SlideShare uma empresa Scribd logo
1 de 35
Baixar para ler offline
Supply Chain Management
         Improving the Processes




                Presented by


           John Paulson,
Supply Chain and ERP Systems Consultant



                       John Paulson,           Columbia Tech Consulting, Inc.
                     Cell 503-819-0190,
              Email jpaulson@columbiatci.com
John Paulson,
                       Supply Chain and ERP Systems Consultant
Over 15 years in manufacturing operations management with leading Northwest companies including
Panasonic Television, Panasonic/AKEI CD-ROM, SpaceLabs, Gretag Systems, and Data I/O.

John is the Founder of Columbia Tech Consulting, Inc. providing solutions consulting services in ERP,
supply chain, information systems including operational assessments, and process and systems
alignment and optimization to some of the nations leading companies.

Since 1997, John has consulted on 27+ ERP and Supply Chain engagements improving systems and
processes.

John’s expertise in supply chain and ERP systems consulting have been requested by, and provided to,
national consulting firms as; Accenture, Ernst and Young, Cap Gemini, Delta Cubed, Panex Consulting,
Premier Consulting, AMX International, Foothills Consulting, Rapidigm Consulting, The Hunter Group,
Jagwire Group, PCM Solutions, Systems Management Inc., Versa Tech, PCI, and many more




                                                   John Paulson,                      Columbia Tech Consulting, Inc.
                                                 Cell 503-819-0190,
                                          Email jpaulson@columbiatci.com
John has provided consulting assistance to;




                                              Columbia Tech Consulting, Inc.
Where to start?




              John Paulson,           Columbia Tech Consulting, Inc.
            Cell 503-819-0190,
     Email jpaulson@columbiatci.com
Many times, it often starts with the constant complaints…


      System issues
      Information not readily available
      Manual processes everywhere
      Excessive manual reports generated
      Limited integration of information
      Ineffective collaboration with interfacing departments
      Product not available to ship
      Parts are short for work orders
      MRP providing inaccurate numbers
      Part expedites are excessive
      Inventory dollars climbing

                     The list goes on..

                                 John Paulson,                  Columbia Tech Consulting, Inc.
                               Cell 503-819-0190,
                        Email jpaulson@columbiatci.com
Supply chain issues can appear
      in a variety of places


• Key performance indicators
• Customer feed-back survey,
• ‘Top 5 Pain Points’ survey from departments
• Market analysis
• Benchmarking analysis
• Profit and loss analysis, and more




                     John Paulson,              Columbia Tech Consulting, Inc.
                   Cell 503-819-0190,
            Email jpaulson@columbiatci.com
It begins with leadership building organizational
support for the supply chain improvement initiative


• Carefully choose the right person to lead, and promote the
initiative. This person ideally will be the spokesperson, facilitator,
project manager.

•Identify the executive sponsors /process owners by function.
These people will have the most to win, or lose, based on the
results / success of the initiative. They will support their individual
teams.




                                                                 Columbia Tech Consulting, Inc.
Check your business tool box
       Open the company toolbox to see what tools you have.

 Take an inventory of the resources and knowledge you have in your
organization. You may be surprised of the talent, and their knowledge
of improvement tools who you may want to consider tapping into, to
   leverage for your organizations process improvement initiative.




                                     John Paulson,             Columbia Tech Consulting, Inc.
                                   Cell 503-819-0190,
                            Email jpaulson@columbiatci.com
Tools to look for include;




                   John Paulson,           Columbia Tech Consulting, Inc.
                 Cell 503-819-0190,
          Email jpaulson@columbiatci.com
Could use a few more tools?
That’s OK. This is where your organization will begin the journey
  to learn very effective, powerful tools that will assist in your
               supply chain improvement initiative




                                   John Paulson,             Columbia Tech Consulting, Inc.
                                 Cell 503-819-0190,
                          Email jpaulson@columbiatci.com
A Continuous Improvement Program..


can transform your organization into a continual learning
 organization, and continual improvement organization.

           And, fill up the company toolbox.




                               John Paulson,                Columbia Tech Consulting, Inc.
                             Cell 503-819-0190,
                      Email jpaulson@columbiatci.com
Why an improvement program?


  In business, there is only one choice, change faster and more
effectively then your competition, or you may find your company
                          out of the game.




                                  John Paulson,            Columbia Tech Consulting, Inc.
                                Cell 503-819-0190,
                         Email jpaulson@columbiatci.com
Why not just make change as the problems arise?


First, the approach of an improvement program is;

1) To make change that would not have happened unless someone
    had taken the initiative.

2)   To make change that will have a significant long term positive
     impact.

3)   A simple, yet controlled, effective methodology for continual
     learning and operational improvements.




                                   John Paulson,               Columbia Tech Consulting, Inc.
                                 Cell 503-819-0190,
                          Email jpaulson@columbiatci.com
Process Improvement Methodology


An accelerated process improvement methodology that is unique,
            simple, yet powerful and cost effective.

  A streamlined, improvement methodology approach that is a
vehicle for learning the tools and methodology while working the
                  improvement project, real-time.

A ‘Just-in-Time’ approach to transferring the learning into action.




                                   John Paulson,              Columbia Tech Consulting, Inc.
                                 Cell 503-819-0190,
                          Email jpaulson@columbiatci.com
Process Improvement Methodology

                                           .

The most important aspect of this program is that the intent for this
     is to be a continual program of learning and continual
                 improvement to the organization.




                                  John Paulson,               Columbia Tech Consulting, Inc.
                                Cell 503-819-0190,
                         Email jpaulson@columbiatci.com
Accelerated Methodology Benefits
Utilizing the accelerated methodology approach, the tools are quickly learned
      and practiced in ‘real-time’ during projects, for accelerated results.



 Ideal for ‘Quick Hit’ target areas for immediate improvement
 Provides for quality control / management approval at stages of the projects
 Reduced time / cost in employee methodology and tools training, on and off-site
 JIT approach to methodology training
 Organizational and employee growth in knowledge gained from the process and tools
 Project is owned by the teams
 Consulting, training, subject matter expertise support on a ‘as-needed’ basis




                                          John Paulson,                Columbia Tech Consulting, Inc.
                                        Cell 503-819-0190,
                                 Email jpaulson@columbiatci.com
Process Improvement Methodology


                Define

    Monitor                  Plan


               Continuous
 Implement    Improvement     Analyze


   Measure                  Develop

                 Test




                                        Columbia Tech Consulting, Inc.
Process Improvement Methodology
                                Initial methodology & tools training, identify / prioritize critical
  Educate,                                       processes/systems to improve,
                                        analyze current performance / initial assessments,                   Steering Committee
Define & Plan                                                                                                  Process Owners
                                            develop team resources / Project Charter


  Analyze                       Understand requirements, expectations, gaps, process flow,
                        internal/external customers. Problem statement worksheet. Identify Cause                Project Leads


  Develop                                       Plan the solution. Risk analysis.
                                                                                                       Project Leads
                                                    Cost / Benefit analysis                            Steering Committee approval
                 Did not pass
                  expected
                   results
                                        Pilot test solution / Proof of concept, document
    Test                                     results, any problems and unexpected                      Project Leads
                                         observations, make adjustments as necessary
                                                                                                                Project Leads
                                         Measure and study the results. Compare with                    Steering committee approval
  Measure
                                           prediction. Document analysis / results                                  Q/A


                                                                                                       Project Leads
                                                  Adopt solution. Update SOPs
 Implement
                                                          Train solution                               Project Leads


  Monitor                                      Continual improvement monitoring                        Project Leads
                                             Identify new improvements to propose



                                                                                                             Columbia Tech Consulting, Inc.
1st Step
                       Leadership

      First, leadership takes the step to address the areas that need
improvement at a high level, and drive the supply chain improvement
initiative message to the organization, along with freeing up resources
 to move the initiative forward. Leadership identifies the supply chain
  improvement Steering Committee, and executive sponsors/process
                          owners to take the lead.




                                     John Paulson,                Columbia Tech Consulting, Inc.
                                   Cell 503-819-0190,
                            Email jpaulson@columbiatci.com
2nd Step
         Understand the Supply Chain
              End-to-End Flow


Development of the process flow map is a must for the beginning of a
supply chain improvements initiative. This is the basis of the existing
processes, and identifying critical points of constraint, bottlenecks, and
identification of primary and secondary areas for improvement..




                                     John Paulson,                 Columbia Tech Consulting, Inc.
                                   Cell 503-819-0190,
                            Email jpaulson@columbiatci.com
3rd Step
                  Define the Problem
Supply chain issues can show up in a variety of places;

• Key performance indicators
• Customer feed-back survey,
• ‘Top 5 Pain Points’ survey from departments
• Market analysis
• Benchmarking analysis
• Profit and loss analysis, and more.

The Steering Committee identifies the processes to improve based on
business objectives. There are tools that can be used during this particular
stage to identify and validate the critical processes to focus on.

Train team on methodology, roles, responsibilities, expectations.


                                      John Paulson,                 Columbia Tech Consulting, Inc.
                                    Cell 503-819-0190,
                             Email jpaulson@columbiatci.com
4th Step
                      Plan the Project

The Steering Committee identifies what to accomplish in the improvement
of the process. This could be as simple as stating ‘Improve on-time
shipments to 95%’ for example. Identify the process owner, and team.
Develop the project charter to include; purpose of the document, project
background (problem definition, analysis, etc.) , project objectives, goals,
approach, scope, assumptions, cost, project team resource requirements,
roles, responsibilities, project governance, time-line, etc.




                                       John Paulson,                Columbia Tech Consulting, Inc.
                                     Cell 503-819-0190,
                              Email jpaulson@columbiatci.com
5th Step
                             Analyze

At this stage, the project team takes over to study the process flow, baseline
data collection, identify the internal/external customers, understand the
requirements, develop a gap analysis, identify root cause to the problem.
Develop the problem statement.




                                      John Paulson,                 Columbia Tech Consulting, Inc.
                                    Cell 503-819-0190,
                             Email jpaulson@columbiatci.com
6th Step
                      Develop Solution


The team will plan the solution, develop the risk analysis, and develop
the cost/benefit analysis. The solution may include identifying ‘best
practices’, and a benchmark study. Once a potential solution has been
identified to test, a Steering Committee review and approval will be
required to move forward with solution test. It is possible, depending on
the complexity of the project, the solution approval process could be
limited to the process owner at this stage.




                                      John Paulson,                Columbia Tech Consulting, Inc.
                                    Cell 503-819-0190,
                             Email jpaulson@columbiatci.com
7th Step
                  Test Solution, and Learn

It is more important for the organization to understand the entire process is a learning
process, as is with the testing stage. The testing stage is a learning process first and
foremost. If the solution does not pass with the predicted results, that is OK. The
team most likely learned something very valuable. It is human nature to become very
frustrated if a test does not result with what was predicted. Again, the approach to
the improvement process is a learning approach, with the goal to improve.

If the test failed, the team will cycle back to the solution stage. This cycle may
happen several times which is OK, expect it, and learn from it.

Once the test passed with predicted results, a ‘proof of concept’ demonstration may
be a next step for the Steering Committee approval, or at minimum, process owner
approval.




                                             John Paulson,                   Columbia Tech Consulting, Inc.
                                           Cell 503-819-0190,
                                    Email jpaulson@columbiatci.com
8th Step
                Measure the Solution


Once the test past predicted results, measure the results, confirm
benefits meet the defined success criteria, document analysis, obtain
approval from process owner and Steering Committee to implement.




                                     John Paulson,              Columbia Tech Consulting, Inc.
                                   Cell 503-819-0190,
                            Email jpaulson@columbiatci.com
9th Step
               Implement the Solution

Adopt the solution; train people of the process, update standard operating
procedures, update process flow chart, plan cut-over from old process to
new process, communicate change.

Depending on the complexity of the change, the cut-over process and plan
could be a project in itself to manage




                                       John Paulson,                Columbia Tech Consulting, Inc.
                                     Cell 503-819-0190,
                              Email jpaulson@columbiatci.com
10th Step
            Monitor the Process


Monitor the process for continual improvement opportunities.




                                John Paulson,             Columbia Tech Consulting, Inc.
                              Cell 503-819-0190,
                       Email jpaulson@columbiatci.com
Process Improvement Tools




                 John Paulson,           Columbia Tech Consulting, Inc.
               Cell 503-819-0190,
        Email jpaulson@columbiatci.com
Methodologies and Tools




               John Paulson,           Columbia Tech Consulting, Inc.
             Cell 503-819-0190,
      Email jpaulson@columbiatci.com
Problem Solving Tools
                                                          Scatter Chart
     Problem
                                                                                                                                                       Check Sheets
     Statement
                                                                                                                                 Area/Facility:                                            Kaizen Type:                 Kaizen #:                      Date:

     Problem
    Description
                      Flow Chart                                                                                                 Product:


                                                                                                                                 Clean             Lubricate         Tighten
                                                                                                                                                                                           Filled Out By:


                                                                                                                                                                                     Inspect


      Brief
    Background                                      Scatter Diagrams
     Problem
     Analysis
                          Brainstorming

     Locate the
   Point of Cause          Fishbone
                           Analysis
 Standard process /                                                                                                                                                                                                  Frequency
                                                                                                                                                                                                                                               Standard      Performed
                                                                                                                                 Zone       Location                 Procedure                      Criteria




                                                                                                                                                                                                                                        Week
  procedure check




                                                                                                                                                                                                                     Shift

                                                                                                                                                                                                                              Day
                                                                                                                                                                                                                                                 Time            By

                            5 Why’s
  Cause & Effect
   Investigation
                                                     Fishbone Diagram
    Root Cause


    Corrective
    Action Plan




Pareto Diagrams                                                                                                                                                 Histograms
                                                                                                                      40



                                                                                                                      30

                                             Control / Trend Charts
                                                                                                                      20
                                             Scrap Rate
                                             0.25

                                                                                                                      10
                                             0.2




                                                                                                                                 0




                                                                                                                                                                                0



                                                                                                                                                                                              0
                                                                                                                                                  0



                                                                                                                                                                0




                                                                                                                                                                                                                0



                                                                                                                                                                                                                                    0




                                                                                                                                                                                                                                                        0




                                                                                                                                                                                                                                                                                  0
                                             0.15                                                                     0




                                                                                                                                .3




                                                                                                                                                                                .2



                                                                                                                                                                                              .5
                                                                                                                                                  .6



                                                                                                                                                                .9




                                                                                                                                                                                                                .8



                                                                                                                                                                                                                                 .1




                                                                                                                                                                                                                                                        .4




                                                                                                                                                                                                                                                                                  .0
                                                                                                                            -21




                                                                                                                                                                            -22



                                                                                                                                                                                          -22
                                                                                                                                              -21



                                                                                                                                                            -21




                                                                                                                                                                                                            -22



                                                                                                                                                                                                                             -23




                                                                                                                                                                                                                                                    -23




                                                                                                                                                                                                                                                                              -24
                                                                                                                                                                                                                                                               23 .50-
                                                                                                                           .10




                                                                                                                                                                        .00



                                                                                                                                                                                     .30
                                                                                                                                            .40



                                                                                                                                                         .70




                                                                                                                                                                                                       .60



                                                                                                                                                                                                                       .90




                                                                                                                                                                                                                                                .20




                                                                                                                                                                                                                                                                         .80
                                                                                                                                                                                                                                                                 .70
                                                                                                                       21




                                                                                                                                                                       22



                                                                                                                                                                                     22
                                                                                                                                         21



                                                                                                                                                       21




                                                                                                                                                                                                     22



                                                                                                                                                                                                                     22




                                                                                                                                                                                                                                               23



                                                                                                                                                                                                                                                                 23




                                                                                                                                                                                                                                                                         23
                                             0.1


                                             0.05


                                                                                                         Team Goal:
                                                      1   2   3   4   5   6   7   8   9   10   11   12

                                                                          Month



                                                                       John Paulson,                                                        31                                                      Columbia Tech Consulting, Inc.
                                                                     Cell 503-819-0190,
                                                              Email jpaulson@columbiatci.com
Problem Solving Tools                                                                                                            Cause & Effect Diagram
                                Flow chart
                                                                                                                                                MANL
                    Date:                                                                                                             Practical Problem Solving                                                                   Section:

  Problem:                                                                                                                                                                   Cause & Effect Investigation:

                                                                                                                                                                                  MAN                                   METHOD
  Problem Description:




  Brief Background (History):                                                                Problem
                                                                                             Statement

                                                                                             Problem
                                                                                            Description

                                                                                               Brief
                                                                                            Background



Histogram                                                                                    Problem
                                                                                             Analysis
                                                                                                                                                      Brainstorming

                                                                                             Locate the
                                                                                           Point of Cause                                               Fishbone
                                                                                                                                                         Analysis
                                                                                         Standard process /
                                                                                          procedure check
                                                                                                                                                         5 Why’s
                                                                                          Cause & Effect



                                                                                                                                                                                                                                                                               5 Whys – Root Cause
                                                                                           Investigation


                                                                                            Root Cause


                                                                                            Corrective
                                                                                            Action Plan


  Problem Analysis:                                                                                                                                                              MACHINE              MATERIAL                     ENVIRONMENT
                                40
                                                                                                                                                                                              Why                Why                 Why                 Why                     Why

                                30



                                20

                                                                                                                                                                                         Therefore          Therefore           Therefore           Therefore             Therefore

                                10                                                                                                                                           Root Cause & Potential Solution:
                                           0




                                                                                    0



                                                                                                     0
                                                        0



                                                                      0




                                                                                                                   0



                                                                                                                                 0




                                                                                                                                               0




                                                                                                                                                                        0
                                0
                                          .3




                                                                                    .2



                                                                                                     .5
                                                        .6



                                                                      .9




                                                                                                                   .8



                                                                                                                                 .1




                                                                                                                                               .4




                                                                                                                                                                        .0
                                      -21




                                                                                -22



                                                                                                 -22
                                                    -21



                                                                  -21




                                                                                                               -22



                                                                                                                             -23




                                                                                                                                           -23




                                                                                                                                                                    -24
                                                                                                                                                    23 .50-
                                     .10




                                                                           .00



                                                                                             .30
                                               .40



                                                              .70




                                                                                                          .60



                                                                                                                        .90




                                                                                                                                      .20




                                                                                                                                                               .80
                                                                                                                                                      .70
                                 21




                                                                           22



                                                                                            22
                                               21



                                                             21




                                                                                                          22



                                                                                                                        22




                                                                                                                                      23



                                                                                                                                                      23




                                                                                                                                                              23




                                                                                                                                                                                                                                             Scope of
  Point of Cause:                                                                                                                                                            Plan Solution:            Good             Maybe   X No Good     Control
                                                                                                                                                                                                                                                        Resource   Relevance    Pay-Back   Buy-In




  Standard Check:
                                                                                                                                                                             Implementation Plan & Schedule:                                                       WEEK #
                                                                                                                                                                              Task #                 Task                            Who        1          2          3            4         5
      T/M                                                     T/M
      T/M                                                    Brain storm
                                                              T/M
      T/M                                                     T/M
      T/M                                                     T/M




                                                                                                                                                             John Paulson,                                                                                                     Columbia Tech Consulting, Inc.
                                                                                                                                                           Cell 503-819-0190,
                                                                                                                                                    Email jpaulson@columbiatci.com
When identifying processes to improve..




Keep in mind;

• Eliminating problems that have a negative impact on customer
expectations

• Cost reduction while maintaining or improving quality

• Flexibility focus in operations / supply chain




                                    John Paulson,           Columbia Tech Consulting, Inc.
                                  Cell 503-819-0190,
                           Email jpaulson@columbiatci.com
Conclusion

The concept I have introduced; an accelerated process improvement
methodology utilizing improvement tools that will move your supply chain
process improvement initiatives forward, and your organization forward.

A methodology, unique from traditional process improvement consulting
services, that focuses on organizational learning in a ‘learn on the project’
approach, while improving processes, and the supply chain, on a continual
basis.




                                       John Paulson,               Columbia Tech Consulting, Inc.
                                     Cell 503-819-0190,
                              Email jpaulson@columbiatci.com
John presents this methodology and tools in an easy to
   understand approach including real world case studies of
 significant improvements to operations at leading companies.

 For more information regarding this presentation, methodology,
             and tools used, contact John Paulson.

John provides assistance in planning, training, process consulting,
   and facilitating your organizations improvement initiative.


                  John Paulson, Independent Consultant
                  Cell: 503-819-0190
                  Email: jpaulson@columbiatci.com


                                                         Columbia Tech Consulting, Inc.

Mais conteúdo relacionado

Mais procurados

Lean Supply Chain Management--by JULIAN KALAC
Lean Supply Chain Management--by JULIAN KALACLean Supply Chain Management--by JULIAN KALAC
Lean Supply Chain Management--by JULIAN KALACJulian Kalac P.Eng
 
Bottleneck Analysis Theory Of Constraints (TOC)
Bottleneck Analysis Theory Of Constraints (TOC)Bottleneck Analysis Theory Of Constraints (TOC)
Bottleneck Analysis Theory Of Constraints (TOC)Self-employed
 
LeanCor Consulting Webinar: The PFEP – How to Create Standardization in Mater...
LeanCor Consulting Webinar: The PFEP – How to Create Standardization in Mater...LeanCor Consulting Webinar: The PFEP – How to Create Standardization in Mater...
LeanCor Consulting Webinar: The PFEP – How to Create Standardization in Mater...LeanCor Supply Chain Group
 
Purchase Presentation 1
Purchase Presentation 1Purchase Presentation 1
Purchase Presentation 1prateekbubai
 
Inventory Management - a ppt for PGDM/MBA
Inventory Management - a ppt for PGDM/MBAInventory Management - a ppt for PGDM/MBA
Inventory Management - a ppt for PGDM/MBAAJ Raina
 
Basics of Supply Chain Managment
Basics of Supply Chain ManagmentBasics of Supply Chain Managment
Basics of Supply Chain ManagmentYoussef Serroukh
 
Basics Of Procurement Process
Basics Of Procurement ProcessBasics Of Procurement Process
Basics Of Procurement ProcessRameswara Vedula
 
Procurement PowerPoint Presentation Slides
Procurement PowerPoint Presentation SlidesProcurement PowerPoint Presentation Slides
Procurement PowerPoint Presentation SlidesSlideTeam
 
Useful Tools for Problem Solving by Operational Excellence Consulting
Useful Tools for Problem Solving by Operational Excellence ConsultingUseful Tools for Problem Solving by Operational Excellence Consulting
Useful Tools for Problem Solving by Operational Excellence ConsultingOperational Excellence Consulting
 
Purchase & Materials Management ppt.
Purchase & Materials Management ppt.Purchase & Materials Management ppt.
Purchase & Materials Management ppt.tanaisha
 
Supply Chain Planning
Supply Chain PlanningSupply Chain Planning
Supply Chain Planningmubarak2009
 
Procurement of enterprise resource planning systems v6 final
Procurement of enterprise resource planning systems v6   finalProcurement of enterprise resource planning systems v6   final
Procurement of enterprise resource planning systems v6 finalAhmad Azwadi Ameruddin CA(M)
 
Procurement Management Knowledge Area
Procurement Management Knowledge AreaProcurement Management Knowledge Area
Procurement Management Knowledge AreaJoshua Render
 
Purchasing Goods And Services process PowerPoint Presentation Slides
Purchasing Goods And Services process PowerPoint Presentation Slides Purchasing Goods And Services process PowerPoint Presentation Slides
Purchasing Goods And Services process PowerPoint Presentation Slides SlideTeam
 

Mais procurados (20)

Lean Supply Chain Management--by JULIAN KALAC
Lean Supply Chain Management--by JULIAN KALACLean Supply Chain Management--by JULIAN KALAC
Lean Supply Chain Management--by JULIAN KALAC
 
Supply chain
Supply chainSupply chain
Supply chain
 
Bottleneck Analysis Theory Of Constraints (TOC)
Bottleneck Analysis Theory Of Constraints (TOC)Bottleneck Analysis Theory Of Constraints (TOC)
Bottleneck Analysis Theory Of Constraints (TOC)
 
LeanCor Consulting Webinar: The PFEP – How to Create Standardization in Mater...
LeanCor Consulting Webinar: The PFEP – How to Create Standardization in Mater...LeanCor Consulting Webinar: The PFEP – How to Create Standardization in Mater...
LeanCor Consulting Webinar: The PFEP – How to Create Standardization in Mater...
 
Lean ppt
Lean pptLean ppt
Lean ppt
 
Purchase Presentation 1
Purchase Presentation 1Purchase Presentation 1
Purchase Presentation 1
 
Inventory Management - a ppt for PGDM/MBA
Inventory Management - a ppt for PGDM/MBAInventory Management - a ppt for PGDM/MBA
Inventory Management - a ppt for PGDM/MBA
 
Basics of Supply Chain Managment
Basics of Supply Chain ManagmentBasics of Supply Chain Managment
Basics of Supply Chain Managment
 
Procurement Presentation
Procurement PresentationProcurement Presentation
Procurement Presentation
 
Basics Of Procurement Process
Basics Of Procurement ProcessBasics Of Procurement Process
Basics Of Procurement Process
 
Procurement PowerPoint Presentation Slides
Procurement PowerPoint Presentation SlidesProcurement PowerPoint Presentation Slides
Procurement PowerPoint Presentation Slides
 
Useful Tools for Problem Solving by Operational Excellence Consulting
Useful Tools for Problem Solving by Operational Excellence ConsultingUseful Tools for Problem Solving by Operational Excellence Consulting
Useful Tools for Problem Solving by Operational Excellence Consulting
 
Company Profile - Operational Excellence Consulting
Company Profile - Operational Excellence ConsultingCompany Profile - Operational Excellence Consulting
Company Profile - Operational Excellence Consulting
 
Purchase & Materials Management ppt.
Purchase & Materials Management ppt.Purchase & Materials Management ppt.
Purchase & Materials Management ppt.
 
Supply Chain Planning
Supply Chain PlanningSupply Chain Planning
Supply Chain Planning
 
Procurement of enterprise resource planning systems v6 final
Procurement of enterprise resource planning systems v6   finalProcurement of enterprise resource planning systems v6   final
Procurement of enterprise resource planning systems v6 final
 
Kaizen Workshop
Kaizen WorkshopKaizen Workshop
Kaizen Workshop
 
Procurement Management Knowledge Area
Procurement Management Knowledge AreaProcurement Management Knowledge Area
Procurement Management Knowledge Area
 
Purchasing Goods And Services process PowerPoint Presentation Slides
Purchasing Goods And Services process PowerPoint Presentation Slides Purchasing Goods And Services process PowerPoint Presentation Slides
Purchasing Goods And Services process PowerPoint Presentation Slides
 
OEE-Practical-1.pptx
OEE-Practical-1.pptxOEE-Practical-1.pptx
OEE-Practical-1.pptx
 

Destaque

Strategy & Business Process Management
Strategy & Business Process ManagementStrategy & Business Process Management
Strategy & Business Process Management451 Research
 
Development and Engagement in the Age of Social Media
Development and Engagement in the Age of Social Media Development and Engagement in the Age of Social Media
Development and Engagement in the Age of Social Media Paul Brown
 
Key Account Management Plan
Key Account Management PlanKey Account Management Plan
Key Account Management Plandlares83
 
Business Process Improvement
Business Process ImprovementBusiness Process Improvement
Business Process ImprovementAnand Subramaniam
 
What is Key Account Management
What is Key Account ManagementWhat is Key Account Management
What is Key Account ManagementSteve Williams
 
Key Account Management
Key Account ManagementKey Account Management
Key Account Managementguest177ff19
 
Strategic Account Management Presentation
Strategic Account Management PresentationStrategic Account Management Presentation
Strategic Account Management Presentationmalleway
 
Integrating Social Media in your business model
Integrating Social Media in your business modelIntegrating Social Media in your business model
Integrating Social Media in your business modelPieter Baert
 

Destaque (13)

Strategy & Business Process Management
Strategy & Business Process ManagementStrategy & Business Process Management
Strategy & Business Process Management
 
9 Questions Every Business Needs to Ask
9 Questions Every Business Needs to Ask9 Questions Every Business Needs to Ask
9 Questions Every Business Needs to Ask
 
Development and Engagement in the Age of Social Media
Development and Engagement in the Age of Social Media Development and Engagement in the Age of Social Media
Development and Engagement in the Age of Social Media
 
5 Steps to Effective Key Accounts Management
5 Steps to Effective Key Accounts Management5 Steps to Effective Key Accounts Management
5 Steps to Effective Key Accounts Management
 
Key Account Management Plan
Key Account Management PlanKey Account Management Plan
Key Account Management Plan
 
Key Account Management
Key Account ManagementKey Account Management
Key Account Management
 
Business Process Improvement
Business Process ImprovementBusiness Process Improvement
Business Process Improvement
 
What is Key Account Management
What is Key Account ManagementWhat is Key Account Management
What is Key Account Management
 
Key Account Management
Key Account ManagementKey Account Management
Key Account Management
 
Strategic Account Management Presentation
Strategic Account Management PresentationStrategic Account Management Presentation
Strategic Account Management Presentation
 
Integrating Social Media in your business model
Integrating Social Media in your business modelIntegrating Social Media in your business model
Integrating Social Media in your business model
 
Management by objectives
Management by objectivesManagement by objectives
Management by objectives
 
Draw your Business Model
Draw your Business ModelDraw your Business Model
Draw your Business Model
 

Semelhante a Supply Chain Process Improvement Methodology V1

The Value PMLC Process Capability
The Value PMLC Process CapabilityThe Value PMLC Process Capability
The Value PMLC Process CapabilityBill Monroe
 
Linda Dulye IABC 2010 Global Conference Presentation
Linda Dulye IABC 2010 Global Conference PresentationLinda Dulye IABC 2010 Global Conference Presentation
Linda Dulye IABC 2010 Global Conference PresentationDulye
 
Addressing Labor Shortage: How to Increase Uptime While Empowering Employees
Addressing Labor Shortage: How to Increase Uptime While Empowering EmployeesAddressing Labor Shortage: How to Increase Uptime While Empowering Employees
Addressing Labor Shortage: How to Increase Uptime While Empowering EmployeesSafetyChain Software
 
Nonprofit Performance Management Design Strategies
Nonprofit Performance Management Design StrategiesNonprofit Performance Management Design Strategies
Nonprofit Performance Management Design Strategies4Good.org
 
100 Day Plan for Directing a PMO
100 Day Plan for Directing a PMO100 Day Plan for Directing a PMO
100 Day Plan for Directing a PMOJack Brown
 
implementing an Applicant Tracking System
implementing an Applicant Tracking Systemimplementing an Applicant Tracking System
implementing an Applicant Tracking Systemjkrumwie
 
The Cultural And Emotional Impact of Technology Innovation
The Cultural And Emotional Impact of Technology InnovationThe Cultural And Emotional Impact of Technology Innovation
The Cultural And Emotional Impact of Technology Innovationsarakirsten
 
CR15_08 Managing Turnover of Financial Personnel
CR15_08 Managing Turnover of Financial PersonnelCR15_08 Managing Turnover of Financial Personnel
CR15_08 Managing Turnover of Financial PersonnelRobert Sefton
 
3 organizational paradigms gantt head webinar
3 organizational paradigms gantt head webinar3 organizational paradigms gantt head webinar
3 organizational paradigms gantt head webinarComputer Aid, Inc
 
The Lean Enterprise
The Lean EnterpriseThe Lean Enterprise
The Lean EnterpriseRyan Dorrell
 
Leveraging Lean Six Sigma to Sustain HR Operations
Leveraging Lean Six Sigma to Sustain HR OperationsLeveraging Lean Six Sigma to Sustain HR Operations
Leveraging Lean Six Sigma to Sustain HR OperationsMark Gavora
 
ITM business barriers.pptx
ITM  business barriers.pptxITM  business barriers.pptx
ITM business barriers.pptxrajalakshmi5921
 
Lean Six Sigma Course Training Part 16
Lean Six Sigma Course Training Part 16Lean Six Sigma Course Training Part 16
Lean Six Sigma Course Training Part 16Lean Insight
 
Agile Team Performance Appraisal
Agile Team Performance AppraisalAgile Team Performance Appraisal
Agile Team Performance AppraisalAshutosh Rai
 
Doniel Wilson Presents: Surviving the Shift. Agile and its Impact to your Fut...
Doniel Wilson Presents: Surviving the Shift. Agile and its Impact to your Fut...Doniel Wilson Presents: Surviving the Shift. Agile and its Impact to your Fut...
Doniel Wilson Presents: Surviving the Shift. Agile and its Impact to your Fut...Liana Underwood
 
Whitepaper interview with pam morris
Whitepaper  interview with pam morrisWhitepaper  interview with pam morris
Whitepaper interview with pam morrisComputer Aid, Inc
 

Semelhante a Supply Chain Process Improvement Methodology V1 (20)

The Value PMLC Process Capability
The Value PMLC Process CapabilityThe Value PMLC Process Capability
The Value PMLC Process Capability
 
Linda Dulye IABC 2010 Global Conference Presentation
Linda Dulye IABC 2010 Global Conference PresentationLinda Dulye IABC 2010 Global Conference Presentation
Linda Dulye IABC 2010 Global Conference Presentation
 
Addressing Labor Shortage: How to Increase Uptime While Empowering Employees
Addressing Labor Shortage: How to Increase Uptime While Empowering EmployeesAddressing Labor Shortage: How to Increase Uptime While Empowering Employees
Addressing Labor Shortage: How to Increase Uptime While Empowering Employees
 
Nonprofit Performance Management Design Strategies
Nonprofit Performance Management Design StrategiesNonprofit Performance Management Design Strategies
Nonprofit Performance Management Design Strategies
 
100 Day Plan for Directing a PMO
100 Day Plan for Directing a PMO100 Day Plan for Directing a PMO
100 Day Plan for Directing a PMO
 
PMP® Sample Questions 3
PMP® Sample Questions 3PMP® Sample Questions 3
PMP® Sample Questions 3
 
2013 Symposium PPT Template_Becky
2013 Symposium PPT Template_Becky2013 Symposium PPT Template_Becky
2013 Symposium PPT Template_Becky
 
implementing an Applicant Tracking System
implementing an Applicant Tracking Systemimplementing an Applicant Tracking System
implementing an Applicant Tracking System
 
The Cultural And Emotional Impact of Technology Innovation
The Cultural And Emotional Impact of Technology InnovationThe Cultural And Emotional Impact of Technology Innovation
The Cultural And Emotional Impact of Technology Innovation
 
CR15_08 Managing Turnover of Financial Personnel
CR15_08 Managing Turnover of Financial PersonnelCR15_08 Managing Turnover of Financial Personnel
CR15_08 Managing Turnover of Financial Personnel
 
3 organizational paradigms gantt head webinar
3 organizational paradigms gantt head webinar3 organizational paradigms gantt head webinar
3 organizational paradigms gantt head webinar
 
The Lean Enterprise
The Lean EnterpriseThe Lean Enterprise
The Lean Enterprise
 
Interview with pam morris
Interview with pam morrisInterview with pam morris
Interview with pam morris
 
Leveraging Lean Six Sigma to Sustain HR Operations
Leveraging Lean Six Sigma to Sustain HR OperationsLeveraging Lean Six Sigma to Sustain HR Operations
Leveraging Lean Six Sigma to Sustain HR Operations
 
ITM business barriers.pptx
ITM  business barriers.pptxITM  business barriers.pptx
ITM business barriers.pptx
 
Lean Six Sigma Course Training Part 16
Lean Six Sigma Course Training Part 16Lean Six Sigma Course Training Part 16
Lean Six Sigma Course Training Part 16
 
Agile Team Performance Appraisal
Agile Team Performance AppraisalAgile Team Performance Appraisal
Agile Team Performance Appraisal
 
Doniel Wilson Presents: Surviving the Shift. Agile and its Impact to your Fut...
Doniel Wilson Presents: Surviving the Shift. Agile and its Impact to your Fut...Doniel Wilson Presents: Surviving the Shift. Agile and its Impact to your Fut...
Doniel Wilson Presents: Surviving the Shift. Agile and its Impact to your Fut...
 
Whitepaper interview with pam morris
Whitepaper  interview with pam morrisWhitepaper  interview with pam morris
Whitepaper interview with pam morris
 
Create a Winning BPI Playbook
Create a Winning BPI PlaybookCreate a Winning BPI Playbook
Create a Winning BPI Playbook
 

Supply Chain Process Improvement Methodology V1

  • 1. Supply Chain Management Improving the Processes Presented by John Paulson, Supply Chain and ERP Systems Consultant John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 2. John Paulson, Supply Chain and ERP Systems Consultant Over 15 years in manufacturing operations management with leading Northwest companies including Panasonic Television, Panasonic/AKEI CD-ROM, SpaceLabs, Gretag Systems, and Data I/O. John is the Founder of Columbia Tech Consulting, Inc. providing solutions consulting services in ERP, supply chain, information systems including operational assessments, and process and systems alignment and optimization to some of the nations leading companies. Since 1997, John has consulted on 27+ ERP and Supply Chain engagements improving systems and processes. John’s expertise in supply chain and ERP systems consulting have been requested by, and provided to, national consulting firms as; Accenture, Ernst and Young, Cap Gemini, Delta Cubed, Panex Consulting, Premier Consulting, AMX International, Foothills Consulting, Rapidigm Consulting, The Hunter Group, Jagwire Group, PCM Solutions, Systems Management Inc., Versa Tech, PCI, and many more John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 3. John has provided consulting assistance to; Columbia Tech Consulting, Inc.
  • 4. Where to start? John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 5. Many times, it often starts with the constant complaints…  System issues  Information not readily available  Manual processes everywhere  Excessive manual reports generated  Limited integration of information  Ineffective collaboration with interfacing departments  Product not available to ship  Parts are short for work orders  MRP providing inaccurate numbers  Part expedites are excessive  Inventory dollars climbing The list goes on.. John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 6. Supply chain issues can appear in a variety of places • Key performance indicators • Customer feed-back survey, • ‘Top 5 Pain Points’ survey from departments • Market analysis • Benchmarking analysis • Profit and loss analysis, and more John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 7. It begins with leadership building organizational support for the supply chain improvement initiative • Carefully choose the right person to lead, and promote the initiative. This person ideally will be the spokesperson, facilitator, project manager. •Identify the executive sponsors /process owners by function. These people will have the most to win, or lose, based on the results / success of the initiative. They will support their individual teams. Columbia Tech Consulting, Inc.
  • 8. Check your business tool box Open the company toolbox to see what tools you have. Take an inventory of the resources and knowledge you have in your organization. You may be surprised of the talent, and their knowledge of improvement tools who you may want to consider tapping into, to leverage for your organizations process improvement initiative. John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 9. Tools to look for include; John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 10. Could use a few more tools? That’s OK. This is where your organization will begin the journey to learn very effective, powerful tools that will assist in your supply chain improvement initiative John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 11. A Continuous Improvement Program.. can transform your organization into a continual learning organization, and continual improvement organization. And, fill up the company toolbox. John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 12. Why an improvement program? In business, there is only one choice, change faster and more effectively then your competition, or you may find your company out of the game. John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 13. Why not just make change as the problems arise? First, the approach of an improvement program is; 1) To make change that would not have happened unless someone had taken the initiative. 2) To make change that will have a significant long term positive impact. 3) A simple, yet controlled, effective methodology for continual learning and operational improvements. John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 14. Process Improvement Methodology An accelerated process improvement methodology that is unique, simple, yet powerful and cost effective. A streamlined, improvement methodology approach that is a vehicle for learning the tools and methodology while working the improvement project, real-time. A ‘Just-in-Time’ approach to transferring the learning into action. John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 15. Process Improvement Methodology . The most important aspect of this program is that the intent for this is to be a continual program of learning and continual improvement to the organization. John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 16. Accelerated Methodology Benefits Utilizing the accelerated methodology approach, the tools are quickly learned and practiced in ‘real-time’ during projects, for accelerated results.  Ideal for ‘Quick Hit’ target areas for immediate improvement  Provides for quality control / management approval at stages of the projects  Reduced time / cost in employee methodology and tools training, on and off-site  JIT approach to methodology training  Organizational and employee growth in knowledge gained from the process and tools  Project is owned by the teams  Consulting, training, subject matter expertise support on a ‘as-needed’ basis John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 17. Process Improvement Methodology Define Monitor Plan Continuous Implement Improvement Analyze Measure Develop Test Columbia Tech Consulting, Inc.
  • 18. Process Improvement Methodology Initial methodology & tools training, identify / prioritize critical Educate, processes/systems to improve, analyze current performance / initial assessments, Steering Committee Define & Plan Process Owners develop team resources / Project Charter Analyze Understand requirements, expectations, gaps, process flow, internal/external customers. Problem statement worksheet. Identify Cause Project Leads Develop Plan the solution. Risk analysis. Project Leads Cost / Benefit analysis Steering Committee approval Did not pass expected results Pilot test solution / Proof of concept, document Test results, any problems and unexpected Project Leads observations, make adjustments as necessary Project Leads Measure and study the results. Compare with Steering committee approval Measure prediction. Document analysis / results Q/A Project Leads Adopt solution. Update SOPs Implement Train solution Project Leads Monitor Continual improvement monitoring Project Leads Identify new improvements to propose Columbia Tech Consulting, Inc.
  • 19. 1st Step Leadership First, leadership takes the step to address the areas that need improvement at a high level, and drive the supply chain improvement initiative message to the organization, along with freeing up resources to move the initiative forward. Leadership identifies the supply chain improvement Steering Committee, and executive sponsors/process owners to take the lead. John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 20. 2nd Step Understand the Supply Chain End-to-End Flow Development of the process flow map is a must for the beginning of a supply chain improvements initiative. This is the basis of the existing processes, and identifying critical points of constraint, bottlenecks, and identification of primary and secondary areas for improvement.. John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 21. 3rd Step Define the Problem Supply chain issues can show up in a variety of places; • Key performance indicators • Customer feed-back survey, • ‘Top 5 Pain Points’ survey from departments • Market analysis • Benchmarking analysis • Profit and loss analysis, and more. The Steering Committee identifies the processes to improve based on business objectives. There are tools that can be used during this particular stage to identify and validate the critical processes to focus on. Train team on methodology, roles, responsibilities, expectations. John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 22. 4th Step Plan the Project The Steering Committee identifies what to accomplish in the improvement of the process. This could be as simple as stating ‘Improve on-time shipments to 95%’ for example. Identify the process owner, and team. Develop the project charter to include; purpose of the document, project background (problem definition, analysis, etc.) , project objectives, goals, approach, scope, assumptions, cost, project team resource requirements, roles, responsibilities, project governance, time-line, etc. John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 23. 5th Step Analyze At this stage, the project team takes over to study the process flow, baseline data collection, identify the internal/external customers, understand the requirements, develop a gap analysis, identify root cause to the problem. Develop the problem statement. John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 24. 6th Step Develop Solution The team will plan the solution, develop the risk analysis, and develop the cost/benefit analysis. The solution may include identifying ‘best practices’, and a benchmark study. Once a potential solution has been identified to test, a Steering Committee review and approval will be required to move forward with solution test. It is possible, depending on the complexity of the project, the solution approval process could be limited to the process owner at this stage. John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 25. 7th Step Test Solution, and Learn It is more important for the organization to understand the entire process is a learning process, as is with the testing stage. The testing stage is a learning process first and foremost. If the solution does not pass with the predicted results, that is OK. The team most likely learned something very valuable. It is human nature to become very frustrated if a test does not result with what was predicted. Again, the approach to the improvement process is a learning approach, with the goal to improve. If the test failed, the team will cycle back to the solution stage. This cycle may happen several times which is OK, expect it, and learn from it. Once the test passed with predicted results, a ‘proof of concept’ demonstration may be a next step for the Steering Committee approval, or at minimum, process owner approval. John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 26. 8th Step Measure the Solution Once the test past predicted results, measure the results, confirm benefits meet the defined success criteria, document analysis, obtain approval from process owner and Steering Committee to implement. John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 27. 9th Step Implement the Solution Adopt the solution; train people of the process, update standard operating procedures, update process flow chart, plan cut-over from old process to new process, communicate change. Depending on the complexity of the change, the cut-over process and plan could be a project in itself to manage John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 28. 10th Step Monitor the Process Monitor the process for continual improvement opportunities. John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 29. Process Improvement Tools John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 30. Methodologies and Tools John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 31. Problem Solving Tools Scatter Chart Problem Check Sheets Statement Area/Facility: Kaizen Type: Kaizen #: Date: Problem Description Flow Chart Product: Clean Lubricate Tighten Filled Out By: Inspect Brief Background Scatter Diagrams Problem Analysis Brainstorming Locate the Point of Cause Fishbone Analysis Standard process / Frequency Standard Performed Zone Location Procedure Criteria Week procedure check Shift Day Time By 5 Why’s Cause & Effect Investigation Fishbone Diagram Root Cause Corrective Action Plan Pareto Diagrams Histograms 40 30 Control / Trend Charts 20 Scrap Rate 0.25 10 0.2 0 0 0 0 0 0 0 0 0 0.15 0 .3 .2 .5 .6 .9 .8 .1 .4 .0 -21 -22 -22 -21 -21 -22 -23 -23 -24 23 .50- .10 .00 .30 .40 .70 .60 .90 .20 .80 .70 21 22 22 21 21 22 22 23 23 23 0.1 0.05 Team Goal: 1 2 3 4 5 6 7 8 9 10 11 12 Month John Paulson, 31 Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 32. Problem Solving Tools Cause & Effect Diagram Flow chart MANL Date: Practical Problem Solving Section: Problem: Cause & Effect Investigation: MAN METHOD Problem Description: Brief Background (History): Problem Statement Problem Description Brief Background Histogram Problem Analysis Brainstorming Locate the Point of Cause Fishbone Analysis Standard process / procedure check 5 Why’s Cause & Effect 5 Whys – Root Cause Investigation Root Cause Corrective Action Plan Problem Analysis: MACHINE MATERIAL ENVIRONMENT 40 Why Why Why Why Why 30 20 Therefore Therefore Therefore Therefore Therefore 10 Root Cause & Potential Solution: 0 0 0 0 0 0 0 0 0 0 .3 .2 .5 .6 .9 .8 .1 .4 .0 -21 -22 -22 -21 -21 -22 -23 -23 -24 23 .50- .10 .00 .30 .40 .70 .60 .90 .20 .80 .70 21 22 22 21 21 22 22 23 23 23 Scope of Point of Cause: Plan Solution: Good Maybe X No Good Control Resource Relevance Pay-Back Buy-In Standard Check: Implementation Plan & Schedule: WEEK # Task # Task Who 1 2 3 4 5 T/M T/M T/M Brain storm T/M T/M T/M T/M T/M John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 33. When identifying processes to improve.. Keep in mind; • Eliminating problems that have a negative impact on customer expectations • Cost reduction while maintaining or improving quality • Flexibility focus in operations / supply chain John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 34. Conclusion The concept I have introduced; an accelerated process improvement methodology utilizing improvement tools that will move your supply chain process improvement initiatives forward, and your organization forward. A methodology, unique from traditional process improvement consulting services, that focuses on organizational learning in a ‘learn on the project’ approach, while improving processes, and the supply chain, on a continual basis. John Paulson, Columbia Tech Consulting, Inc. Cell 503-819-0190, Email jpaulson@columbiatci.com
  • 35. John presents this methodology and tools in an easy to understand approach including real world case studies of significant improvements to operations at leading companies. For more information regarding this presentation, methodology, and tools used, contact John Paulson. John provides assistance in planning, training, process consulting, and facilitating your organizations improvement initiative. John Paulson, Independent Consultant Cell: 503-819-0190 Email: jpaulson@columbiatci.com Columbia Tech Consulting, Inc.