ABC Analysis and Kanban . . . New Levels of Efficiency
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This document discusses ABC analysis and Kanban systems. It provides an overview of what a Kanban system is and why companies use them. The goals of implementing a Kanban system at one company are described as reducing overall inventory levels from over 3,500 SKUs and $1.75M to 2,000 SKUs and $600k. The document outlines steps for starting with internal Kanbans, setting signals and triggers, using historical data to analyze effectiveness, and optimizing quantities and intervals. Potential issues that could arise are also addressed.
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Inventory Management and its best practices. ABC Analysis, Optimize pick & pack processes : discrete order picking, zone picking, wave picking, batch picking; batch tracking, reorder point, optimize inventory turnover rate, carry safety stock, different ways to reduce your inventory structuring your stock take
Joel Marusiak, Neovia Logistics presenatation at Spare Parts 2013
"Global Inventory Management Strategy, Design & Execution:
Optimisation & Flexibility Amidst Constant Change" Joel Marusiak, IM Solutions Manager - EMEA, Neovia Logistics presenation at Spare Parts Business Platform 2014.
Find out more http://www.sparepartseurope.com/
Unit 4 materialsmanagement 140105053839 phpapp01
The document discusses various concepts related to materials management. It defines materials management and provides an integrated approach covering areas like materials planning, purchasing, inventory control, and waste management. The objectives of materials management are outlined as minimizing costs, ensuring continuous supply of materials, and cutting costs through standardization. Key functions discussed include purchasing, inventory control, storing, and disposing of scrap materials. The document also covers topics like economic order quantity, ABC analysis, material requirements planning, and enterprise resource planning.
Avery Denisson case study (1).pptx
The document discusses strategies for a company to address declining performance in key areas like increasing customer churn, declining service levels, and space constraints at factories. It recommends tackling space shortage by implementing inventory classification systems, KPIs to identify slow-moving inventory, and deep racking. It suggests improving service levels by segmenting the supply chain, reducing forecast errors, and calculating appropriate safety stocks. It also advises improving innovation success rates by removing silo thinking across departments through open innovation.
Operational Analytics Made Easy
Every Angle is an operational analytics platform that fills the "solution gap" between operational execution and business IT systems. It empowers users to "Know More" through built-in intelligence and insight and "Act Faster" through self-service reporting, analysis and actionable insights. Premier Foods implemented Every Angle to improve understanding of issues across processes, control key processes, and improve outcomes related to customer service, responsiveness and costs. They were able to develop reports and dashboards more quickly than with their previous system to gain insights into areas like orders to cash, stock reservations and master data quality.
ERP Solution - ROLLINGDICE
The document describes the services offered by Rollingdice Company including ERP solutions, supply chain management, sales management, inventory management, and logistics management. It provides details on each of these services and how they can help businesses manage suppliers, sales, orders, inventory levels, and deliveries in an integrated system. The overall goal is to provide business intelligence and optimization to help companies run efficiently.
Lean In Manufacturing
Lean manufacturing or lean production, often simply "lean", is a systematic method for waste minimization ("Muda") within a manufacturing system without sacrificing productivity.
Agile supply chain
The document discusses strategies for achieving an agile supply chain. It defines three types of supply chains - traditional, lean, and agile. An agile supply chain is well-suited for innovative products with unpredictable demand. The characteristics of an agile supply chain include flexibility, market sensitivity through a virtual network, postponement, and applying some lean principles upstream of the decoupling point. Rules for achieving agility include accepting uncertainty, reducing it through better forecasting, avoiding it through flexibility and short lead times, and hedging against it with buffers. The case of Zara demonstrates market sensitivity, postponement, and achieving flexibility through a hybrid lean-agile approach.
Just in time
The Just-in-Time (JIT) inventory system aims to have the right materials arrive at the exact time needed in the production process to reduce waste. It was developed by Toyota and involves small, frequent deliveries and low inventories. Implementing JIT requires changes across the entire organization and supply chain, as well as close coordination between all parties. While it lowers costs, JIT also exposes organizations to risks from supply disruptions.
Just in-time
- Just-in-Time (JIT) and Total Quality Control (TQC) aim to improve efficiency and quality by reducing waste. JIT exposes problems while TQC eliminates constraints.
- JIT uses a pull system, small batch sizes, continuous flow, and kanban cards to minimize inventory and response times. TQC follows the plan-do-check-act cycle to continuously improve processes.
- The seven types of waste include overproduction, waiting time, transportation, inventory, unnecessary motion, defects, and excess processing. JIT and TQC work together to maximize customer value while using resources efficiently.
Similar to ABC Analysis and Kanban . . . New Levels of Efficiency (20)
Inventory and Demand Planning Overview - Taste of Analytics
Inventory and Demand Planning Overview - Taste of Analytics
Strategic Inventory Planning for the Holiday Shopping Rush
Strategic Inventory Planning for the Holiday Shopping Rush
Joel Marusiak, Neovia Logistics presenatation at Spare Parts 2013
Joel Marusiak, Neovia Logistics presenatation at Spare Parts 2013
ABC Analysis and Kanban . . . New Levels of Efficiency
- 1. ABC Analysis and Kanban New Levels of Efficiency Presented to Western Mass. APICS Chapter #19 By Thomas G. Cantin, CPIM, MBA Copyright 2015 All rights reserved
- 2. What is a Kanban System? LEAN MANUFACTURING
- 3. What is a Kanban System? • Kanban is a method of Just-In-Time production that uses standard containers or lot sizes with a single card attached to each. It is a pull system in which work centers signal with a card that they wish to withdraw parts from feeding operations or suppliers, indicating the need to replenish or produce more. A second card may be used to signal the movement of material.1 1 APICS OMBOK Third Edition
- 4. Why do You use a Kanban System? BECAUSE WE WERE TOLD TO BY THE BOSS
- 5. Why do You use a Kanban System? • Visualize your work • Reduces your Work in Process (WIP) • Moves your work along steadily • Improves your work flow • Releases your work on demand • Simplifies your production planning • Eases your purchase planning • Increases your Customer Satisfaction • Eliminates your Employee Confusion • Minimizes your overproduction risks Business Process Improvement, Lean Thinking, Top Ten by Chris Andersen, 09/30/2009
- 6. GOAL: Reduce Overall Inventory • Current State: More than 3,500 SKUs under Kanban control More than 9.8 million pieces of inventory More than $1,750,000 tied up in inventory • Future State: Only 2,000 SKUs under Kanban control Just over 3.25 million pieces of inventory Approximately $600,000 tied up in inventory
- 7. Start with Internal Kanbans • Lot Sizes • Lead Times • Pull Intervals • True Demand • Service Levels • Safety Stock Question Everything!! MUST BE UNIFORM LOT SIZES
- 8. Signals and Triggers • Keep them as simple as possible – Same basic logic internal and external – Make, Move or Buy and POs with releases • Educate and Communicate – Everyone who is involved needs to know – When in doubt, talk about it MUST BE UNIFORM PULL INTERVALS
- 9. Kanban Effectiveness • When did your company start a kanban system, and when was the last time it was audited by anyone? • Should be audited and reviewed at least on an annual basis. • Historical data detailing usage of every item over the last 12 months is where we want to begin.
- 11. ABC Analysis
- 12. Optimizing Quantities and Intervals 1. Set an initial goal to cut all quantities and lead times in half. 2. Force internal and external suppliers to articulate their specific reasons and obstacles. 3. Remind everyone that reduced quantities will result in more available capacity. 4. Concentrate on the “vital few” A items to start. 5. Reassure internal and external stakeholders that everything will be okay. 6. Check in often and correct mistakes made.
- 13. What Could Go Wrong? • Stockouts of items needed by Customers • Idle Internal Work Centers • Suppliers with minimal PO activity – Concerns about the overall business level – Worries about covering overhead and labor – Reduced production hours and profitability – Potential need to lay-off employees – Hesitance to buy additional raw materials – Need to look elsewhere for business
- 14. Sales Strategies and Seasonality • Customer order variation (by Segment) – Incorporating and consuming forecasts – Quantifying your target service level • Production lot sizing (by Component Type) – Lot-for-lot – Fixed order quantity • Seasonal Variation – Are they accounted for in planning, purchasing, and the kanban design?
- 15. Don’t Accept the Status Quo! EVERYONE HERE TONIGHT HAS THE KNOWLEDGE, SKILL AND ABILITY TO CHANGE THE OUTCOME!
- 16. Executive Support • Understand what their drivers are. • Use data and specific examples to relate opportunities and resource allocation, such as: – Safety Stock to maintain Service Levels – Human Capital for Cycle Counting – Inventory Metrics (Turns, Days or Dollars) • Try to provide multiple options instead of simple “Yes” or “No” decisions.
- 17. Business Consulting Education & Training Professional Services College Searches cantinmanagementgroup.com (413)427-6536