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ramblinwreck

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  • #178135

    ramblinwreck
    Participant

    Supply Chain projects I have run include Duty Draw Back programs, Supply On Time Delivery Improvement, Packaging improvement, Returnable Packaging, Freight Reduction, Freight load rates, Routing guide creation, adherance and cost impact, warehouse layout for productivity improvement, Cycle Counting methodolgy improvement, WIP Inventory Reduction, ERP System parameter settings for optimizing Supply Chain activities.
    The nice thing about SCM work is that it is never ending in the possibilities.
     
    Good luck

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    #178022

    ramblinwreck
    Participant

    Being a Supply Chain/ SS Consultant and traveling a great deal, I have several Suggestions for you. Guests are not enchouraged to be frugel in Hotel Rooms but Hotels do not provide incentives either.
    If you put TV remotes with Sleep timers in all rooms, I would not keep the TV on all night after I fell asleep, saving Electricity.
     Also putting a light kill switch by the bed would make it eaasier for me to turn the lights off at night, vs leaving one or two on because I can’t find the switch or don’t want to get up to turn it off (This is more common in Europe and Asia than the US).
    Also toiletries in hotel rooms seem to me to be a big cost savings opportunity. Liquid soap dispensers on the wall for Shampoo and Shower rinse instead of small disposable bottels would be a good thing. If you can’t convince the Senior Management to go along with this offer guests a free bottle of Water or Can of Soda if they will agree to not have the room restocked with 6-8 items each day such as soap, razors, shampoo ect. In Asia this extends to Duvet covers and Bath mats as well.
    Use reusable Laundry Bags instead of plastic disposable bags. Let guests go online to fill out Laundry forms vs the expensive 3 part forms used.
    Put pencils (like golf pencils) instead of pens in hotel rooms, guests are less likely to take them home.
    In short follow around a maid for 1 day and look at all of the items she replaces in a hotlel room, and figuer out a way to get guests to want to use less or to make the delivery less expesive and more efficent. When your done there, go to the Kitchen and start all over!
     
    Good luek

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    #137735

    ramblinwreck
    Participant

    IE,
    I agree that a Mixed Model 2 Bin System might very well be the answer, BUT I still do not think there is enough information to make sure we all understand the question.
    Are the 300 parts relativly inexpensive or somewhat costly?
    Is it set up time or process time that leads you to believe that make to order will not work?
    What has been done to reduce both in your system?
    You say it is over 300 parts, but do you have demand history on these parts?
    If so and the parts are costly you might want to Kan Ban the low runners and make to order the high runners, assuming process and set up times allow for this.
    In the end it is just a math equasion delaing with time, cost and the allocation of lablor, floor space and money.
    As you business changes so will the optimal answer. So once you have set up a system make sure you have operational parameters in place to monitor the output and demands on the system.
    More information will only help
     
     
     

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    #130201

    ramblinwreck
    Participant

    The number of people only gives you more opportunites to spread the work over a larger clock time for more availile minutes/seconds.
    For example, having 10 stations in this senerio might imply you want 10 people, but if the demand is low on a particular day, you might want each person to work two stations to have the flexible staff respond to the flexible demand, while always leaving your work content (or TAKT) time constant. 
    TAKT is always calculated based on Availible Seconds/Peak Demand
    If you have more people and work them more shifts, or create a second or third line, to expand availible seconds then you have an impact on your TAKT rate. Take the extreme senerio of  having 5000 people to work 10 stations  on 1 shift ; this will not improve your availible time, your output or decrease your TAKT time.
    Ramblinwreck

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    #130200

    ramblinwreck
    Participant

    I root for the DAWGS 48 weeks of the year, but TAKT time has nothing to do with weather the stations are coupled or independent. It has only to do with Availbile time and demand. If you had two line set up TAKT time would double as staffing it would provide more availbile production time, likewise if you ran the line 3 shifts instead of 1 you TAKT time would triple due to more availible production time.
     
    Hope this helps and we’ll see see who wins this weekend.
    ramblinwreck

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    #88820

    ramblinwreck
    Participant

    I suspect as with most of life, what determines any ones expertise is RESULTS!
    Did you get the Company/Division/Plant/Office to get on the Six Sigma Bandwagon?
    Did you pick a “real” project?
    Did you solve the underlying root causes?
    Can you prove this?
    Did it save resources? ( Money, Labor, Machines, Facilities, ect.)
    Can you quantify this, and will it be sustained?
    Did you exceed or meet expectations?
    RESULTS determine success, little else.
     
    Ramblinwreck

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    #81422

    ramblinwreck
    Participant

    Hans,
    Time for what, Requisitions to become executed P.O.’s?
    Time for goods ordered to be delivered?
    Time for goods recieved to be paid for?
    Time for raw materials ordered to be consumed?
    What is it that you want to improve or measure time for?
    Ramblinwreck

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    #78962

    ramblinwreck
    Participant

    You are correct to use the Box Cox transformation. This should let you understand your data better. After you have done this the new transformed data set is something you will begin to work with to understand the range you have been operating in. This is what you need to begin to work with predicting new data points and understading what your range is. As for the users not understanding the data, just re-trasnform the data set and the new adjusted ranges for the chart/graph they will monitor once you are ready to hand off the project.
    When you are looking at Inventory Data, there are several issues in a manufacturing environment to consider,
    1) Yearly inventories will almost surely show sharp declines in the month you are taking the physical or the month preceeding the physical. This should be treated as Common Cause Variation.
    2) If you can tie your inventory levels to Sales dollars (or shipment dollars) in the same month you will begin to better understand the relationship and the data  will become more useful.
    3) Look for Special Cause variation, such as one time Sales events, or large purchases of start up materials or new product/model introductions. Treat them as special cause, unless they occur at regular intervals, then they might qualify as Common cause.
    Inventory reduction is an old Lean/SS project, it needs to have actions associated with it that are perminant in terms of reducing inventory levels in any business condition. For example moving from Traditional MRP Systems to Pull Systems, or Reducing Recieving/Shipping Leadtimes in the system. Just measuring and trying to reduce without a solid firm measuring device to insure different actions are taking place will not result in long lasting results.
     
    Good luck,
    Ramblinwreck

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    #78908

    ramblinwreck
    Participant

    Greg,
    I have been installing Kan Ban’s for 15 years. When they go well they do so because:
    1) We involved the line and Material Handeling employees in the process so they were not threatened by it.
    2) We monitored very closely the cards for the first three or four weeks, It is amazing how these come up “missing” when you know you have an employee or two who does not like the system.
    3) We made sure the entire supply chain was made aware of our shift. That is to say our supply base needed to have ample replenishment stock on hand.
    4) Initially, for some larger applications, we raised our inventory level to give the process time to work on the shop floor very well, then focused on the rest of the supply chain in back of the plant.
    5) TOP MANAGEMENT MUST BUY IN, and understand the mechanics of the process. When they are asked why they want this by the shop floor employees they must know about the pitfalls and beniftis so they can reenforce the need for the program amongst all employees.
     
    Hope this helps.
    Ramblinwreck

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    #78862

    ramblinwreck
    Participant

    Hello Hans,
    Business Process Reengineering and Six Sigma are only similiar in the end result, when you are changing processes.
    The main purpose of Six Sigma is to develope a culture within the Organization to Eliminate Waste and Reduce Variation in EVERYTHING.
    Six Sigma not only looks at Processes it also looks at Design( DFSS) and creating new processes (DMAVD) aswell as improving existing processes (DMAIC).  
    Six Sigma is meant to involve people in the change, so they are not threatened by it, but rather helping to lead it throughout the organization.
    Both Systems take Commitment from top Management.
    Buisness Process Reenginering is usually Buisness speak for reducing people and overhead costs, and therefore somewhat threatening to the workforce at large. It is not meant to be that in theory, but in practice that is what it has become.
    Good luck with your paper, I am sure you have read Micheal Hammers work on Reengineering and hope you have access to some good books on Six Sigma so you can get a feel for  what the entire program offers.
    Remeber Black Belts are just people who are given a special tool box  and training to help the organization implement the cultural shift by working on and completing projects. They act as mentors to those who need help to understand the data they are gathering and how it can be displayed and used to tell the story better
     
    Hope this helps,
    Ramblinwreck
     

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    #78645

    ramblinwreck
    Participant

    There is a one time Cash Flow pick up of $75,000 in the senerio you have given. You can also show a Carrying Cost reduction for the $75,000 in inventory, your Money Belt can help you here, He/She should know your companies internal borrowing rate to calculate this.
    You might also have the additional savings of less damage, loss of stock(shrinkage) and less obsolecence. You should be saving warehousing space which could be converted to more productive uses, such as expanded manufacturing. There are many other opportunities depending on your specific business situation.

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Viewing 11 posts - 1 through 11 (of 11 total)