Class a ERP Implementation

Integrating Lean and Six SIGMA

By: Donald Sheldon

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Hardcover | 30 May 2005

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Hardcover
304 Pages

Dimensions(cm)
22.9 x 15.2 x 2.3

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$134.75

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Class A ERP is often misunderstood and confused with software tools and implementations but is actually a management system for continuous improvement. This book will resolve these myths by thoroughly describing the definition of Class A ERP and giving specifics for achieving Class A performance in a reasonable timeframe. Examples from successes will be referenced to and the author will build a case for breaking the journey to world-class performance into bite-sized, doable focus areas. Class A ERP Implementation will help organizations set the stage for maximum effectiveness of both Lean strategies and Six Sigma and establish ERP disciplines as the prerequisite to success.

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You Can Find This Book In

Non-Fiction Business & Management Management & Management Techniques Management of Specific Areas Production of Quality Control Management Quality Assurance QA & Total Quality Management TQM Consultancy & Grants for Businesses Computing & I.T.Computer Networking & Communications Network Management Engineering & Technology Industrial Chemistry & Manufacturing Technologies

Industry & Industrial Studies Manufacturing Industries

Preface	p. xi
About the Author	p. xiii
Acknowledgments	p. xv
About APICS	p. xvii
Web Added Value	p. xix
What Is ERP?	p. 1
Top-Management Planning	p. 2
Master Production Scheduling and Materials Management	p. 4
Data Accuracy	p. 7
Bill of Material Accuracy	p. 7
Inventory Balance Accuracy	p. 8
Integration with Lean and Six Sigma	p. 10
ERP as the Starting Point	p. 12
Class A ERP Performance	p. 17
Material Requirements Planning	p. 17
Manufacturing Resource Planning	p. 18
The Class A ERP Standard of Today	p. 24
Class A ERP Certification	p. 27
Summary	p. 31
Business Planning	p. 33
Business Imperatives	p. 36
Top-Level Management Systems	p. 37
Tricks in Building the Right Business Plan	p. 38
Financial Objectives Planning	p. 38
Internal Business Process	p. 40
Learning and Growth	p. 42
Customer Influences on Business Imperative Choices	p. 44
Supply Chain Influences on Business Imperative Choices	p. 45
Technology Affecting Business Imperative Decisions	p. 46
How Many Business Imperatives Should You End Up With?	p. 47
Linking the Financial Plans with the S&OP Process	p. 48
Product Planning in Class A ERP	p. 49
The Class A Measurement for Business Planning	p. 49
Talent Review	p. 51
Process Ownership of the Business Plan	p. 52
Summary	p. 52
Sales and Marketing Planning: Creating the Demand Plan	p. 55
Business Planning as an Input to Demand Planning	p. 56
Marketing Plans as an Input to Demand Planning	p. 57
Sales Planning as an Input to Demand Planning	p. 59
Historical Inputs to the Demand Planning Process	p. 61
Understanding the Outputs of Demand Planning	p. 62
The Weekly Demand Review	p. 62
Process Ownership in the Demand Plan	p. 65
The Measurement Process for the Class A Demand Plan	p. 66
Operations Planning	p. 71
Product Families	p. 74
Elements of Operations Planning	p. 76
Sales and Operations Planning	p. 87
Participants to the S&OP and Their Roles in Larger Multiplant Environment	p. 89
Some Thoughts on Alternative Labels for S&OP	p. 91
Roles in the S&OP Meeting	p. 91
Timing for the S&OP Process and the "Monthly Closing of the Books"	p. 94
Agenda for the Pre-S&OP	p. 96
The Spreadsheets for Both the Pre-S&OP and the S&OP Processes	p. 98
Summary: Keys to the Success of the S&OP Process	p. 99
Master Scheduling	p. 103
The Master Production Schedule	p. 103
Capacity Planning in the Master Production Schedule	p. 108
Rules for Level Loading	p. 114
Linking to the Operations Plan	p. 115
Master Scheduler's Role	p. 119
Master Scheduling Metrics	p. 121
Management Systems Requirements	p. 123
Process Ownership	p. 125
Class A ERP Material Planning	p. 127
Order Policy Decisions	p. 129
ABC Stratification	p. 131
Process Ownership in Material Planning	p. 131
Material Planning Metrics	p. 132
Integration with Lean and Six Sigma	p. 132
Running the Net-Change Calculation	p. 134
Inventory Management	p. 136
Class A ERP Data Accuracy Requirements	p. 139
Inventory Location Balance Accuracy	p. 139
Inventory as an Asset	p. 140
Allowing the Elimination of Buffer Inventory	p. 140
Control Groups	p. 141
Physical Inventory	p. 148
Eliminating the Physical Inventory Forever	p. 148
Process Owner of Inventory Accuracy	p. 149
Inventory Accuracy Metrics	p. 150
Bill of Material and Routing Record Accuracy	p. 151
Summary	p. 158
Class A ERP Procurement Process	p. 159
Why Develop Partnerships with Suppliers?	p. 161
Selecting Suppliers for Partnerships	p. 162
Implementing Supplier Partnerships	p. 165
Aligning the Sales and Operations Planning Processes	p. 167
Information Sharing	p. 168
A Word About Reverse Auctions	p. 168
Logistics as a Competitive Advantage	p. 169
Supplier Performance Ratings and Certification	p. 170
Integration of Lean and Six Sigma in Procurement	p. 172
Process Ownership in Procurement	p. 172
Class A Metrics in Procurement	p. 173
Shop Floor Control	p. 175
Communicating the Schedule to the Factory	p. 177
The Role of Material Requirements Planning	p. 179
Functional Manufacturing Versus Process Flow	p. 180
Dealing with the Word "Can't"	p. 183
Setup/Changeover Reduction	p. 184
Customer-Focused Six Sigma Quality	p. 186
Employee Involvement	p. 188
Team Planning and Management	p. 189
Kaizen Events on the Factory Floor	p. 192
Areas of Waste	p. 194
5-S Housekeeping and Workplace Organization	p. 195
Simple Problem-Solving Tools	p. 196
Process Owners for Shop Floor Control	p. 197
The Metrics in Shop Floor Control	p. 198
First-Time Quality	p. 199
Safety	p. 200
Customer Service	p. 201
Rules of Engagement	p. 203
Customer Service Exceptions	p. 204
Deliver on Time or Ship on Time	p. 204
Process Ownership for Customer Service	p. 205
The Metric for Customer Service	p. 206
Shipping Ahead of the Promise Date	p. 206
Class A ERP Project Management/Six Sigma Process Integration	p. 207
Class A Project Management	p. 208
Lean-Focused Project Management	p. 209
Six Sigma-Focused Project Management	p. 212
Defects	p. 215
Project Management Structure	p. 215
Class A ERP Management System	p. 219
Weekly Performance Review	p. 220
Clear-to-Build	p. 224
Weekly Project Review	p. 224
Daily Management System Events	p. 224
Other Management Systems in the Business	p. 229
Education and Training	p. 231
Class A ERP Education	p. 231
Training Requirements	p. 234
DVD Education for ERP	p. 243
Class A ERP Performance Metrics	p. 245
Barometric and Diagnostic Measures	p. 245
Starting the Metric Process in Class A	p. 249
Weekly Performance Review	p. 250
Posting the Metrics	p. 250
A Word About ERP Software	p. 253
Class A ERP Implementation	p. 257
Steps for Successful Class A ERP Implementation	p. 257
Summary	p. 265
Class A ERP Integration with Lean and Six Sigma	p. 267
Best-in-Class Lean	p. 267
Lean Tools	p. 271
Customer-Focused Quality (Six Sigma)	p. 273
Other Six Sigma Tools	p. 278
The Role of Consultants in Class A ERP	p. 281
Payback	p. 282
Summary of Class A ERP Certification Criteria	p. 285
Steps for Successful Class A ERP Implementation	p. 292
Index	p. 293
Table of Contents provided by Ingram. All Rights Reserved.

Class a ERP Implementation

Integrating Lean and Six SIGMA

At a Glance

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