Parker Hannifan Lean Office

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1. Office Synchronization Zenith Pumps Division September 4, 1998 2. Presentation Outline <ul><li>Introduction…
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  • 1. Office Synchronization Zenith Pumps Division September 4, 1998
  • 2. Presentation Outline <ul><li>Introduction </li></ul><ul><li>Methods </li></ul><ul><li>Request for Quotation </li></ul><ul><li>Order Receipt / Order Entry </li></ul><ul><li>Custom Order Processing </li></ul><ul><li>Scheduling </li></ul><ul><li>Manufacturing Engineering </li></ul><ul><li>Long Term Objectives </li></ul><ul><li>Conclusion / Continuous Improvement </li></ul><ul><ul><li>Accomplishments / Project Highlights </li></ul></ul><ul><ul><li>Future Activities </li></ul></ul>
  • 3. SYNCHRONOUS <ul><li>Recurring or operating at exactly the same period </li></ul><ul><li>To arrange events to indicate coexistence </li></ul><ul><li>To make synchronous in operation </li></ul>
  • 4. Scope <ul><li>RFQ Process </li></ul><ul><li>Order Receipt </li></ul><ul><li>Order Entry </li></ul><ul><li>Engineering ( Customs ) </li></ul><ul><li>Manufacturing Engineering </li></ul><ul><li>Scheduling </li></ul><ul><li>Order Kitting </li></ul>
  • 5. Deliverables <ul><li>Reduce Lead Time </li></ul><ul><li>Increase On-Time Delivery </li></ul><ul><li>Measurement System </li></ul><ul><li>Streamline Process increase Visibility </li></ul><ul><li>Clear Communication Flowchart </li></ul><ul><li>Documented Process: What, When, Who </li></ul>
  • 6. Members <ul><li>Team </li></ul><ul><ul><ul><ul><ul><li>Grant Pinkos Mike Wyant </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Robert Lytton Mike Moody </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Jill Brown Diane Matthews </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Howard Brown Duncan MacQueen </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Julie Sharpe Elisa Ortiz </li></ul></ul></ul></ul></ul><ul><li>Champion </li></ul><ul><ul><ul><ul><ul><li>Tom Donovan </li></ul></ul></ul></ul></ul><ul><li>Consultants </li></ul><ul><ul><ul><ul><ul><li>Associates for Quality, Inc. </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Bob Hanson & Keith Johnson </li></ul></ul></ul></ul></ul>
  • 7. Methods for Analysis Howard Brown
  • 8. Methods for Analysis <ul><li>Data Collection </li></ul><ul><li>Brainstorming </li></ul><ul><li>Process Mapping </li></ul><ul><ul><li>Is Maps </li></ul></ul><ul><ul><li>Should Maps </li></ul></ul>
  • 9. Request for Quotation Grant Pinkos Mike Wyant
  • 10. Is <ul><li>Customers are often misrouted, resulting in poor service. </li></ul><ul><li>Cumbersome quotation filing system. </li></ul><ul><li>Multiple databases for tracking and maintaining quotations. </li></ul><ul><li>Complicated ISO procedures. </li></ul><ul><li>Productivity is lessened due to improper task allocation. </li></ul>
  • 11. Should <ul><li>“Open AE” position ensures proper handling of customers. </li></ul><ul><li>Intranet-based quotation filing system. </li></ul><ul><li>Simple ISO procedures for RFQ and RFQ-related forms & procedures. </li></ul><ul><li>Productivity is greatly improved since tasks are allocated better. </li></ul>
  • 12. Accomplishments <ul><li>Creation of “Open AE” ensures premier customer service </li></ul><ul><li>Intranet calendar </li></ul><ul><li>Revised Application Data Sheet </li></ul><ul><li>Single Quote Log </li></ul><ul><li>Terms and Conditions no longer faxed with every quotation </li></ul>
  • 13. Future Activities <ul><li>Revise phone & fax policies </li></ul><ul><li>Create web page RFQ </li></ul><ul><li>Offer computer selection programs </li></ul><ul><li>Supply reps with tools for creating quotations </li></ul>
  • 14. Order Receipt / Order Entry Jill Brown Diane Matthews Howard Brown
  • 15. Is <ul><li>Order entry form </li></ul><ul><ul><li>Using 9 different forms </li></ul></ul><ul><li>OE supervisor signs off of all orders </li></ul><ul><li>Manual closed quote log sent from OE to marketing daily </li></ul><ul><li>Customer request dates not clearly defined </li></ul><ul><li>OE checks 4 fax machines for purchase orders </li></ul><ul><li>PC’s in OE too slow </li></ul>
  • 16. Should <ul><li>Consolidation of OE form </li></ul><ul><ul><li>Use 1 form </li></ul></ul><ul><li>OE personnel trained </li></ul><ul><li>Closed quotes </li></ul><ul><ul><li>OE is provided with direct access to the quote log reducing number of people updating from 2 to 1 </li></ul></ul><ul><li>Customer request dates </li></ul><ul><ul><li>clearly state customer request date and promise ship date </li></ul></ul>
  • 17. Should (cont.) <ul><li>Fax machine </li></ul><ul><ul><li>have 1 fax machine located in OE to receive all purchase orders </li></ul></ul><ul><li>PC’s in OE </li></ul><ul><ul><li>upgrade RAM on all PC’s in OE </li></ul></ul>
  • 18. Accomplishments <ul><li>Consolidation of order entry form </li></ul><ul><li>No double checking of order entry </li></ul><ul><li>Eliminated manual closed quotes </li></ul>
  • 19. Future Activities <ul><li>Online order entry </li></ul><ul><li>Fax machine </li></ul><ul><li>Faster PCs </li></ul>
  • 20. QC Special Instructions <ul><li>Before: </li></ul><ul><li>After: </li></ul><ul><ul><li>50-TEST and 50-SOURCE part numbers </li></ul></ul><ul><ul><li>Schedule </li></ul></ul>
  • 21. Is - Accounting <ul><li>Terms & conditions are faxed with each quote </li></ul><ul><li>Division approved credit limit $3,000 </li></ul><ul><li>Separate form for new customer bill-to </li></ul><ul><li>Separate form International Approval for international shipments </li></ul>
  • 22. Should - Accounting <ul><li>Terms & Conditions faxed once </li></ul><ul><li>Division credit limit $5,000 </li></ul><ul><li>Eliminate new customer and International Approval forms by combining with new Order Entry form </li></ul>
  • 23. Future Activities - Accounting <ul><li>Online D & B access via internet </li></ul><ul><li>Standardize all international documentation - from quote to invoice </li></ul>
  • 24. Custom Order Processing Mike Moody Julie Sharpe Robert Lytton
  • 25. Is <ul><li>Design Review </li></ul><ul><li>Forward to Customer Service </li></ul><ul><li>Return to Julie </li></ul><ul><li>Log in to COPS </li></ul><ul><li>Design Pump </li></ul><ul><li>Log out of COPS Request Routings </li></ul>
  • 26. Should <ul><li>Design Review </li></ul><ul><li>Julie Logs in to COTS and HP System </li></ul><ul><li>Manufacturing Review </li></ul><ul><li>Pump Design </li></ul><ul><li>Log Out of Design in COTS </li></ul><ul><li>Complete Routings </li></ul>
  • 27. Accomplishments <ul><li>COTS </li></ul><ul><ul><li>New Tracking System </li></ul></ul><ul><li>MR Meeting </li></ul><ul><li>Dedicated Custom Order Entry </li></ul><ul><li>Early Source Code Decision </li></ul><ul><li>Pump Approval Cycle for Custom Systems </li></ul>
  • 28. Future Activities <ul><li>Partial BOMs </li></ul><ul><li>Early Standard Component Release </li></ul><ul><li>Involve Monterrey ME Resources </li></ul>
  • 29. Scheduling Duncan MacQueen
  • 30. Accomplishments <ul><li>Filing System </li></ul><ul><ul><li>Before: maintain 2 files for each order </li></ul></ul><ul><ul><li>After: maintain only 1 files </li></ul></ul><ul><li>Routings </li></ul><ul><ul><li>Before: checked all routings for 0 lead time </li></ul></ul><ul><ul><li>After: IS updates files with 0 lead times. </li></ul></ul>
  • 31. Future Activities <ul><li>Changes in queue process - MR team </li></ul><ul><li>Assemble to order programs </li></ul><ul><li>Pump Unification </li></ul><ul><li>Capacity Planning </li></ul><ul><li>Expediting Method </li></ul>
  • 32. Manufacturing Engineering Howard Brown
  • 33. Is <ul><li>For Custom Orders </li></ul><ul><li>Manufacturing Review complete once prints where complete </li></ul>
  • 34. Should <ul><li>For Custom Orders </li></ul><ul><li>Move ME functions earlier in the process. </li></ul>
  • 35. Accomplishments <ul><li>For Custom Orders </li></ul><ul><li>Involvement earlier in process through MR meetings. </li></ul><ul><ul><li>Routing Review </li></ul></ul><ul><ul><li>Tooling/ Gage Review </li></ul></ul><ul><ul><li>Program Review </li></ul></ul>
  • 36. Future Activities <ul><li>For Custom Orders </li></ul><ul><li>Improve data exchange with Mexico. </li></ul><ul><li>Move ME activities even earlier in the process. </li></ul>
  • 37. Long Term Objectives Elisa Ortiz Tom Donovan
  • 38. Information Systems Accomplishments <ul><li>Scheduler calendar </li></ul><ul><ul><li>Who is out today </li></ul></ul><ul><li>Quote log </li></ul><ul><ul><li>Assigns quote numbers </li></ul></ul><ul><li>Additional incoming phone lines </li></ul><ul><li>Faster PCs for Receptionist and Supervisor; other 2 employees in plan for October </li></ul><ul><li>Dial back for frame relay </li></ul><ul><ul><li>restores down connections to Cleveland </li></ul></ul>
  • 39. Information Systems Future Activities <ul><li>Develop databases for the intranet and/or the internet </li></ul><ul><ul><li>Placing orders, requests for quotation, etc. </li></ul></ul><ul><li>Update printvault system </li></ul><ul><li>Upgrade network to 100 mb/ps </li></ul><ul><li>40 computers Y2K compliant </li></ul><ul><li>Compatibility with JD Edwards for BOMs </li></ul><ul><li>Workflow through Lotus Notes for approvals </li></ul><ul><ul><li>drawings, procedures, etc. </li></ul></ul>
  • 40. Office Layout <ul><li>Functional Groupings </li></ul><ul><ul><ul><ul><li>Applications </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>International </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Domestic </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><li>Engineering </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Pumps </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Systems </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>ME </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><li>Order Entry </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Customer Service </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Pricing </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Scheduling </li></ul></ul></ul></ul></ul>
  • 41. Project Follow-up <ul><li>Continuation of Team </li></ul><ul><ul><li>Monthly Review </li></ul></ul><ul><ul><ul><li>Progress </li></ul></ul></ul><ul><ul><ul><li>Ideas </li></ul></ul></ul><ul><ul><ul><li>Continuous Improvement Measurement </li></ul></ul></ul>
  • 42. Conclusion Continuous Improvement Tom Donovan
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