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

By Donald H Sheldon

Category A ERP is usually misunderstood and harassed with software program instruments and implementations yet is really a administration process for non-stop development. This e-book will unravel those myths by means of completely describing the definition of sophistication A ERP and giving specifics for attaining classification A functionality in an inexpensive time frame. Examples from successes could be referenced and the writer will construct a case for breaking the adventure to world-class functionality into bite-sized, attainable concentration parts. classification A ERP Implementation can assist agencies set the level for max effectiveness of either Lean techniques and 6 Sigma and determine ERP disciplines because the prerequisite to good fortune. Key good points: -Facilitates precise figuring out of sophistication A ERP in a "how to," approachable structure -Describes how ERP, Lean and 6 Sigma could be mixed to create the suitable setting for non-stop development -Offers distinct insurance of all features of ERP together with best administration making plans, fee making plans, revenues and Operations making plans (S&OP), grasp scheduling, execution making plans, procurement approach making plans, provide chain administration, store flooring regulate and customer support -Illustrates audit standards for affirmation of sophistication A functionality -Presents necessary insights into administration structures and responsibility infrastructures permitting extra worker involvement and profitable sharing of industrial objectives by using ERP disciplines

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Having said that, to accomplish goals effectively, the goals must be realistic, and that is where the Class A ERP process helps in the development of objectives. Two important infrastructure events happen at least monthly within Class A businesses that require scrutiny on projects linked to the objectives. One is the sales and operations planning (S&OP) process and the other is the project review process. On a more global nature, Class A organizations conduct yearly strategic planning reviews to calibrate and adjust their vision, as was described earlier in this chapter.

Work in process iv. Finished goods e. Cycle count process i. ABC stratification ii. Tolerances allowed 2. BOMs or bills of resource accuracy a. Engineering change b. Process to repair BOMs c. Audit process d. Routing linkage to BOM 3. Item master accuracy a. 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.

It all comes back to the discussion of improvement implementation methodology and what we choose to call it. ERP, lean, and Six Sigma are the names we will call the segments of our journey to world-class performance. You can probably think of other names that some of the elements we are going to discuss have been called. 12 Class A ERP Implementation: Integrating Lean and Six Sigma ERP AS THE STARTING POINT As I have briefly explained in this chapter, ERP is the overall business model defining information flow and accountability.

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