masaryk university faculty of economics and administration, department of corporate economy...
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Masaryk University
Faculty of Economics and Administration,Department of Corporate EconomyIng.J.Skorkovský,CSc.
* Tasks, problems andreal South African project
*Your main task (not organised set of
processes)
Input check Put-away Cross-docking Transfer
to Production
Consumption registration
Production Output
registrationInventory value
calculation Output check
Delivery
Load-despatch
Production Planning
Sales Order Component replenishment
Purchase Order
Invoicing Payment Finished goods to Inventory
Picking from Inventory
Reporting Statistics
*Your main task (organised set of
processes)
Input check
Put-away
Cross-docking
Transfer to
Production Consumption
registration
Production Output
registration
Inventory valuecalculation
Output checkShipment
Load-despatch
Production Planning
Sales Order Component replenishment
Purchase Order
Invoicing
Payment from Customer
Finished goods to Inventory
Picking from Inventory
Reporting Statistics
Inventory valuecalculation
Inventory valuecalculation
Payment toVendor
*Your main task (possible problems,
bottlenecks,..)
Input check
Put-away
Cross-docking
Transfer to
Production Consumption
registration
Production Output
registration
Inventory valuecalculation
Output checkShipment
Load-despatch
Production Planning
Sales Order Component replenishment
Purchase Order
Invoicing
Payment from Customer
Finished goods to Inventory
Picking from Inventory
Reporting Statistics
Inventory valuecalculation
Inventory valuecalculation
Payment toVendor
*Your main task Search - HOW ??? Measure impacts –HOW ??? and Destroy – HOW ??? And improve - HOW ???
CAUSE->EFFECT RELATIONS
*Methods (not sorted so far )
* Theory of Constraints
* Critical Chain (DBR)
* Ishikawa Fishbone Diagram (Total Quality Management)
* Pareto Analysis , ABC, EOQ, Six Sigma and Ishikawa
* OLAP (On-Line Analytic Processing)
* Kepner –Tregoe methodology
* MaxMax and MaxMin (Hurwitz)
* SWOT, BOSTON and Gartner Magic matrices
* ERP Statistics and Reporting
* Little´s law
* Yield Management
* Linear programming
* Balanced Scorecard
* Production algorithms (MRP,MRP-II, JIT,APS)
* And many, many more…..
* BS and OM
Finances – how should we look to our shareholders ?
Customers – how should we look to our customer ?
Processes – at which business processes must we excel ?
Learning and Growing – how will we sustain our ability to change and improve ?
Project managemen
tTheory of constraints Production
Critical chain Drum –buffer-rope
MRP-MRP-II,JIT,APS
Linear programmi
ng
Cutting, blending
Total quality
management
Pareto, ishikawa
Product postitioning
Little´s law
Boston
Matrix
Gartner QM
Workflow
CONWIP Logistics
EOQ, ABC
Decisionmaking
Kepner-Tregoe
Hurviwtz
Business Intelligence
Yield management
Prospect theory
BS and OM – slide from Balanced Scorecard show (will be presented again in BS context)
* Simplified diagram of ERP usage
ERP Transaction = Entries
DB ERPPartners
Reports Forms
Information
Information(trends)
Knowledge of methods for process management and used metricsDecision
Enterprise
Key knowledgeKey decision
*Basic problem I. (one of many)
We havea huge data
quantity
..and at the same time a minimum information which could be used for decision making !!!!
To solve it we should use finite capacity scheduling (APS)- will be presented later
Op1
Op2
Op3T1
T2
T1+T2=X
Opt=Min(X)
Op1
Op2
Op3T1 = 0
T2 = 0
*Basic problem II. (we need reliable data )
*Basic problem III.
Will be explained in Little´s law presentation
*Basic problem IV.
(Black ->White, Setup time=60 minut)(White->Black, Setup time = 20 minut)
Black
Black
White
White
*Basic problem V-I.(availability
of components)
Op1
Op2
Op3
20 pcs A7 and 20 pcsA8A0
A1 A2
A3
A4 A5
10 pcs A4 adn 10 pcs A5(will be delivered in T1+X time )
T1
T0Lead time A6
A6
A7 A8Op1
Op2
Op3
X= slack
T1
T1+X
*Basic problem V-II. (availability
of components )
APS result ->18.8.->23.8. a 27.8.->10.9
*Basic problem VI-I. (over
budget)
*Basic problem VI-II. (over
budget)
*Basic problem VI-III. (over
budget)
*Wholesale-paper-warehouse management-ERP
* 100 000 Tones per Year
*Carbonless papers
*Cast coated papers and Board
*Coated papers
*House brands
*Office papers
* 5000 locations in HQ and 40 000 M2 warehousing space
* 50000 customers
* 90 vehicles
* FEC trading (Forward Exchange Contracts)
*Hundreds of employees
*Heterogeneous IT system with every day synchronization of data in HQ and subsidiaries
*High volume-low margin type of business
Basic business specification
Products
*One database only (MS SQL)
*Modern IT technology ensuring :*Fast access to data providing on-line information any
time
*Easy upgrades
*Mobile technologies (BAR code readers,..)
*Quick response to business partner requirements
*Multidimensional analytic tool->reporting to support decision making process
*Efficient warehousing (inbound and outbound operations)
*On-line reporting (warehouse status, accounting, cost control,…..)
Basic requirement
* Isolated Data Islands
21
Management
Marketing
Accounting
Customers
BanksReplenishment
planning - Vendors
Sales Representatives
Customer
Orders
Production Island
Accounting Island
Marketing& SalesIslands
QualityManagement
Island
Island of Deliveries
Inventory -warehousingQuality Management
* Management Marketing
Accounting
CustomersCredit limits,
rebates, consignment stock
Shareholders
Planning
Internal Sales
(paper shop)
Customer
support
One CompanyDatabase
One Solution One Database All Microsoft
Sales Representatives
Purchase-Vendors
FEC, transport,..
Reporting
Warehouse
(pickers and pullers)
Communications limits (band width, stable connection…)
*Receipt bins (area where lorries are unloaded)
*Put-away to bins (racks) based on zones definition
*Capacities of the bins (racks) – (weight, size)
*Cross docking (from inbound are directly to outbound area)
*Transfer between location (HQ and subsidiaries)
*Picking slips (from rack to shipment area)
*Shipments area (bins, cages)
*Transport planning
*Credit limits and overdue payment check
*Invoices, Credit memos,….
*Claim management
Efficient warehousing –(only a few examples)
*Warehousing
*Warehousing
* Design (S=Sheets, R=Reels, G=Graphics, C=Cutting, G=Guillotine) – only for home study !!
B0 receiving bin
EST WEST bins in – shipment area (cages)
G zone
S zone R zone
G1
G2
C zone 6
5
4
3
2
1
Broken Bulkrack
2 (
3)
pale
ttes
in e
ach
bin
Adjustment bin
= palette
*Project management
*Budget <->Quote and contract
*Planning of resources and task control
*Planning tools – see following slides
*Reporting (time-capacity usage, costs,…)
*Change management
*Project Risks
*Consignment stock
* CPM,PERT,CCPM – will be mentioned later
*Resource Planner tool
*Resource Planner tool
*Resource Planner tool
Customer
*Consignment stock (benefits)
CustomerWholesaler
Wholesaler
Partial invoice after 1 month (one palette)
Partial invoice after 2 months(one palette)
Final invoice after 3 months
Requests
Transfer
Remainingstock
= palette
*Forward Exchange Contract (home study only)
A special type of foreign currency transaction. Forward contracts are agreements between two parties to exchange two designated currencies at a specific time in the future. These contracts always take place on a date after the date that the spot contract settles, and are used to protect the buyer from fluctuations in currency prices.
Opened from Purchase order (MS Dynamics NAV 2013)
*Staff training
*Study materials
*Key users – roles, processes
*Training :planning
*Examination
*Change management
*Project Management I.
*Budget (financial and resource capacities)
*Data transfers (old sysetm- >new system)
*Setup of the ERP system (MS Dynamics NAV)
*Tests
*Evaluation od customized solution
*Change management
*Sharp start
*Closing project –evaluation
Formulate problem
Define goalCreate model
Experiments
Evaluate model
Formulate cognition
Model application
Verification of validity
Real system
Use knowledge
Gain knowledge
Steps in the model based problems solving process
* Source : Nyhuis,Wiendahl, Fundamentals of Production Logistics
*Implementation
*Data transfer
*Setup of the system
*Role Tailored Clients- profiles, Approvals
*Tests
*Evaluation
*Change management
*Sharp start (Namibia and SA)
*Closing project
*Next stages
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