No matter what industry you are in and no matter what channels you are serving your Customers expect delivery of their goods on time.
You may have different pressures, to increase profits for instance, but you must take care of the basic expectation of on time delivery first.
If you don’t have on time delivery all your other pressures will not matter. Your customers will go elsewhere and your business will fail. Even if you have a unique product that no one else in the world has (for now) you must deliver on time to your customers. If not there will always come a time when your customers will be able to go elsewhere.
Providing on time delivery may seem basic. But it is the foundation on which the rest of your business must be built.
Continue reading “On Time Delivery – Get that right First before all else!”
A Sales, Inventory and Operations Planning (SIOP) business process is an essential element for running a successful business. SIOP will allow you to improve your forecasting, capacity and resource planning, cash flow, and inventory levels.
Yet there are many challenges with getting a proper, functioning SIOP process in place. If the benefits are so clear why is it so difficult to get SIOP going and then to sustain it?
Continue reading “SIOP – 4 Challenges in Starting and Sustaining a SIOP Business Process”
Aggregating your procurement spend for the purpose of delivering greater value is a sound objective. Theoretically you should be able to generate better service, better terms and conditions, and better cost.
Yet there can be many obstacles in your way to achieving this seemingly simple goal. Loss of control, fear of job loss, questionable benefits, and a perceived loss of margin are some of the obstacles you may run across. We discussed these in greater detail in our post Procurement (Part 1!) – The Spend Aggregation Obstacle Course!
You may be trying to aggregate spend within your company or across companies, or you are trying to outsource this to a Group Purchasing Organization (GPO). To overcome the Spend Aggregation obstacles there are a series of enablers you need to enact to make this successful.
Continue reading “Procurement (Part 2) – How to Enable Spend Aggregation!”
Collaborative Robots, Making Manufacturing Jobs More Valuable:
People using robots to improve productivity, safety, consistency, and learning
By Tony Giovaniello, President, Economic Development Corporation (EDC) of Shasta County
Continue reading “Collaborative Robots: Making Manufacturing Jobs More Valuable”
We had completed value stream mapping the current state processes across some very significant business processes in the company. It took a fair amount of time even though we had the active involvement of subject matter experts and leaders from every functional organization.
When all was said and done the current state involved hundreds of process steps, almost 200 pain points, and dozens of iterative, repetitive loops. The company was just being introduced to Lean process improvement techniques. And as challenging as it was to reach a common understanding of what the current processes were the difficult part was about to start.
How were we going to define and map the Future State process?
Continue reading “Lean in Retail: Value Stream Mapping your Future State Process!”
Implementing a Lean program on the Manufacturing floor, in a Warehouse operation, or in a Distribution Centre is challenging enough. There are a series of process steps in which materials are transformed or moved in some fashion.
And your Lean program has at its core the objective of making these operations as efficient as possible. But when you try to apply these same Lean principles to the support organizations, or the back office, you are likely to experience a wide range of reactions.
So why is it so difficult to implement, and sustain, a Lean program in the Back Office of your organization? Continue reading “Lean in the Back Office … Why is it so difficult?”
We had the “Call To Action” from the CEO. The business needed to be transformed to support growth. And the business needed to be financially stronger and much more productive.
With the mandate established we had named the change initiative that we were about to launch. We had enlisted leaders from every functional organization. And we had began to roll out our communication strategy.
This project involved every employee, every function, and every process in the company. We needed a simple way to prioritize all of the projects that we were about to undertake. Continue reading “Change Leadership – Successful Project Prioritization Simplified!”