Post on 13-Dec-2015
Production Staffing Schedule Able Amos NA NA NA TOTAL STAFFING Last Year This YearUnit Sales Forecast
1,600
675 - - - 2,275
Needed Complement 240
406
Inventory On Hand
- - - - - - Complement 100% 100%
Production Schedule 1,600 675 0 0 0 2,275
1st Shift Complement 154
203
Production After Adj.
1,584
569 - - - 2,153
2nd Shift Complement 86
203
Margins Overtime% 0.2% 0.0%2nd shift/Overtime% 100.0% 100.0% 0.0% 0.0% 0.0% Turnover Rate 10.0% 10.0%Labor Cost/Unit $10.65 $15.07 $0.00 $0.00 $0.00 New Employees 24 207Material Cost/Unit $14.85 $13.14 $0.00 $0.00 $0.00
Separated Employees 8 0
Total Unit Cost $25.51 $28.21 $0.00 $0.00 $0.00 Recruiting Spend $0 $0 Contribution Margin 26.1% 29.5% 0.0% 0.0% 0.0% Training Hours 0 0Physical Plant TOTAL Productivity Index 100.0% 100.0%1st Shift Capacity
800
350 - - - 1,150
Buy/Sell Capacity 150 50 0 0 0 200 Recruiting Cost $207 Automation Rating
4.0
1.0 - - - Separation Cost $0
New Autom. Rating 5.0 2.7 0.0 0.0 0.0 Training Cost $0 Investment ($000) $7,100 $3,220 $0 $0 $0 $10,320
Total HR Admin Costs $207
A/P Lag (days) 30
Max Invest. $10,697
Yearly investments of < $250,000 will create little improvement Yearly investments above $750,000 pushes into diminishing returnsInvestments of > $1,000,000 in a year produces no absolutely additional benefits Investing more than $2,000,000 in the same initiative over 2- 3 year period creates little or no additional improvement
Process Management Initiatives
These initiatives improve business procedures, resulting in improved efficiencies and cost structures
CPI (Continuous Process Improvement) Systems -Reduces Material cost and to a lesser degree Labor costs
Vendor/JIT (Just in Time [Inventory]) - Reduces Material costs and Administrative overhead
QIT (Quality Initiative Training) - Reduces Labor costs Channel Support Systems Increases the effectiveness
of the Sales Budget, and therefore demand Concurrent Engineering - Reduces R&D cycle time, the
time needed to move products on the Perceptual Map and to change MTBF specifications.
Continuous Process Improvement
A process is a series of progressive and interdependent steps by which an end is attained.
Continuous Process Improvement (CPI) is a strategic approach for developing a culture of continuous improvement in the areas of: reliability process cycle times costs in terms of less total resource consumption quality, and productivity.
Deployed effectively, it increases quality and productivity, while reducing waste and cycle time.
Just in Time Inventory
Just-in-Time inventory system is designed to ensure that materials or supplies arrive at a facility just when they are needed so that storage and holding costs are minimized.
The Just-in-Time system requires considerable cooperation between the supplier and the customer. The customer must specify what will be needed,
when, and in what amounts. The supplier must be sure that the right supplies
arrive at the agreed-on time and location.
Quality Initiative Training
Leaders of quality initiatives (project managers, managers, and senior leaders) develop useful and relevant knowledge and skills to ensure that company resources and efforts are utilized in the most effective manner.
Leaders gain useful and skill based learning in these core quality leadership areas: Leading Teams Through Quality Initiatives Quality Philosophies and Approaches and Lessons
Learned at Other Firms Customer Needs and Expectations Quality Improvement Management Systems Ethical Decision Making
Channel Support Systems
Support system to facilitate information sharing that increases productivity and profitability, untangling the web that once blocked the transfer of information. Predictive modeling. Determine how to market the right
product to the right person at the right price and the right time.
Customer, product and business line profitability. Identify the customer, product, organization and business line profitability bottom line.
Product development and creation. Determine what products will sell; define the distinctive product characteristics and pricing.
Target marketing. Sell the right product to the right person at the right time at the appropriate return.
Sales execution and tracking. Collect information pertaining to who sells what product to whom, when and where.
Concurrent Engineering
Concurrent engineering is a business strategy replaces the traditional product development process with one in which tasks are
done in parallel there is an early consideration for every aspect of a product's development
process. Concurrent engineering provides a collaborative, co-operative,
collective and simultaneous engineering working environment. The concurrent engineering approach is based on five key
elements: a process a multidisciplinary team an integrated design model a facility a software infrastructure
TQM Initiatives
These initiatives improve product quality while reducing the time and resources required to design, manufacture, warehouse and ship products. Benchmarking - Reduces Administrative overhead
Quality Function Deployment Effort - Reduces R&D cycle time and enhances the effectiveness of the Promo and Sales Budgets
CCE (Concurrent Engineering)/6 Sigma Training - Reduces Material costs and Labor costs.
GEMI TQEM Sustainability Initiatives - Reduces Material costs and Labor costs.
Benchmarking
A process in which organizations evaluate various aspects of their processes in relation to best practice, usually within their own sector.
This allows organizations to develop plans on how to adopt such best practice, usually with the aim of increasing some aspect of performance.
Benchmarking may be a one-off event, but is often treated as a continuous process in which organizations continually seek to challenge their practices.
Benchmarking Procedure
Identify your problem areas
Identify other industries that have similar
Identify organizations that are leaders in these
areas
Survey companies for measures and
Visit the "best practice" companies to identify
leading edge practices
Implement new and improved business practices
Quality Function Deployment Effort Flexible and comprehensive group decision
making technique used in product or service development, brand marketing, and product management.
QFD transforms customer needs into engineering characteristics of a product or service, prioritizing each product/service characteristic while simultaneously setting development targets for product or service development.
QFD can strongly help an organization focus on the critical characteristics of a new or existing product or service from the separate viewpoints of the customer market segments, company, or technology-development needs.
Six Sigma Training
Six Sigma is a management technique that aims to develop and deliver near perfect products and services.
"Six Sigma" refers to statistical constructs that measure how far a given process deviates from perfection.
Processes are designed from the perspective of the customer and are enabled by a commitment to thinking in terms of processes across the organization.
Metrics such as performance, reliability, price, on-time delivery, service and accuracy provide the targets.