60天库存精度管理

PROACTIONManagementConsultants5500NapoleonAvenueOakPark,California91377USA818-706-2200Fax:[phone]!©Copyright1990and1996ByGeorgeJ.Miller,CFPIM,PROACTION,OakPark,CA,USAi.INTRODUCTIONDespitegreatadvancesinmanufacturingtechnologyandmanagementscience,thousandsoforganizationsstilldon’thaveahandleonbasicinventoryrecordaccuracy.Manycompaniesdon’tevenmeasureitproperly,oratall,andlackcorrectiveactionprogramstoimproveit.Thispaperoffersanapproachthathasprovensuccessfulanumberoftimes,whencompanieswerequiteseriousaboutmakingimprovements.Notonlycanitbeaccomplished,butitcanlikelybedonewithin60daysperarea,ifproperlymanaged.Thehardestpartissellingpeopleontheneedtoimproveandthenkeepingthemmotivated.Thenetcostofsuchaprogram?Verylikelyfree,whenoneconsidersthebenefitsgained,whichusuallyfarexceedthecosts.Inventoryaccuracybenefitshelp:provideexcellentcustomerservice,determinepurchasingandmanufacturingpriorities,reduceoperatingcosts,andprovideaccuratedataforfinancialrecords.Theauthoralsoaddressesthegapincontemporaryliteratureintheareaofaccuracyprogramfeaturesforrepetitive,JIT,cellular,processandproject-orientedenvironments.Doyouhaveinventoryaccuracyproblems?Typicalsymptoms:LotsofinventoryerrorsSurprisebackorders,unplannedshortages,lostmaterialNobodybelievestherecords--numerouscallstocheckonavailabilityAirfreightbillexceedsthenationaldebtNastyfinancialreportingsurprisesLackofconsensusonimportanceofaccuracyLackofconsensusonhowtomeasureitInabilitytoreconcileinventories,cyclecountsErrorcauseslargelyunknownWeak/nocompanytraditionofdataaccuracyNewsystems/softwareimplementationcausingmoreconfusionSolutionrecommendationsarepresentedasfollows...InventoryAccuracyin60Days!GeorgeMillerPROACTIONPage2I.ORGANIZEPROJECTResultsareusuallybestwhenthereisabitofacrisisatmosphereestablished.Businessasusualwon’tusuallyservetogetseriousinventoryaccuracyproblemsfixedwithintwomonths.Sometimesahumblingblow,suchaslosingmillionsinaninventorywrite-down,oranunfavorablewrite-upbyacustomer,ishelpfultoshatterthestatusquoandenergizeanorganizationtobeginworkinearnestonasolution.Toplevelexecutiveactionworksbesttomotivateandmobilizepeople.Ataminimum,perceptionofacostlyproblemisneeded,withsomerealizationofaneedtocorrectit.Trytotiecompanygoalsandobjectivestoprojectobjectives,tohelpensurethatpeople“buy-in”totheprojectandwillbemeasuredandrewardedontheresults.Oncetheinitialgoalsareattained,don'tjustdeclarevictoryandgohome.Setupalowerkeyongoingmaintenanceefforttoensurethattheproblemstaysfixedandthatfurtherimprovementsaremade.A.AnExecutiveSponsorisneeded,someonewiththeclouttokeepresourcesandattentionfocusedontheproblemuntilcompletion.Resultsareusuallydirectlyproportionaltothestrengthandcommitmentoftheexecutivesponsor.Sometimesit'snotpossibletogetasponsoruntilacaseismadethatthere'saproblem.B.AProjectLeaderandMulti-DisciplinaryTeamisrequired,preferablyfromOperations,Materials,Finance,Distributionandpossibly,ProcessandDesignEngineering(dependingupontheproblemsidentified).Inalargeorganization,afulltimeprojectleadermaybeneeded.Peoplewillbeneededforinventoryverification,cyclecountingandreconciliation.Theamountofmanpowerneededisdependentuponorganizationsize,complexityandmagnitudeoftheproblem.Forexample,one500,000sq.ft.processplantwithabout4000itemsand30+%inventoryaccuracyneededafulltimecoordinator,fourfulltimecyclecountersandtwoparttimersforsixmonths,taperingoffafterthat.Often,consultantsandcorporateauditorsparticipatetomakeprojectsmoresuccessful.C.AProjectPlanisneeded,incorporatingrecommendationsfromthispaperandothercompany-specificactivities.Thisplan,alongwitharunninglistofaccuracyrelatedissuesandactions,shouldbeusedtodrivetheprojectandfocuseffortsonactivitiesneededtoattainaccuracygoals.Issuesshouldbeidentified,putonamasterissueslist,assignedtoappropriatepersonneltosolve,thendiscussedandtrackedateveryweeklymeetingforthedurationoftheinitialimprovementproject.Theplanshouldcontainspecificactivities,responsibilitiesanddates.Itneedstobefollowedandmanagedcompetently.Unlesscarefullymanaged,asubstantialInventoryAccuracyin60Days!GeorgeMillerPROACTIONPage3amountofprojecttimewillbespenttryingtofigureoutwhattheproblemsare,andgettingresourcesassignedtothem.D.RegularReviewSessions,initiallyweekly,willhelptheteamtostayfocused.It’sstronglyadvisabletohavethesponsorthereatleasteveryothermeeting.Missingparticipantsshouldsendbonafide,participating,decision-makingdelegatesiftheycannotthemselvesattend.Thestandardagendaistheprojectplanandtheissueslist,whichshouldbeupdatedanddistributedwellbeforeeachmeeting.Copiesshouldgotokeyexecutiveandmanagementpeople,whoshouldaskprobingquestions,offerhelpandshowsomeinterestintheproject.Theeffectofmanagementmindshareontheresultsofsuchprojectscannotbeover-emphasized.E.Education-Aninventoryaccuracyseminar/workshop,deliveredearlyintheprojectlifecycletotheprojectteamandkeyoperating/administrativepersonnel,willimprovehelpqualityandscheduleperformance,oftendramatically.Theworkshopshouldcoveraccuracycriteria,needs,inv