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Quality Control Management

Class A ERP Implementation: Integrating Lean and Six Sigma by Donald H Sheldon

By Donald H Sheldon

Classification A ERP is usually misunderstood and careworn with software program instruments and implementations yet is de facto a administration process for non-stop development. This ebook will get to the bottom of those myths by means of completely describing the definition of sophistication A ERP and giving specifics for reaching type A functionality in a cheap time-frame. Examples from successes might be referenced and the writer will construct a case for breaking the adventure to world-class functionality into bite-sized, attainable concentration parts. type A ERP Implementation may help firms set the level for optimum effectiveness of either Lean thoughts and 6 Sigma and determine ERP disciplines because the prerequisite to good fortune. Key positive aspects: -Facilitates specific knowing of sophistication A ERP in a "how to," approachable layout -Describes how ERP, Lean and 6 Sigma should be mixed to create the correct atmosphere for non-stop development -Offers specified insurance of all points of ERP together with best administration making plans, price making plans, revenues and Operations making plans (S&OP), grasp scheduling, execution making plans, procurement strategy making plans, provide chain administration, store flooring regulate and customer support -Illustrates audit standards for affirmation of sophistication A functionality -Presents precious insights into administration platforms and responsibility infrastructures permitting extra worker involvement and profitable sharing of industrial targets by utilizing ERP disciplines

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Additional resources for Class A ERP Implementation: Integrating Lean and Six Sigma

Sample text

The following example supports the theory. Class A ERP certification is often itself a goal designated as a twelve-month business imperative. In many of the organizations I have worked with, this is the case. The right way to implement this process is to have several smaller projects rather than just one huge company-wide project. For example, Class A performance in the inventory record accuracy space should not take more than 120 days and should have a specific team assigned to it. The Class A project team, as the top-level project in this hierarchy, may be made up of several team leaders of the smaller projects subservient to the Class A ERP certification business imperative.

According to the Production and Inventory Control Handbook by James H. I. Case, Twin Disc, Black & Decker, and Perkins-Elmer. Also according to this text, the American Production and Inventory Control Society (APICS) and a few pioneer organizations started the MRP revolution in the early 1970s. MRP was a simple idea in those early days — and a good start. BOMs that defined the recipes of the products created the requirements. Inventory records were then accessed and requirement quantities netted against available balances.

Lead times b. Cost standards 4. System security 5. Part number design Execution of Schedules and Plans 1. Procurement process a. Linkage to MPS b. Supply chain communications process c. Management systems 2. Shop floor control a. Linkage to MPS b. Communications process c. 4. Not only has the number of metrics increased, but so has the threshold of acceptability. 4. 2000s Class A Metrics Measurement Minimum Performance Requirement Profit and/or budget accuracy Sales forecast accuracy by product family Production plan accuracy by product family MPS accuracy Safety Schedule stability First-time quality Inventory record accuracy BOM accuracy Item master accuracy Daily schedule adherence Procurement process accuracy Customer promise accuracy Overall performance 95 percent 90 percent 95 percent 95 percent 0 recordable accidents 95 percent 97 percent 98 percent 99 percent 95 percent 95 percent 95 percent 95 percent 95 percent* * Sustainability normally is required and proven by showing 95 percent performance overall for at least three months.

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