On this point, it is important to mention
that successful administration systems and productivity do not depend
only on operative levels (high production rates, 100% machine
utilization) but on the team job and balance and negotiation between
all parts objectives and policies (that should match 100%), starting
with:
- A professional Business Plan:
Mission, Vision, Objectives; What we want to sell, how is the
market we will be moving on?, where we will establish the
facility?.
- A realistic and deep Sales Plan:
What our forecasting techniques and horizons will be? Rough
numbers are needed under a deep analysis.
- Rough Production Plan: Based on
Sales Plan, what is the capacity we require and the quantities I
can produce?.
- Master Scheduling: How we will
optimize cost covering sales requirement and levering production
and capacity levels? Inventory policies.
- TPM: When we need to implement my
TPM and what will be the strategy?
- Purchasing: Which long term
agreements we need in order to optimize cost and collaborate with
inventory levels?
- Shop Control: How I need to track
and my production performance?
- Vital Fees: How I will know that my
company is “healthy” and productive? How I will implement
corrective and preventive actions?
Hoshin Kanri:
Many companies that have recently
received either the Deming or the Japan Quality Awards are those that
have implemented this strategy. The base of this new administrative
tool is to use the business philosophy and vision and formulate and
develop a business strategy as a part of their medium and long range
planning, as well as develop and implement targets and measures based
on annual timeframes.
A basic overview of the elements of
this methodology is:
- Establishment of a Business
Philosophy.
- Establishment of a Vision.
- Operating Goals and Targets.
- Strategic Gap Analysis / Strategic
Assessment.
- Comprehensive Evaluation of
Strategic Analysis Results.
- Establishment of medium and long
term strategic concept basic goals/Basic Strategy.
- Establishment and Implementations of
Annual Goals and Measures.
- “Check and act” of
implementation results.
-
As a complement, this methodology uses
a successful theory: Dairy Job Administration: process
standardization, clarification, analysis, re-standardization, results
assurance and evaluation.
All Quality awards and certification
programs are linked to his methodology and feet with all their points.
Click here for
page 3
|
Advertisement
 |
