Overall Supply Chain Performance
The supply chain is not well synchronized. Individual pieces may work well, but overall things are fairly disconnected
Supply is out of balance with demand, or demand is out of balance with supply
Too short of a planning horizon
Vendor managed inventory program doesn't exist or is not working as anticipated
Effective distribution planning approach or system does not exist
Supplier certification program does not exist or is not working as well as expected
Bills of material have bee over structured contributing to complexity and performance problems
Lot sizes (order quantities or campaigns) are too big
In Management Information
Greater supply chain visibility is needed
There are no integrated business plans.
Executives lack the information to validate the business
Operating managers don't have accurate information to measure performance.
Operating managers lack ownership for supply and demand plans.
Finance doesn't use the operational supply and demand information for profit or cash flow projections
In Working Together As A Team
Departments operate as silos
Dysfunctional communication processes
Problem/project of the month mentality
Employees have not been trained in use of problem solving tools, so problem solving activities are informal and erratic, with slow progress solving real problems
People don't feel empowered to act or to solve problems
Action Teams tend to spend too much time in analysis and too little in actual implementation
Action teams lack direction and focus
Listening and communication skills are poor or non-existent
The climate of the organization does not allow people to be involved in solving business problems.